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Journal articles on the topic 'Tesco'

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Published: 4 June 2021
Last updated: 25 April 2022

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1

Larkin, Fiona. "[Tesco Opera]." Circa, no. 111 (2005): 41. http://dx.doi.org/10.2307/25564266.

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2

Porter, Alan. "‘Tesco’ NHS." Journal of the Royal Society of Medicine 107, no. 1 (January 2014): 6. http://dx.doi.org/10.1177/0141076813512247.

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3

Wilkinson, Mary P. "The Tesco Roundabout." Books Ireland, no. 236 (2000): 373. http://dx.doi.org/10.2307/20632238.

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4

Lacourarie, Chantal, Ian Millman, and Marie-Annick Mattioli. "ROTHKO or TESCO." Recherche et pratiques pédagogiques en langues de spécialité - Cahiers de l APLIUT, Vol. XXVIII N° 3 (October 15, 2009): 93–101. http://dx.doi.org/10.4000/apliut.151.

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5

Parker, AJ. "Tesco leaves Ireland." Retail and Distribution Management 14, no. 3 (March 1986): 16–20. http://dx.doi.org/10.1108/eb018304.

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6

Rennack, Sebastian. "Tesco wird persönlich." Lebensmittel Zeitung 73, no. 46 (2021): 2. http://dx.doi.org/10.51202/0947-7527-2021-46-002-1.

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7

Hammett, Steve, and Ken McMeikan. "Tesco – Competitive Management Development." Executive Development 7, no. 6 (December 1994): 4–6. http://dx.doi.org/10.1108/09533239410071841.

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8

Dawson, Mike. "Covid verhagelt Tesco-Gewinne." Lebensmittel Zeitung 73, no. 20 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-20-010-2.

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9

Dawson, Mike. "Tesco-Aktionäre machen Druck." Lebensmittel Zeitung 73, no. 9 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-9-010-1.

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10

Ali, Samina, and Sunday C. Eze. "Key Success Factors Influencing Students’ Trust On Tesco Grocery Services." International Journal of Small Business and Entrepreneurship Research 2, no. 4 (April 7, 2014): 87–106. http://dx.doi.org/10.37745/ejsber.vol2.no4.p87-106.2014.

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This purpose of this paper is to explore the key success factors influencing students trust on Tesco grocery services. Using survey approach, the study adopted, simple random sampling in selecting a total of 70 students of the University of Bedfordshire who shop at Tesco. The analysis shows that organisations feel that customer trust gradually turns into customer loyalty. The findings revealed that a number of factors shapes students trust in Tesco grocery services mainly convenience, price and the quality of products and services
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11

Higgins, Matthew, and Warren Smith. ""Babies Cost Less at Tesco"." Journal of Marketing Management 18, no. 9-10 (November 2002): 833–56. http://dx.doi.org/10.1362/0267257012930439.

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12

Dawson, Mike. "Tesco kämpft online um Rendite." Lebensmittel Zeitung 73, no. 15 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-15-010-3.

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Welwyn Garden City. Die Online-Umsätze des britischen LEH-Marktführers Tesco sind während der Covid-Krise stark angestiegen. Der E-Food-Bereich ist nach Expertenschätzungen zwar defizitär, macht aber entscheidende Fortschritte in Richtung Profitabilität.
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13

Dawson, Mike. "Tesco gibt Convenience-Supermärkte auf." Lebensmittel Zeitung 73, no. 21 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-21-010.

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14

Rode, Jörg. "Tesco öffnet zweiten kassenlosen Store." Lebensmittel Zeitung 73, no. 27 (2021): 41. http://dx.doi.org/10.51202/0947-7527-2021-27-041-2.

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15

Rennack, Sebastian. "Tesco weicht Aldi-Preisgarantie auf." Lebensmittel Zeitung 73, no. 30 (2021): 8. http://dx.doi.org/10.51202/0947-7527-2021-30-008.

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16

Dawson, Mike. "Tesco und Carrefour beenden Allianz." Lebensmittel Zeitung 73, no. 23 (2021): 4. http://dx.doi.org/10.51202/0947-7527-2021-23-004-2.

