level 10
四小名捕
楼主
l Implementcompetitive differentiation
In order to combat the competition that Tesco isexperiencing in the UK market, Tesco can learn from the Aldi and Lidl model andfully optimise its own operational processes. This means streamlining productlines and reducing unnecessary stock, thereby reducing inventory managementcosts and warehouse space requirements (Ye et al., 2018). At the sametime, Tesco can further reduce costs by sourcing directly from producers andreducing intermediate links, for example, by co-operating with some small localproducers and sourcing agricultural products directly, which not only ensuresthe quality of the products, but also reduces sourcing costs (Danso et al., 2019).
In addition to competing on price, Tesco should alsofocus on product differentiation. By investing more resources in R&D andinnovation of own-brand products, Tesco can offer customers unique products andservices to attract more consumers who focus on quality and experience(Hernández-Perlines, Moreno-García and Yañez-Araque, 2016). Launching moreorganic, natural and healthy product lines will help meet consumers' demand forhealthy diets.
In the digital era, the importance of online andoffline integration is readily apparent. Therefore, Tesco must strengthen theconstruction and promotion of its online shopping platform to provide aconvenient shopping experience and fast delivery services (Zulfikar, 2022). ForTesco, the most important thing online is to optimise the interface design andfunctionality of the website and mobile apps to improve the user experience. Atthe same time, an advantageous approach is that Tesco can set up self-pick-uppoints in its shops, so that after placing an order online, consumers canchoose to go to a nearby shop to pick up the goods, which improves deliveryefficiency and increases shop traffic.
l Increaseresource input in sustainability
In order to meet consumer demand for environmentallyfriendly products, Tesco must firstly increase its financial investment insustainability and actively develop and adopt more environmentally friendlypackaging materials (Lopes et al., 2022). Collaboration with supplierscan drive a transition towards sustainability across the supply chain. Tescomust do this by increasing the proportion of recyclable, degradable orcompostable packaging materials used and reducing its reliance on traditionalplastic packaging. At the same time, Tesco can establish a rigorous productaudit and certification mechanism to ensure the truthfulness and accuracy ofproduct promotions and conduct detailed environmental impact assessments ofproducts and display the results transparently to consumers (Schaltegger andBurritt, 2018). For example, Tesco can provide QR codes on product packaging,which consumers can scan to learn about the source of raw materials, productionprocess, carbon emissions and other information.
In addition, Tesco can set up special display areasin its shops to introduce Tesco's efforts and achievements in sustainabledevelopment. In addition, Tesco can actively carry out environmental protectionpromotional activities, organise environmental protection themed events andencourage consumers to participate in environmental protection actions, such asrecycling old packaging and reducing the use of single-use plastics (Camilleri,2017). Launching environmental topic discussions on social media, Tesco willencourage consumers to share their environmental experiences and suggestions,and at the same time, provide certain rewards, such as coupons and points, to consumerswho participate in the activities.
l Optimisesupply chain management
In order to improve Tesco's internal operationalefficiency, the company can invest in purchasing or developing advanced supplychain management software to realise real-time monitoring and management of allaspects of the supply chain. By optimising inventory management and logisticsand distribution plans through data analysis and forecasting functions, theefficiency and responsiveness of Tesco's supply chain will be effectivelyimproved (Alsolbi et al., 2023). In this case, Tesco can use big data toanalyse consumer buying behaviour and predict the demand for differentproducts, so as to rationally arrange inventory and distribution. Tesco'slogistics and distribution centre should be reasonably laid out and planned toshorten the transport distance and time. Increasing the intelligent managementof transport vehicles like optimising transport routes through GPS positioning,road condition analysis and other technologies, can improve transportefficiency (Tiwari et al., 2024).
Tesco also needs to improve the level of warehousemanagement and carry out intelligent transformation of warehouses, includingthe use of automated warehousing equipment and inventory management systems toimprove the utilisation of warehouse space and inventory management efficiency(Tulli, 2023). Tesco's employees must also be trained to improve thestandardisation and accuracy of warehousing operations and reduce damage andloss of products in the warehousing process.
