乐购公司的VMO策略（Tesco’s core strategies and VMO）
06-13, 2015
乐购的核心策略和VMO策略—Tesco’s core strategies and VMO
乐购是全球零售行业的领导者之一，公司于1920年代末在英国成立，现今已成为世界上最有强大和成功的超市。
乐购的核心战略的基础是吸引客户和维持与顾客的合作关系，且这些客户将成为终身合作者。公司坚信企业的成功取决于他们满足客户需求的能力—即是为他们工作的人员也是来购物的人。乐购公司这双管齐下的方法没有错过任何机会，不仅提高自己的服务和产品，与员工之间的人际关系也能维持好。
这反映了企业之间对当下情况的看法，即在企业组织内一个公司的人力资本不仅仅是因为一种因素而产生的—他们实际上是公司的骨干，他们使企业战略有效地执行。Paauwe和Boselie(2002)指出，这种类型的人力资源管理的出现带来了人力资本现在被视为一个竞争优势的来源这一事实。
乐购的核心策略和VMO策略—Tesco’s core strategies and VMO
Tesco is one of the leaders in the global retailing industry. The company started in the United Kingdom in the late 1920s and has since grown to be one of the most robust and successful supermarket companies in the world today.
Tesco’s core strategy is founded on their desire to attract and maintain customers who will become their lifetime partners. The company espouses the belief that their corporate success is dependent on their ability to meet the demands of people—both the people who work for them and the people who shop with them. Tesco’s two-pronged approach misses out on no opportunity to improve not only their service and products, but also their international relationship with their staff.
This is reflective of the current thinking among corporate organizations today that a company’s human capital is more than just another factor of production—they are in fact the backbone of a company and they make it possible for the corporate strategies to be carried out effectively. Paauwe and Boselie (2002) point out that the emergence of such a breed of HR management has been brought about by the fact that human capital is now seen as a source of competitive advantage.
As for Tesco’s commitment to their customers, the company is firmly rooted in the belief that going the extra mile to satisfy their shoppers’ needs and requirements will go a long way towards ensuring their loyalty to Tesco. Loyalty is key to maintaining and expanding Tesco’s share in the retail market. If Tesco can give a customer superior service, then there are higher chances that that customer will keep shopping only at Tesco. But before Tesco can be first to meet their customer’s needs, they embark on a focused and in-depth study of their shoppers in order to anticipate what they require.#p#分页标题#e#
Tesco employs what they call the “Every Little Bit Helps” strategy to ensure that they know exactly what their shoppers and their employees want. Tesco has designed five core business purposes:
•Be a successful international retailer
•Grow the core UK business
•Be equally strong in the food and non-food sectors
•Develop competitive retailing services
•Put the community at the core of all business activities.
The “Every Little Bit Helps” strategy is Tesco’s way of translating these core objectives into actual strategies to help the company achieve its organizational goals. Without the concurrence of both strategy and purpose to guide a corporate organization, especially a global one like Tesco, there will be little chance for the company to have a clear direction of where it wants to go and how to go there. The core strategy and core purposes of Tesco are a way for the company to articulate what it wants to achieve within a given timeframe, as well as crafting the necessary steps to accomplish the goals that it had set for itself. As for Tesco, the company is imbued with the lesson that no organization will progress without considering the needs of its customers and its employees, so their approach is always to seek what is best for both in order to make the company number one.
参考文献—References
Paauwe, Jaap and Boselie Paul, 2002. Challenging (Strategic) Human Resource Management Theory: Integration of resource-based approaches and new institutionalism.
乐购是全球零售行业的领导者之一，公司于1920年代末在英国成立，现今已成为世界上最有强大和成功的超市。
乐购的核心战略的基础是吸引客户和维持与顾客的合作关系，且这些客户将成为终身合作者。公司坚信企业的成功取决于他们满足客户需求的能力—即是为他们工作的人员也是来购物的人。乐购公司这双管齐下的方法没有错过任何机会，不仅提高自己的服务和产品，与员工之间的人际关系也能维持好。
这反映了企业之间对当下情况的看法，即在企业组织内一个公司的人力资本不仅仅是因为一种因素而产生的—他们实际上是公司的骨干，他们使企业战略有效地执行。Paauwe和Boselie(2002)指出，这种类型的人力资源管理的出现带来了人力资本现在被视为一个竞争优势的来源这一事实。
乐购的核心策略和VMO策略—Tesco’s core strategies and VMO
Tesco is one of the leaders in the global retailing industry. The company started in the United Kingdom in the late 1920s and has since grown to be one of the most robust and successful supermarket companies in the world today.
Tesco’s core strategy is founded on their desire to attract and maintain customers who will become their lifetime partners. The company espouses the belief that their corporate success is dependent on their ability to meet the demands of people—both the people who work for them and the people who shop with them. Tesco’s two-pronged approach misses out on no opportunity to improve not only their service and products, but also their international relationship with their staff.
This is reflective of the current thinking among corporate organizations today that a company’s human capital is more than just another factor of production—they are in fact the backbone of a company and they make it possible for the corporate strategies to be carried out effectively. Paauwe and Boselie (2002) point out that the emergence of such a breed of HR management has been brought about by the fact that human capital is now seen as a source of competitive advantage.
As for Tesco’s commitment to their customers, the company is firmly rooted in the belief that going the extra mile to satisfy their shoppers’ needs and requirements will go a long way towards ensuring their loyalty to Tesco. Loyalty is key to maintaining and expanding Tesco’s share in the retail market. If Tesco can give a customer superior service, then there are higher chances that that customer will keep shopping only at Tesco. But before Tesco can be first to meet their customer’s needs, they embark on a focused and in-depth study of their shoppers in order to anticipate what they require.#p#分页标题#e#
Tesco employs what they call the “Every Little Bit Helps” strategy to ensure that they know exactly what their shoppers and their employees want. Tesco has designed five core business purposes:
•Be a successful international retailer
•Grow the core UK business
•Be equally strong in the food and non-food sectors
•Develop competitive retailing services
•Put the community at the core of all business activities.
The “Every Little Bit Helps” strategy is Tesco’s way of translating these core objectives into actual strategies to help the company achieve its organizational goals. Without the concurrence of both strategy and purpose to guide a corporate organization, especially a global one like Tesco, there will be little chance for the company to have a clear direction of where it wants to go and how to go there. The core strategy and core purposes of Tesco are a way for the company to articulate what it wants to achieve within a given timeframe, as well as crafting the necessary steps to accomplish the goals that it had set for itself. As for Tesco, the company is imbued with the lesson that no organization will progress without considering the needs of its customers and its employees, so their approach is always to seek what is best for both in order to make the company number one.
参考文献—References
Paauwe, Jaap and Boselie Paul, 2002. Challenging (Strategic) Human Resource Management Theory: Integration of resource-based approaches and new institutionalism.
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