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17

Rennack, Sebastian. "Netto integriert letzte Tesco-Filiale." Lebensmittel Zeitung 74, no. 12 (2022): 8. http://dx.doi.org/10.51202/0947-7527-2022-12-008.

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18

Stanfield, James. "WHY NOT TESCO SCHOOLS, SIR TERRY?" Economic Affairs 30, no. 1 (March 2010): 105. http://dx.doi.org/10.1111/j.1468-0270.2009.01987.x.

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19

Stevens, Ronald. "The arrival of the Tesco Times." British Journalism Review 4, no. 4 (December 1993): 27–30. http://dx.doi.org/10.1177/095647489300400407.

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20

Goodman, Geoffrey. "Book Reviews: Tesco-man in Farnham." British Journalism Review 5, no. 3 (September 1994): 66–68. http://dx.doi.org/10.1177/095647489400500315.

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21

Rennack, Sebastian, and Manfred Stockburger. "Tesco holt auf dem Heimatmarkt auf." Lebensmittel Zeitung 73, no. 46 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-46-010.

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22

Craig, V. "Quality management: a retailer's view." BSAP Occasional Publication 17 (January 1993): 7–8. http://dx.doi.org/10.1017/s0263967x0000121x.

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AbstractIt is only in the past few years that most retailers have taken specific interest in the actual production or growing of basic products such as meat and other produce. The food scares of the late 1980s including BSE in cattle, pesticides in produce and the control of Salmonella in chickens and eggs has emphasized the need for both retailers and manufacturers to control and monitor these building blocks of the food chain. Tesco ensures that manufacturers meet all criteria necessary to produce consistent high quality safe legal food by ensuring that they adhere to the criteria set down in the Tesco Quality Management Manual.The manual emphasizes the need for training in both hygiene and competency in the work place, the control of raw materials and the use of HACCP as the cornerstone of producing safe foods. It requires the use of internal audits by the manufacturer to show that this system works. In addition, Tesco approves all new suppliers, issues codes of good manufacturing practice, and product specification and monitors adherence to the quality management system by the use of audits at a level dependent on the product and the supplier's past performance.However, quality management cannot be seen simply as involving only the manufacturer. Tesco have incorporated the HACCP concept into both our distribution and retail systems. In excess of 25 000 staff have been through an examinable basic food hygiene course and all staff are provided with a wide range of documentation to ensure total understanding of their important rôle in the food chain. Again for both distribution and retail, auditing programmes have been organized.The consumer can and does play an important and crucial rôle in maintaining product quality and safety. Tesco aims to assist this by both accurate and informative packaging and a wide range of leaflets at communication centres.
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23

Woohyoung, Kim, Hyun Kim, and Jinsoo Hwang. "Transnational Corporation’s Failure in China: Focus on Tesco." Sustainability 12, no. 17 (September 2, 2020): 7170. http://dx.doi.org/10.3390/su12177170.

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Many of the foreign companies operating in China have claimed that they have failed and are constantly deciding on a strategic withdrawal from the Chinese market. We intend to conduct an empirical analysis of Chinese consumers in order to determine the cause of Tesco’s management failure in China. The survey was conducted on those in their 20s or older who had experience shopping at both Tesco and RT-Mart. As a result, a total of 650 copies were distributed to obtain an effective sample of 607 copies, which was used for the analysis. This paper conducted a comparative analysis on Chinese consumers who visited both Tesco and its rival company RT-Mart in China. We found through comparative analysis that Tesco was destined to fail in many areas. It was estimated that RT-Mart was more satisfactory in all factors, including product, location, brand recognition, and employee service.
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24

Anchor, John R., and Terezie Kour˘ilová. "Consumer perceptions of own brands: international differences." Journal of Consumer Marketing 26, no. 6 (September 11, 2009): 437–49. http://dx.doi.org/10.1108/07363760910988256.

