Delivering Success: How Tesco is Managing, Measuring and Maximizing its Performance Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Introduction
Tesco PLC is one of the leading retailers in the world and it is ranked on number three in terms of revenues and number two in terms of profits within the global retail industry. Many different products are sold by Tesco that include clothing, consumer electronics and the services offered include telecoms, health, internet, insurance and financial services.
An online supermarket has also been created by the company. The company has been growing rapidly in the UK through establishing small chains of retail stores throughout the whole country and also by acquiring a range of grocery stores. Currently, the company is a market leader in the whole retail industry in the UK and has acquired around 25% of the total market share of the UK retail industry. The company has now 470000 employees and 4331 stores across 14 countries.
Further, the company has also diversified into the areas of retail services such as travel, telecom, finance, apparel and other non-food activities. The premium brand of the company is Tesco Finest and all non-foods sector and food sector products are offered in different price ranges. In this position paper, we evaluated what Tesco did and what are the reasons behind the huge success of Tesco and how other businesses can make use of those factors to become successful. We emphasize on the Waitrose British Supermarket retailers in this paper and recommend them actionable strategies.
Delivering Success How Tesco is Managing, Measuring and Maximizing its Performance Harvard Case Solution & Analysis

Summary (Evaluation of Tesco)
Tesco PLC is a general merchandising and British based international grocery retailer. The key factor through which the company has managed to perform well, and delivered its corporate strategy and improved its business performance by the development of strategic performance management framework that it calls as the Corporate Steering Wheel. Such tools are considered as powerful factors to align the vision of each member of the organization into a single corporate vision and allow the company to monitor its mission and change it accordingly.
Tesco has always kept its mission in the form of a living document and it has revised these documents, the steering wheel from time to time so that the changing nature of the business is reflected in the steering wheel and the strategic priorities are incorporated within the strategic performance framework of Tesco(Cokins, 2009). The original steering wheel of Tesco consisted of four perspectives that included Operations, Customer, Finance and People, each of these four perspectives include a strategic goal.
One of the major shifts in the steering wheel was when the company added a fifth perspective called as the community perspective. Tesco had realized that the impact of the climate and the climatic changes have a significant impact on the business lines of Tesco and these were important challenges that need to be addressed by the strategic priorities of the company(Cokins, 2009).
Tesco had developed new strategic perspectives and its prioritized goals included the reduction of the carbon footprint, reducing the usage of the carrier bags by around 50% and making use of more locally sourced products for the company..............

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