The success of the Tesco shows how far the branding and effective service delive ry can come

in moving beyond splashing one's logo on a billboard. It had fostere d powerful identities by making their retiling concept into a virus and spending it out into the culture via a variety of channels: cultural sponsorship, politi cal controversy, consumer experience and brand extensions. In a rapidly changing business environment with a high competitors' pressure Tes co have to adopt new expansion strategies or diversified the existing in order t o sustain its leading market position in an already established retailing market . The company must constantly adapt to the fast changing circumstances. Strategy formulation should therefore be regarded as a process of continuous learning, w hich includes learning about the goals, the effect of possible actions towards t hese goals and how to implement and execute these actions. The quality of a form ulated strategy and the speed of its implementation will therefore directly depe nd on the quality of Tesco's cognitive and behavioural learning processes. In large organizations as Tesco strategy should be analysed and implemented at v arious levels within the hierarchy. These different levels of strategy should be related and mutually supporting. Tesco's strategy at a corporate level defines the businesses in which Tesco will compete, in a way that focuses resources to c onvert distinctive competence into competitive advantage