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PurposeThe purpose of this paper is to show how relatively little is known about the consumer perceptions of own brands in the newly emerging markets of central and eastern Europe. The paper attempts to fill a gap in knowledge by investigating various aspects of consumer perceptions of Tesco own brands in the Czech Republic.Design/methodology/approachThe key data for this research were collected by structured questionnaires from Tesco supermarket customers in the Czech Republic and the UK. Non‐probability quota sampling was used and the sample was stratified according to gender, age and income.FindingsThe results of the research indicate that the general view of Tesco own brands is slightly less positive among Czech than among British customers. However, significant differences emerge when these are examined in terms of income. Increases in income lead to a decrease in the favourability with which own brands are viewed in the Czech Republic – the opposite to the position in the UK. The age of consumers was also found to be significant, although there is no linear trend. No strong correlation was found to exist between gender and any of the characteristics under investigation.Research limitations/implicationsThe sample was limited in size (n=100 in each country). In‐depth interviewing would be necessary to assess consumer attitudes further.Practical implicationsThe results of the research may help Tesco in relation to its general expansion in central and eastern Europe and its brand building in particular.Originality/valueThe originality of the paper relates to its study of consumer behaviour in one of the emerging markets of central and eastern Europe.
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25

Clement, Matt. "Rage against the market: Bristol’s Tesco riot." Race & Class 53, no. 3 (December 15, 2011): 81–90. http://dx.doi.org/10.1177/0306396811425987.

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26

Kim, Woohyoung, and Alan George Hallsworth. "Tesco in Korea: Regulation and Retail Change." Tijdschrift voor economische en sociale geografie 107, no. 3 (March 5, 2015): 270–81. http://dx.doi.org/10.1111/tesg.12145.

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27

East, Robert, and Annik Hogg. "The anatomy of conquest: Tesco versus Sainsbury." Journal of Brand Management 5, no. 1 (September 1997): 53–60. http://dx.doi.org/10.1057/bm.1997.29.

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28

Rennack, Sebastian. "Lidl stößt Tesco in Ungarn vom Siegerpodest." Lebensmittel Zeitung 73, no. 23 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-23-010-1.

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29

Rode, Jörg. "Tesco wird Teil von E-Auto-Konsortium." Lebensmittel Zeitung 73, no. 32 (2021): 33. http://dx.doi.org/10.51202/0947-7527-2021-32-033-1.

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30

Rode, Jörg, and Maurizio Giuri. "Tesco öffnet ersten kassenlosen Store für Verbraucher." Lebensmittel Zeitung 73, no. 42 (2021): 37. http://dx.doi.org/10.51202/0947-7527-2021-42-037-1.

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Tesco hat in London seinen ersten kassenlosen Hightech-Markt für Kunden geöffnet. Dank Kameras, Gewichtssensoren und Computer-Vision-Software erkennt die Technik jeden vom Kunden ergriffenen Artikel und bucht den Bonbetrag vom Konto ab.
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31

Kukreja, Gagan, and Sanjay Gupta. "Tesco Accounting Misstatements: Myopic Ideologies Overshadowing Larger Organisational Interests." SDMIMD Journal of Management 7, no. 1 (March 1, 2016): 9. http://dx.doi.org/10.18311/sdmimd/2016/8410.

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This case study explores what went wrong in Tesco that resulted in the fraud of accounting misstatements of the magnitude of £263 million, why the fraud remained undetected over a number of years, which resulted in catastrophic consequences for both Tesco and its stakeholders. Furthermore, it highlights the lessons learnt from this debacle in Tesco, with focus on enterprise risk management, change management, corporate governance, materiality of transactions from accounting perspective, auditors' independence, sound accounting practices, internal controls and, employees' incentives policies. Finally, while the ultimate price of these scandals is paid by the society at large - particularly stockholders who put their hard earned savings in these institutions just on the basis of their trust on them - and while such scandals are often attributed to gaps in internal controls and auditors' negligence, this study concludes that, whatever controls are put in place or whatever accounting and reporting standards are set, if the people who are the part of system themselves decide to bypass the control systems, it is next to impossible to prevent such fraudulent activities. This case study has been prepared for educational purposes based on public available sources such as newspapers, magazines, websites and other referred articles.
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32

Rennack, Sebastian. "Tesco wappnet sich gegen den Vormarsch deutscher Discounter." Lebensmittel Zeitung 74, no. 5 (2022): 10. http://dx.doi.org/10.51202/0947-7527-2022-5-010-2.

