Business Essay代寫案例：Tesco Ethical Issues

Business Essay代寫案例-樂購道德問題。本文是一篇由本站代寫服務(wù)提供的paper寫作案例范文，主要內(nèi)容是，講述作為道德貿(mào)易倡議(ETI)的創(chuàng)始成員，樂購使用ETI基本準則，其中包括自由選擇就業(yè)，尊重結(jié)社自由和集體談判權(quán)，工作條件安全和衛(wèi)生，不得使用童工，支付生活工資，工作時間不過量，不實行歧視，提供正規(guī)就業(yè)，不允許苛刻或不人道的待遇。更重要的是，他們成功地為他們的農(nóng)民實現(xiàn)了公平貿(mào)易的承諾。有不同類型的信息系統(tǒng)的倫理問題，以創(chuàng)建的理解信息系統(tǒng)的倫理問題。本篇Business essay指出Tesco擁有大約472000名員工，他們掌握著大量的個人和財務(wù)信息。樂購遵循1998年的數(shù)據(jù)保護法，并堅定地承諾將這些信息保密，不應(yīng)出售給其他第三方。以下就是這篇Business essay代寫案例的具體內(nèi)容，供參考。

Tesco is a leading superstore chain in UK and also the third largest retailer in the world headquartered in Cheshunt, UK. Tesco established itself as the 3rd largest retailer in the world after Wal-Mart and Carrefour. By the middle of 2010 Tesco has 4811 stores world wide and 472000 employees and made ￡62.5 bn group sales. Tesco perform their business with a motto of “Every Little Helps”.

特易購是英國領(lǐng)先的連鎖超市，也是全球第三大零售商，總部位于英國Cheshunt。特易購成為繼沃爾瑪和家樂福之后的世界第三大零售商。截至2010年年中，樂購在全球擁有4811家門店和472000名員工，集團銷售額達到625億英鎊。樂購的座右銘是“點滴幫助”。

Chapter 1：第1章

Background Analysis:背景分析:

Tesco was founded by Jack Cohen. Jack Cohen served with the Royal Air Force during the First World War. Once he returned form war at 1919, he invested 30 pound to buy surplus food stockpiles and opened a little stall in east London. On his first day he had ￡4 turnover and ￡1 profit. Jack Cohen started selling his firs own brand product in 1924 and that was Tesco Tea. The name Tesco came from the initials of TE Stockwell who was a partner in the firm of tea suppliers and CO from Jack’s last name. In 1929 Jack Cohen opened his first Tesco store in Burnt Oak, Edgware, and North London and in 1932 Tesco Stores Limited became a private limited company. Two years later Jack Cohen bought a plot of land at Angel road, Edmonton North London to build a new headquarters and warehouse which was the first modern food warehouse in the country and introduced new ideas for central stock control. Later on to ensure fresh vegetables for his trade he bought three acres of land with greenhouses and 9 acres of field in Cheshun and Hertfordshire for growing cucumber, tomatoes and fruit trees. In 1947 Tesco Stores Ltd floats on the Stock Exchange with a share price of 25p. The first Tesco self service supermarket was opened in 1956 in a converted cinema in Maldon.

樂購是由杰克·科恩創(chuàng)立的。杰克·科恩在第一次世界大戰(zhàn)期間在皇家空軍服役。1919年從戰(zhàn)場回來后，他投資30英鎊購買了剩余的糧食儲備，并在倫敦東部開了一個小攤。第一天，他的營業(yè)額為4英鎊，利潤為1英鎊。1924年，杰克·科恩開始銷售他的第一個自有品牌產(chǎn)品，那就是樂購茶。特易購這個名字來自于特·斯托克韋爾的首字母，他是一家茶葉供應(yīng)商公司的合伙人，也是杰克的姓。1929年，杰克·科恩在burn Oak、Edgware和北倫敦開設(shè)了他的第一家特易購商店。1932年，特易購商店有限公司成為一家私人有限公司。兩年后，杰克·科恩在倫敦北部埃德蒙頓的天使路買了一塊地，建造了一個新的總部和倉庫，這是該國第一個現(xiàn)代食品倉庫，并引入了中央庫存控制的新思想。后來，為了保證他的生意有新鮮的蔬菜，他在柴順和赫特福德郡買了3英畝帶溫室的土地和9英畝的田地，用于種植黃瓜、西紅柿和果樹。1947年，樂購商店有限公司在證券交易所上市，股價為25便士。1956年，第一家樂購自助超市在馬爾登的一家電影院里開業(yè)。

Lines of Business: 業(yè)務(wù)范圍

Tesco is a superstore giant who sells almost every necessary things for our day to day life. It is mentioned in Tesco website that some of the Tesco stores stock up around 40000 product lines to meet the expectation of the customer. Below I have mentioned some of the common product line in Tesco I found in Tesco website:

Groceries: Grocery section includes hundreds of cooking product along with health and beauty including red and white wines.

