The task at hand is an individual report that has a weighting of 40% of the total Unit grade.
The main purpose of this assignment is to give you the opportunity to relate some of the principles, theories, and key issues you have learned through lectures and seminars with real international business scenarios. The exercise will also help you to develop your skills in evaluating international business environments; evaluating strategies, strengths and weaknesses of the international firm; collecting relevant data; analysing and summarising key issues; and making appropriate conclusions and recommendations.
The Task: Evaluating and recommending an international marketing strategy and marketing mix tools (policies)
Assume you are the Director of the International Marketing Department of a company of your choice. Management has decided to sell, distribute, and promote the best seller service/product on a foreign country of your choice.
As the Director of the International Marketing Department you are assigned to evaluate and select the most suitable marketing mix policies (product, price, place and promotion) for this product/service.
Your report should include the following:
• Executive summary (no more than three to four paragraphs)
• Introduction, outlining the background and objectives of the report.
• A brief description of the selected country. This section should include considerations about cultural aspects, consumers’ preferences, consumers’ purchasing power and habits.
• A brief account of the company selected, describing the ‘marketing mix’ currently adopted in the home country.
• Evaluate for each marketing mix element, the needs and the shortcoming for standardizing or adapting each marketing mix component to the selected host country market.
• Recommend the most suitable policies for each marketing mix element (product, price, promotion, communication) motivating and supporting adequately your suggestions.
• References (adopt Harvard Referencing style)
second assignment is leadership and organisation behaviour
Case Study: Leadership and Organisational Change in Tesco
Tesco is currently faced with organisational change resulting from the announcement on
the 8th of June 2010 that Sir Terry Leahy, the company’s outgoing CEO and the person
largely responsible for the transformational leadership that has greeted Tesco since he
became its CEO in 1997, will be resigning. Leahy’s departure will potentially mark a
watershed in the company’s organisational culture, leadership model, entrepreneurial
yield, level of productivity and above all change management occasioned by the transfer
of leadership from Terry Leahy to Philip Clarke, who becomes Tesco’s CEO in March
2011. The way the power transition is handled, as well as Philip Clarke’s
leadership/management style will go a long way in bringing confidence back into the
minds of customers, employees, shareholders and other stakeholders of Tesco plc in the
wake of the leadership change. This will also define to a large extent Tesco’s future
TESCO: A Brief Profile
Tesco was founded by Jack Cohen (6th October 1889-24th March 1979). Cohen was a
British businessman and entrepreneur. He was son of Polish-Jewish immigrant and tailor.
Growing up, he had to join his father in his tailoring business as apprentice, but in 1917,
had to enlist with the Royal Flying Corps (RFC), as canvas maker. As soon as Cohen was
demobilised in 1919 after the First World War, he set up a store in Hackney, East London,
where he established himself as a stall holder. He had to accomplish this with his
demobilisation money, which he used to purchase NAAFI stocks. Thereafter, Cohen
became the owner of a number of stores around London, and subsequently engaged in
wholesale business. In the nick of time, Cohen created the Tesco business name in 1938 –
formed from T.E Stockwell’s first three initials as well as the first two letters of his name.
Tesco’s first store was opened in Burnt Oak, London, in 1929, while the second store was
opened in 1931 in Becontree, East London. Subsequently, by 1940, Cohen had owned
hundreds of Tesco shops around London and its environs; and by 1948, had started the
American style self-service.
Tesco plc is a British internationally recognised grocery and general products retail chain,
which has its headquarters at the Tesco House in Chestnut, Hertfordshire. At present, it is
United Kingdom’s largest supermarket. Tesco is the highest private sector employer in
the United Kingdom (Tesco Annual Report, 2009). Tesco is one of the top retailers in the
world; in 2009, it was recorded that it has over 320,000 employees all over the world, as
well as has over 2, 320 stores worldwide. At the beginning of the last decade, Tesco
expanded its reach by setting up branches in Asia, which includes Malaysia, China, and
Taiwan, among other Asian countries. It also widened its European market by venturing
into Turkey and Czech Republic.
In 1995, Tesco overtook Sainsbury’s as the highest UK superstore. This catapulted its
market shares from 15.4% in 1988 to about 29% in 2004. In the nick of time, Tesco
acquired the famed convenience superstore, T&S plc close to 900 stores around the
United Kingdom. The last decade also witnessed other dimensions of growth for
Tesco. This includes Tesco’s experimentation with e-commerce, diversification of
products and services provision that included opening clothing brand and others.
Tesco is currently dominating the United Kingdom’s grocery market with a huge 30%
share. Tesco is stores are littered in 13 countries in the world. Building upon Ian
MacLaurin’s achievements in the 1970’s and 1980’s, Leahy envisioned Tesco to be a
superstore that takes the satisfaction of its customers as its primary focus, as well as the
need to offer ‘‘every little helps’’ it can. This was the genesis of transformed
Tesco. Tesco under the leadership of Sir Terry Leary has witnessed immense
transformation and success that have brought the organisation to its current status as the
third largest superstore in the world – just behind America’s Superstore, Wal-Mat and
France’s Carrefour. In what shall follow, we shall be offering the specifics of Tesco’s rise.
Sir Terry Leahy was born on the 28th of February 1956 in Liverpool. Leahy joined
Tesco in 1979 after graduating from University of Manchester Institute of Science and
Technology with second class (upper) honours degree in management sciences. As
Leahy graduated; he joined Tesco as marketing executive in 1979. After joining Tesco in
1979, Leahy rose through the ranks to become its CEO in 1997. Since Leahy assumed the
helm of affairs at Tesco, the organisation has witnessed tremendous expansion. This
singular move by Leahy is responsible for the transformational nature of his leadership at
Source: case materials extracted from Uzoechi Nwagbara (2011)
Imagine yourself as a business consultant, you will be asked to solve organisational tasks in relation to the Case Study of ‘Leadership and Organisational Change in Tesco’. The case study materials as well as other supporting materials can be found on the BREO page of this unit via: Assessment – Assignment 2 Consultancy Project.
If you find the case study materials are not detailed enough, and you want to know more about the company and the changes it has gone through recently, you are more than welcome to do extra research online, e.g. checking on Tesco’s website, reading their annual reports, looking for recent business news on Tesco etc. This is part of the research that any business consultant does in real life situations.
Phillip Clarke, the new CEO of Tesco, hires you and he wants you to prepare a 2,500 words business report for him that addresses the following two questions:
1. What are the key challenges and/or opportunities facing him? What are the implications of these challenges and/or opportunities? (You must answer this question by drawing on the theories of leadership introduced in this unit)
2. What could he do in order to make a smooth power transition and to increase public confidence in Tesco? (You must answer this question by drawing on the theories of organizational change introduced in this unit)