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33

Rennack, Sebastian. "Netto in Polen ernennt neuen Landeschef." Lebensmittel Zeitung 73, no. 42 (2021): 6. http://dx.doi.org/10.51202/0947-7527-2021-42-006-2.

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34

Rennack, Sebastian. "Tesco rutscht in Ungarn in die Verlustzone ab." Lebensmittel Zeitung 73, no. 32 (2021): 10. http://dx.doi.org/10.51202/0947-7527-2021-32-010-2.

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35

Rennack, Sebastian. "Makro setzt in Polen auf Online-Handel." Lebensmittel Zeitung 73, no. 27 (2021): 8. http://dx.doi.org/10.51202/0947-7527-2021-27-008.

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36

Tipples, Rupert. "Cottesbrook's New Zealand Sauvignon Blanc wine to Tesco." British Food Journal 110, no. 4/5 (April 18, 2008): 444–59. http://dx.doi.org/10.1108/00070700810868951.

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37

Boynton, Petra M. "Selling health the Tesco way—every little helps?" BMJ 335, no. 7623 (October 11, 2007): 778. http://dx.doi.org/10.1136/bmj.39360.707002.59.

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38

Palmer, Mark. "Retail multinational learning: a case study of Tesco." International Journal of Retail & Distribution Management 33, no. 1 (January 2005): 23–48. http://dx.doi.org/10.1108/09590550510577110.

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39

Lowe, Michelle, and Neil Wrigley. "Innovation in retail internationalisation: Tesco in the USA." International Review of Retail, Distribution and Consumer Research 19, no. 4 (September 2009): 331–47. http://dx.doi.org/10.1080/09593960903331337.

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40

Stone, Merlin. "Scoring Points: How Tesco is Winning Customer Loyalty." Journal of Database Marketing & Customer Strategy Management 11, no. 2 (December 2003): 185–87. http://dx.doi.org/10.1057/palgrave.dbm.3240219.

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41

Samantara, Rabinarayan, and Nidhi Sharma. "Talent Management at Tesco HSC—A Case Study." Management and Labour Studies 39, no. 4 (November 2014): 477–85. http://dx.doi.org/10.1177/0258042x15578020.

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Leadership development is a key aspect of talent management programmes and processes in organizations. In a competitive business environment, organizations seek cost-efficient ways to develop talent and are continually looking for identifying leadership qualities that will help them focus energy on the right people. This article explores the diversity of opinion on leadership ability and how emotional maturity is intrinsic to leadership ability. An empirical study involving 100 respondents at various levels of management was conducted at Tesco Hindustan Service Center, Bangalore. Respondents were asked to provide their value judgements on different aspects of emotional intelligence and leadership ability which was followed through with statistical analysis. The study supports the findings of the review of literature and corroborates the correlation between emotional maturity and leadership ability. The study also validates that the organization’s talent management practices are delivering on their intended purpose as the management pool surveyed exhibits most of the traits related to emotional intelligence and leadership ability.
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42

Sangwa, Sixbert. "Corporate Strategic Financial Analysis: Tesco and Benedict Co." International Journal of Management Research and Economics 1, no. 4 (May 10, 2021): 61. http://dx.doi.org/10.51483/ijmre.1.4.2021.61-71.

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43

Liberadzki, Marcin, Piotr Jaworski, and Kamil Liberadzki. "Spread Analysis of the Sustainability-Linked Bonds Tied to an Issuer’s Greenhouse Gases Emissions Reduction Target." Energies 14, no. 23 (November 25, 2021): 7918. http://dx.doi.org/10.3390/en14237918.

