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摘要:作为世界第二大零售商TESCO已经建立了自己作为一个标志性的跨国零售企业的声誉。......

1.0.TESCO Company Overview公司概览

 

乐购成立于1919年,TESCO正式在被烧的橡木,在1929年米德尔塞开设了第一家成功的杂货店早。到1990年,TESCO将自身定位为英国领先的零售商,有业务进入市场的其他领域,从一个简单的杂货店的多元化状态,以卖书籍,衣服,互联网服务,金融服务,汽油和跨国零售商即使是在线市场领域(的创新领袖2007)。此外,TESCO是众所周知的创新以及他们痴迷于维持价格低,质量与他们的著名口号“每个小帮助”,在那里他们专注于创新四个重点工程点连贯; “尝试新事物;不自满;正准备改变;并且被确定没有其它业务将实现更多的客户。“(创新领袖2007)

As the 2nd largest retailer in the world, TESCO has built a reputation for itself as an iconic multinational retail business. Founded in 1919, TESCO officially opened its first successful grocery store back in the 1929 at Burnt Oak, Middlesex. By 1990, TESCO has positioned itself as a leading retailer in UK that had a diversified state of operations into other segments of the market, from a simple grocery store to a multinational retailer that sells books, clothes, internet services to financial services, petrol and even an online market segment (Innovative Leaders 2007). Furthermore, TESCO is well known for innovation as well as their obsession to maintaining a low price and quality that works coherently with their well-known slogan ‘Every Little Helps’, where they focus on four focal points on innovation; ‘trying new things; not being complacent; being prepared to change; and being determined that no other business will achieve more for customers.’(Innovation Leaders 2007)

 

然而,随着全球市场提供了用于生长无限潜力; TESCO的野心是让自己超越的界限,设定其视线与东南亚和东欧市场的出现,国际扩张;在英国的巨大成功,TESCO设法进入全球市场,全球已拥有超过6,784商店在12个国家(乐购2014年)。他们的成功在很大程度上依赖于纳入其业务发展的做法,这TESCO明确列出核心优先事项是嵌入到整个全球范围内他们的商店(乐购2014年),他们所有的业务实践的关键必需品的企业文化,虽然他们一般都是用无数成功世界各地的专卖店,他们也不能幸免于失败。However, as the global market provides limitless potential for growth; TESCO’s ambition was to push beyond the boundaries, setting its sight for international expansion with the emergence of the South-East Asia and Eastern Europe market;with its phenomenal success in the UK, TESCO managed to enter the global market, spanning over 6,784 stores worldwide across 12 countries (TESCO PLC 2014). Their success relies heavily on the corporate culture incorporated into their business development practice, which TESCO clearly outlined core priorities that are key necessities embedded into all their business practices across their stores globally (TESCO PLC 2014), although they are generally successful with a myriad of stores across the world, they are not immune to failure. 

 

In 2011-2012, TESCO was forced to pay £40 million in order toterminate its operations in Japan as they failed to penetrate the market after an eight-year failure from 2003; this is primarily due to the complexity of intercultural differences, in which TESCO stated that it was due to ‘high trade costs and customers’ demands were difficult to meet’ (Wolfestone 2012). Furthermore, during their conquest to build an international empire; TESCO neglected the importance of understanding the targeted market as they failed to compete with local convenience stores with their TESCO Express Format (Telegraph 2012). TESCO was not alone in its fiasco, as there were also other major competitors such as Carrefour from France as well as Walmart from the US; the failure of these multinational retailers has shed some light on the significant cultural differences which drive the difficult economy in Japanbut also as outlines the importance of intercultural exchange that also serves as the driving force to global success.


2.0.The complications of Intercultural Management – Japan vs. UK跨文化管理的并发症:日本与英国

 

When East and West culture collides, it is inevitable that there would be intercultural conflict among the clash (Morrison 2006). TESCO’s organizational structure is adopted by utilizing Maslow’s hierarchy of needs which analyses individual needs of employees as shown in Figure 1, whereas Japanese organizations stresses the importance of altruism with a mindset towards a more group-orientated and company centered structure where individualism is defined by the social group rather than the individual (Kwintessential 2013). Furthermore, TESCO relies on the innovation of its products and employee growth in a unique way that makes them stand out amongst competitors; although it worked in South Korea, Thailand and other international branches, it was proven to be difficult in the Japanese market given its current difficult economy and vast cultural differences that centers greatly around company growth as a whole rather than individualism.

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