HomeRoots Pitch Deck | Investor Insights | April 2024
Tesco
1. Prepared by Corinne Millar
Planet Retail | March 2005
e-intelligence on global retailing - www.planetretail.net
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2. Global Development Strategy
Future Growth
Operational Issues
Around the world with Tesco
e-intelligence on global retailing - www.planetretail.net
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3. Top 10 Global Ranking, 2004 -2008
Rank Company RBS 2004 RBS 2008
(EUR bn) (EUR bn)
1 Wal-Mart 247.8 303.2
2 Carrefour 90.2 114.9
3 Ahold 72.3 73.4
4 Metro 62.8 79.2
5 Tesco 51.7 69.8
6 Ito-Yokado 46.9 55.7
7 Kroger 46.1 48.3
8 Rewe 44.1 45.7
9 Target 43.4 48.2
10 Costco 41.2 43.7
e-intelligence on global retailing - www.planetretail.net
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4. Global Map
Czech
UK Republic Russia
Poland
R.O. Ireland
Slovakia
France
Hungary
S Korea
USA China
Greece
Turkey Japan
Taiwan
Thailand
Malaysia
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5. Top 3 in UK, Thailand, Slovakia, Poland,
S Korea, Ireland and Hungary
25
21.8 2004 2008
19.1 19.4
18.1
20
Market Share % MGD
14.8
15
10
18.6 18.1 6.6
17.7 5.8 5.5
4.9
13.5
10.9
5
1.6 1.6
0.5
4.9 0.1
4.3 3.9 1.9 0.7 0.6 0.2 0.1
0
UK ROI Hu Thl Slv CR SKr Po Mal Tky Tw China Jp
e-intelligence on global retailing - www.planetretail.net
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6. UK still dominates… but share is falling
Rest of world
UK
e-intelligence on global retailing - www.planetretail.net
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7. Key Overseas Markets:
South Korea, Ireland, Hungary, Thailand and China
4,366
4,500
4,000 2004 2008
3,390
3,500
2,599
3,000 2,489 2,523
RBS EUR mn
2,139
2,500
2,000
2,375
2,080 1,158
1,500
855
1,598 724
1,000 1,535 499 487
1,190 396
500
694 547 425 329 195 167 136
0
Skr ROI Hu Thl Po CR Slv China Jp Tky Tw Mal
e-intelligence on global retailing - www.planetretail.net
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8. East vs West
Europe +25%
Asia +122%
2004 Europe
90%
2008 Europe
84%
Asia
10%
Asia
16%e-intelligence on global retailing - www.planetretail.net
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9. Multi-channel approach
Czech Republic
UK
Poland
Ireland
Slovakia
Hungary
China S Korea Japan
Turkey
Hypermarkets & superstores Taiwan
Supermarkets Thailand
Discount stores
C-store & forecourt
Malaysia
Cash & carry
e-intelligence on global retailing - www.planetretail.net
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10. Continued growth across three core formats
1,600 1,526
1,400
1,167
1,129
1,200
2004 2008
No. of Stores
1,000
848
800 698
600
395
400
200
19 40
5 5
0
H&S S&N C-stores Discount C&C
e-intelligence on global retailing - www.planetretail.net
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11. Operational Issues
In-store
Private labels
Pricing
Loyalty cards
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12. Operational Issues
Back Office
Organisation
Buying
Supply chain management
Tesco Steering Wheel
Finance Customers
People Operations
e-intelligence on global retailing - www.planetretail.net
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13. Key Messages
One of the world’s leading grocery retailers
Flexible, multi-channel retailer
Competitive pricing drives business
Early adopter of new technology
e-intelligence on global retailing - www.planetretail.net
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14. www.planetretail.net
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Notes de l'éditeur
Looking now at the rest of the world, which currently accounts for 22% of sales and is set to rise to 31% by 2008, we can identify Tesco’s key markets. By the way, it is worth noting that our forecasts are based on projecting the sales and store numbers for existing formats and do not include potential acquisitions, or countries where it is not yet active such as Greece and Russia. South Korea, Ireland, Hungary and Thailand are all expected to continue to play an important role in Tesco’s overseas operations, whilst China, a relative new comer, is set to increase in significance following the acquisition of Hymall last year with 25 hypermarkets around Shanghai. In Japan, without a major acquisition of a large format retailer, sales are likely to remain peripheral in Tesco’s global empire. In Turkey, although expansion of hypermarkets is relatively modest at the moment, with just one store planned this year for example, the country represents a very exciting opportunity for Tesco with a highly fragmented retail market and one of the fastest growing and most youthful populations in the world. Although relatively small within Tesco’s overall universe, Taiwan is once again seeing investment by Tesco with the economy now starting to rebound and new store development opportunities arising. In Malaysia, planning restrictions have resulted in a freeze on further hypermarket development around the core economic area of the Klang Valley, Johor Baru and Penang which is prompting Tesco to look at other opportunities in smaller, secondary markets.
Looking at Tesco’s overall store development strategy, we can see that with the exception of discount stores and cash & carries, which are fairly peripheral to its grocery operations, strong growth is likely to occur across its three key formats of hypermarkets & superstores, supermarkets and neighbourhood stores, and convenience and forecourt stores. Nevertheless despite this highly targeted approach towards store development, one of the factors behind Tesco’s success lies in its degree of flexibility, with a desire to develop stores which reflect local shopping patterns. Prime examples of this can be found in Thailand where wet markets selling fresh produce continue to play a vital role in consumers’ purchasing habits. In response to this need, in 2002 Tesco developed a new type of value-driven superstore in Roi Et. In addition to the typical supermarket offering, the store features an external Fresh Market hall with space leased to local independent traders selling a range of fresh fruit, vegetables, spices, meat, ready to eat meals and garden products. The store is aimed at customers who want the convenience of modern supermarket shopping along with the freshness and range of a wet market. Although traders have some flexibility, the stalls are managed by the Tesco store manager and have to conform to customers' expectations in terms of quality and standards. Further, earlier this year, Tesco developed a new neighbourhood store concept in Thailand trading as Talad Lotus in department stores. These outlets are designed to directly compete with the daily wet market trade. Trading from around 700 square metres, they sell around 5,000 product lines, with a heavy bias towards fresh foods. Overall, Tesco sees the potential for somewhere between 200 to 300 Talad Lotus outlets.