2025年05月26日 14点05分
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In order to combat the competition that Tesco isexperiencing in the UK market, Tesco can learn from the Aldi and Lidl model andfully optimise its own operational processes. This means streamlining productlines and reducing unnecessary stock, thereby reducing inventory managementcosts and warehouse space requirements (Ye et al., 2018). At the sametime, Tesco can further reduce costs by sourcing directly from producers andreducing intermediate links, for example, by co-operating with some small localproducers and sourcing agricultural products directly, which not only ensuresthe quality of the products, but also reduces sourcing costs (Danso et al., 2019).
In addition to competing on price, Tesco should alsofocus on product differentiation. By investing more resources in R&D andinnovation of own-brand products, Tesco can offer customers unique products andservices to attract more consumers who focus on quality and experience(Hernández-Perlines, Moreno-García and Yañez-Araque, 2016). Launching moreorganic, natural and healthy product lines will help meet consumers' demand forhealthy diets.
In the digital era, the importance of online andoffline integration is readily apparent. Therefore, Tesco must strengthen theconstruction and promotion of its online shopping platform to provide aconvenient shopping experience and fast delivery services (Zulfikar, 2022). ForTesco, the most important thing online is to optimise the interface design andfunctionality of the website and mobile apps to improve the user experience. Atthe same time, an advantageous approach is that Tesco can set up self-pick-uppoints in its shops, so that after placing an order online, consumers canchoose to go to a nearby shop to pick up the goods, which improves deliveryefficiency and increases shop traffic.
l Increaseresource input in sustainability
In order to meet consumer demand for environmentallyfriendly products, Tesco must firstly increase its financial investment insustainability and actively develop and adopt more environmentally friendlypackaging materials (Lopes et al., 2022). Collaboration with supplierscan drive a transition towards sustainability across the supply chain. Tescomust do this by increasing the proportion of recyclable, degradable orcompostable packaging materials used and reducing its reliance on traditionalplastic packaging. At the same time, Tesco can establish a rigorous productaudit and certification mechanism to ensure the truthfulness and accuracy ofproduct promotions and conduct detailed environmental impact assessments ofproducts and display the results transparently to consumers (Schaltegger andBurritt, 2018). For example, Tesco can provide QR codes on product packaging,which consumers can scan to learn about the source of raw materials, productionprocess, carbon emissions and other information.
In addition, Tesco can set up special display areasin its shops to introduce Tesco's efforts and achievements in sustainabledevelopment. In addition, Tesco can actively carry out environmental protectionpromotional activities, organise environmental protection themed events andencourage consumers to participate in environmental protection actions, such asrecycling old packaging and reducing the use of single-use plastics (Camilleri,2017). Launching environmental topic discussions on social media, Tesco willencourage consumers to share their environmental experiences and suggestions,and at the same time, provide certain rewards, such as coupons and points, to consumerswho participate in the activities.
l Optimisesupply chain management
In order to improve Tesco's internal operationalefficiency, the company can invest in purchasing or developing advanced supplychain management software to realise real-time monitoring and management of allaspects of the supply chain. By optimising inventory management and logisticsand distribution plans through data analysis and forecasting functions, theefficiency and responsiveness of Tesco's supply chain will be effectivelyimproved (Alsolbi et al., 2023). In this case, Tesco can use big data toanalyse consumer buying behaviour and predict the demand for differentproducts, so as to rationally arrange inventory and distribution. Tesco'slogistics and distribution centre should be reasonably laid out and planned toshorten the transport distance and time. Increasing the intelligent managementof transport vehicles like optimising transport routes through GPS positioning,road condition analysis and other technologies, can improve transportefficiency (Tiwari et al., 2024).
Tesco also needs to improve the level of warehousemanagement and carry out intelligent transformation of warehouses, includingthe use of automated warehousing equipment and inventory management systems toimprove the utilisation of warehouse space and inventory management efficiency(Tulli, 2023). Tesco's employees must also be trained to improve thestandardisation and accuracy of warehousing operations and reduce damage andloss of products in the warehousing process.