Tesco Strategy

The above four models were chosen to analyse and evaluate the strategy of the Tesco PLc, because they were more relevant to the industry and the organisation within it. The Cultural Web and Stakeholder mapping were not chosen because “the cultural web shows the behavioural, physical and symbolic manifestations of a culture that inform and are informed by the taken-for-granted assumptions, or paradigm, of an organisation” (Johnston et al, 2008). It used to understand culture and did not fit in with the other strategy tools analysed in this report. “Stakeholder mapping identifies stakeholder expectations and power and helps in understanding political priorities” (Johnson et al, 2008). Even though stakeholders and organisational culture have influence on the organisations strategy, things like customer focus, new product development, market share and organisations core competencies play more important role when determining strategy and so they are important in the four strategy tools which were chosen.

Strategic theory – the identification and justification of the strategic choice models. Why picked 4 and not another 2.

Bomans

Ansofs

Boston

Porters value

Cultural web

Stakeholder maping

Application of strategic choice model to the chosen industry sector – an assessment and critical evaluation of the ways in which the organisation uses the chosen model to make strategic choices.

Strategic Tools. Why these 4?

In today’s constantly changing business environment tough decisions have to be made in order for organisation in the industry to maintain their market position and complete against their rivals. We have chosen the following strategy determining tools and applied them to Tesco. Tool, such as Ansoff Matrix, demonstrate the choices available to the organisation to help it make the best decisions to survive in this turbulent business environment. “Executives need to focus on the growth opportunities and many executives may use the Ansoff Matrix to...