87-The Flexibility of a Great Retailer
Many people in the United States have heard little of Tesco, but it is a great retailer. In fact, it is the fourth largest retailer in the world, following Wal-Mart, Carrefour and Home Depot.
Tesco has about 30% of the total grocery sales in the U.K. There it operates with several different formats and price points. It has been very successful, both in the U.K. and in the several other countries in which it has operated.
In late 2007, the company opened its first U.S. stores, called Fresh & Easy. There are now 114 of these stores spread out through California, Arizona and Nevada. The Fresh & Easy format calls for small stores of about 10,000 square feet, focused on food, with an “Every Day Low Price” pricing scheme where prices were 10 to 25% below those at regular grocery stores.
The economy immediately presented Tesco with big problems. The Western U.S. has been hard hit by the recession. Customers have grown accustomed to “Every Day Low Prices.” As a result, while Fresh & Easy generates more sales per square foot than the industry average, the company has not been able to open as many stores as it had hoped.
The company has responded quickly and creatively. Since customers began to take “Every Day Low Prices” for granted, the company began emphasizing extra low prices on individual items. They promoted low-priced special items, using radio commercials. As an example, the company offered $9.99 Valentines Day bouquets through radio commercials. The company also began emphasizing its Buxted brands in its stores. In the meat aisle, these private label products are trimmed less well than the standard Fresh & Easy products and cost as much as 40% less.
These pricing moves are impressive. Most low-end competitors, such as Fresh & Easy in the U.S. market, could not afford to emphasize even lower priced products and expensive mass media advertising. (See the Perspective, “Turmoil Below: Confronting Low-End Competition” on StrategyStreet.com.) Few, if any, low-end retailers would do this, but Tesco did.
The company also has made changes in the look of its stores. The company repainted the walls in pastels and added a warmer color to the concrete floors after customers reported that they thought the stores were too sterile. Remember, most of these stores are less than a year old. The maintenance schedule did not call for a new paint job. But the customer did.
I am not sure whether the current Tesco concept will succeed. It is likely, however, that Tesco will find a format that works well in the United States. Their moves to date demonstrate that they are a flexible and creative company, determined to succeed.
Tesco is the biggest retailer in the UK. It has a strong international presence with more than 6500 worldwide stores. It’s Fresh & Easy concept failed in the United States. It opened its first store in November 2007 and by the end of the year had 150 stores open across California. By 2009 the US concept reported a loss of $200 million and those losses continued. In April 2013 the company withdrew from the US market at a cost of $2 billion.
What were some of the problems? The stores were small and designed for people who want to shop daily but the average US consumer shops much less frequently. Customers also complained about the stores having too many self-checkout kiosks. The original plan was to focus on ready meals which people would pick up at the Fresh & Easy store. Americans tend to order takeout and buy ready-made meals less frequently. While the company planned to focus on middle-class shoppers, many of the stores were opened in poorer areas. Their food focused more on British tastes than American.
The US market apparently did not need another Price Leader (Stripper) offering. Tesco was also probably discouraged from entering the Standard Leader market when facing tough competition from the likes of Kroger. This was an example of a very successful Standard Leader competitor in the UK entering the US market as a Stripper competitor and failing. It is likely that Tesco offered too many shopping benefits for its “everyday low prices”. See HERE for more perspective on this problem.
Marks & Spencer’s and Sainsbury’s entrants also failed in the United States.
HOW CAN THESE BLOGS HELP ME?
If you face a competitive marketplace, read these blogs. We wrote them to help you make better decisions on segments, products, prices and costs based on the experience of companies in over 85 competitive industries. Much of the world suffered a severe recession from 2008 to 2011. During that time, we wrote more than 270 blogs using publicly available information and our Strategystreet system to project what would happen in various companies and industries who were living in those hostile environments. In 2022, we updated each of these blogs to describe what later took place. You can use these updated blogs to see how the Strategystreet system works and how it can lead you to better decisions.