Tesco·s ¶Steering Wheel·: A tool for strategic Value Creation and Business Transformation

n early 90¶s Tesco faced a stiff competition from various other retailers in the industry and thus its revenues showed a downfall. At that point Tesco could not differentiate itself from the other competitors. Later under the leadership of then CEO Ian Mac Laurin it went through an image makeover, and acquired other retailing outlets like William Low; with which it reached just up to the sustenance mark. Later Terry took over as the CEO of the Company and aimed to make the company value driven.

Tesco in early 70¶s had acquired a lot of other retailer companies but faced a problem of integrating them, more over Tesco stores were small and ill equipped. The company only focused on price where as the goods available at the stores were perceived to be of mediocre quality, but with rising income customers looked forward to expensive and luxury merchandise. Answering to this change Tesco closed some of its outlets to concentrate to give stores a better facility. It also started off the revamp of it¶s a product portfolio. It launched a price reduction campaigns so as to counter the threat from competitors. Also it centralized its distribution system and its own label for food products. Tesco developed its own brand labels targeted at different target sector. Tesco value for low income customers, Tesco brand for medium range products and Tesco finest for high end products. It also came up with special ranges like Tesco organics, Tesco whole foods and Tesco kids. The Tesco Way ³Tesco doesn¶t want one leader. We want thousands of leaders who take initiative to execute the strategy.´ This is the statement made by Sir Terry Leahy, CEO of Tesco.

and strategy. With the µcommunity¶ arc added recently. . and employee performance.´ a simple symbol and metaphor for a tool intended to drive performance and help employees navigate into the future. To make this goal a reality. a summary of its metrics within each of the four arcs. It gives the current data and becomes the ideal predictors which is important for predicting future trends and thus formulate strategies. values. Balanced scorecard or in Tesco¶s case the steering wheel provides the perfect base to the company for designing future strategies. Simpler for Staff and Cheaper for Operations. Tesco went through a process to clarify its mission. customer. Every store gets a monthly steering wheel update. in the early 1990s. Tesco supplements its steering wheel report with ³shopping lists´ that capture key elements of the strategy in simple forms that employees can follow in their everyday activities.Tesco came up with the concept of ³The Tesco Way´. The Tesco steering wheel has four 90 degree arcs. representing the four BSC areas of focus: financial. The steering wheel has helped the company stay focused on its strategy even as it experienced rapid growth over the past two decades. Tesco had principles like Better for Customers. operations. Tesco communicated its new strategy to its employees via a ³steering wheel. so that all employees in Tesco¶s multiple regions and formats get feedback on their performance. They aimed at improving its competitive position in the market by becoming more customer focused and concentrated on differentiating itself from other retailers through the services it provided.

It gives one the ability. and compliance issues) are embedded in the steering wheel through appropriate KPIs. The stores receiving adequate and right stock in right condition. the retailer¶s core purpose±to create value for customers to earn their lifetime loyalty±and long-term goals. We delivery constantly everydayRegular deliveries and no miss. It is arguable that by embedding its values in the steering wheel. So it is that in each Tesco store. red for unacceptable performance±which is updated. Tesco transformed its balanced scorecard from a management framework to a cohesive living strategy. and can change. Tesco¶s values and priorities (concerning customers. weekly. People An interesting job- y y y y y y Retention ( lowering of attrition) Absenteeism . The organization¶s core purpose ± ³to create value for our customers and to earn their lifetime loyalty´ ± has been delivered on a clear and simple strategy of long-term growth. Some ways of calculating these basic factors are: Operations We try to get it right the first timey y The difference between Predicted inventory and actual inventory. No excess stocks. yellow for borderline performance. Alongside each of the 15 directions and admonitions within the circle is a colored dot±green for acceptable performance. to measure the performance of that particular entity-and what aspects of that performance need to be improved. These values pervade operations and are instrumental in securing staff commitment to the steering wheel. its core purpose. business. The Tesco Steering Wheel evolves from. out of sight of the customers but in plain view of each staffer. the job. department and support facility is posted a corporate steering wheel. We always save time and moneyReduced wastage No repetition of steps in a process. It organizes and defines the four core elements of Tesco¶s business. through them. the Tesco thinking goes.It communicates strategy-aligned goals and manages strategic performance. staff. It monitors progress and measures success. The scorecard is for the store. those that together define the business. and is the route to fulfilling. If faithfully adhered to. and the individual. these elements will inevitably lead to the realization of the company¶s long-term goals and. simply by looking.

y . Percentage of employees trained. y y y y y Converts strategy into an effective governance mechanism. An opportunity to get onTraining levels achieved by the employees. Finance Maximization of profitsCalculating operating profit ratio.y Audit and surveys focusing on indirect questions to know the employee¶s interest levels. y Promotion from within ² then you have a deep understanding of strategy throughout the organization. (using a 4 or 6 point scale to avoid average marking). No. net profit ratio and return of capital employed and compare them with last year. return on total assets. Make them applicable to people¶s everyday work. Provides holistic and balanced view of the health and performance of the organization. Ensures alignment of all employees to the company¶s strategic vision. Benefits of the balanced scorecard used at Tesco: y y y y Add to the Balanced Scorecard¶s priority areas to reflect your organization¶s core aims and values. Increased transparency and better communication Simplify strategic aims by creating a visual summary and a shopping list of daily strategic todo¶s. of employees working loyally for how many years. Complain cells. Customers I can get what I want- y y y y y y Regular customer surveys. The prices are goodCompetitor analysis Customer feedback. Challenges: Co ordination across multiple functions. y Helps keep check on strategic aims against customer needs and preferences. Surprise checks.

y Some indicators are not measurable e. innovative quotient of the organization .g.

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