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Sustainability-Linked Bonds (SLBs) are a new type of general corporate purpose bond in which payments are tied to an issuer’s sustainability key performance indicators (KPIs) with respect to the environmental, social, and governance (ESG) criteria. The structure is complementary to green bonds. The Tesco SLBs are linked to the firm’s ability to cut its greenhouse gas emissions by 60%. The priority is to reduce its reliance on nonrenewable grid electricity, which contributed 65% of Tesco’s global carbon emissions footprint. Tesco accounts for 1% of electricity demand in the UK. Failure to meet the goals will result in a coupon step-up by 25 basis points on the last three coupons. The aim of our study is to investigate the presence of, how we call it ‘ESG spread’, marked by negative yield difference between SLB and regular bonds. It is something similar to ‘greenium’, that is, a premium paid by bondholders for green bonds when compared to nongreen bonds. We compare the bid and ask yields of SLBs with the interpolated yields, calculated for the yields of Tesco and Carrefour notes. Then, we look into the SLB yields in coupon step-up scenario to answer the question if the issuer’s failure to keep up with KPIs results in changing of ESG spread from negative to positive.
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44

Klug, Denise. "Lidl auf Expansionskurs." Lebensmittel Zeitung 73, no. 34 (2021): 31–32. http://dx.doi.org/10.51202/0947-7527-2021-34-031-4.

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Die Prognosen der Analystengruppe Edge by Ascential versprechen für die Schwarz-Gruppe, Rewe, Edeka und Aldi ein rosiges Geschäftsjahr 2021. Tesco erhofft sich derweil vom E-Commerce neuen Auftrieb. Eine Analyse der fünf größten Handelsunternehmen Europas.
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45

Singh, Padmalini, Ranjith PV, Nuramalin Fathihah, Daisy Mui Hung Kee, Nuralina Nuralina, Nurdiyanah Nurdiyanah, and Nursyahirah Nursyahirah. "Service Quality Dimension and Customers' Satisfaction: An Empirical Study of Tesco Hypermarket in Malaysia." International Journal of Applied Business and International Management 6, no. 3 (December 20, 2021): 102–14. http://dx.doi.org/10.32535/ijabim.v6i3.1333.

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With the rapid growth of the hypermarket industry in Malaysia, it is hard to investigate customers' preferences towards a particular hypermarket. Increasing competition is shrinking the customer base further. Tesco Hypermarket has been one of the leading hypermarkets in Malaysia for years. This study investigates the customers' satisfaction towards the service quality dimension of the Tesco Hypermarket in Malaysia. In this study, the service quality of tangibles, reliability, responsiveness, assurance, and empathy are employed. The process of evaluating service quality was performed quantitatively, with a total of 300 customers participating in our questionnaire. A SERVQUAL questionnaire has been structured to measure the impact of service quality dimensions on customer satisfaction. The study’s findings suggest that all the gap scores are negative, explaining that the expectation of customer satisfaction regarding the hypermarket is higher than their perception.
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46

Kukreja, Gagan, and Sanjay Gupta. "Tesco Accounting Misstatements: Myopic Ideologies Overshadowing Larger Organisational Interests." SDMIMD Journal of Management 7, no. 1 (March 1, 2016): 9. http://dx.doi.org/10.15533/sdm/2016/v7i1/90217.

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47

Karen. "NHS market gets me a job down at Tesco." Nursing Standard 8, no. 4 (October 13, 1993): 41–42. http://dx.doi.org/10.7748/ns.8.4.41.s44.

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48

Suh, Yong-Gu, and Elizabeth Howard. "Restructuring retailing in Korea: the case of Samsung-Tesco." Asia Pacific Business Review 15, no. 1 (January 2009): 29–40. http://dx.doi.org/10.1080/13602380802399312.

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49

Turner, Jason J., and Karen Wilson. "Grocery loyalty: Tesco Clubcard and its impact on loyalty." British Food Journal 108, no. 11 (December 2006): 958–64. http://dx.doi.org/10.1108/00070700610709995.

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50

Plimmer, Geoff. "Scoring points: How Tesco continues to win customer loyalty." Journal of Revenue and Pricing Management 9, no. 4 (May 21, 2010): 377–78. http://dx.doi.org/10.1057/rpm.2010.17.

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