Electrical Goods: PC, PC accessories, Speakers, Camera, MP3 players, DVD players, photo printing, audio accessories, projectors, Television, radio, mobile phones & accessorizes etc.

Home and electrical: Washing machine, steam generator iron, heating, kitchen appliances, kettles, toaster, coffee machines etc.

Furniture & kitchen: Sofas, armchairs, beds, mattresses, kid’s furniture, bathroom accessories.

Clothing & Jeweler: Jeweler, watches, diamonds, rings, clothing.

Garden: Garden sheds furniture, garden storages, green houses, BBQ & dining, lighting & heating, pressure washers.

Baby & Toddler: Bay toys, bathing, changing & nappies, car seats, maternity, carriers & accessories.

Banking & Insurance: Car and home insurance, loans, credit cards, mortgages, gas & electricity etc.

特易購是一家大型超市，出售我們?nèi)粘Ｉ钪袔缀跛斜匦璧臇|西。在Tesco的網(wǎng)站上提到，為了滿足顧客的期望，Tesco的一些商店庫存了大約40000條產(chǎn)品線。以下是我在Tesco網(wǎng)站上找到的一些Tesco常見的產(chǎn)品線:

雜貨:雜貨部分包括數(shù)百種烹飪產(chǎn)品以及健康和美容產(chǎn)品，包括紅葡萄酒和白葡萄酒。

電子產(chǎn)品:個人電腦及電腦配件、揚聲器、相機、MP3播放器、DVD播放器、照片打印、音響配件、投影儀、電視、收音機、手機及配件等。

家用電器:洗衣機、蒸汽發(fā)生器、熨斗、暖氣、廚房電器、水壺、烤面包機、咖啡機等。

家具和廚房:沙發(fā)，扶手椅，床，床墊，兒童家具，浴室配件。

采購產(chǎn)品服裝和珠寶商:珠寶商，手表，鉆石，戒指，衣服。

花園:花園棚家具，花園倉庫，溫室，燒烤和餐飲，照明和供暖，壓力清洗機。

嬰兒和幼兒:海灣玩具，沐浴，換尿布，汽車座椅，產(chǎn)婦，載體和配件。

銀行和保險:汽車和家庭保險，貸款，信用卡，抵押貸款，燃氣和電力等。

Chapter 2: 第二章 Business strategy: 商業(yè)策略

Tesco has a well-established and consistent strategy for growth, which has allowed Tesco to strengthen their core UK business and drive expansion into new markets. Tesco has continued to make good progress with their strategy, which has five elements, reflecting their four established areas of focus, and also Tesco’s long-term commitments on community and environment.

The objectives of strategy are: 戰(zhàn)略的目標是

To be a successful international retailer

To grow the core UK business

To be as strong in non-food as in food

To develop retailing services – such as Tesco Personal Finance, Telecoms and Tesco.com

To put community at the heart of what we do

To be a successful international retailer

Tesco’s International Strategy: 樂購的國際戰(zhàn)略

The full emergence of international retailing is not something that will happen overnight – it requires a long term approach.

特易購有一個完善和一致的增長戰(zhàn)略，這使得特易購能夠加強其在英國的核心業(yè)務(wù)，并推動向新市場的擴張。Tesco的戰(zhàn)略有五個要素，反映了他們四個既定的重點領(lǐng)域，以及Tesco對社區(qū)和環(huán)境的長期承諾，一直在取得良好進展。

成為一個成功的國際零售商

發(fā)展核心的英國業(yè)務(wù)

在非食物中和在食物中一樣強壯。

發(fā)展零售服務(wù)，如樂購個人理財、電信和樂購網(wǎng)站

把社區(qū)放在我們工作的中心。

要成為一個成功的國際零售商

國際零售業(yè)的全面崛起不是一朝一夕的事情——它需要一個長期的方法。

With more than ten years of experience overseas, Tesco has evolved a strategy based on six elements:

Be flexible – each market is unique and requires a different approach

Act local – local customers, supply chains and regulations require a tailored offer delivered by local staff.

Maintain focus – Tesco understand that customers want great service, great choice and great value.  To become established as the leading local brand is a long term effort.

Use multi-formats

Develop capability – it’s not about scale, it’s about skill – so we make sure we have capability through people, processes and systems.

Build brands

To grow the core UK business:

Tesco’s approximately 70% group sales & profits come from UK business where Tesco has got 2,200 stores and 285, 00 employees.

Sales of non food which is a key part of Tesco’s strategy contribute to the overall UK growth.

Store Formats: Tesco has four different store formats

Express -up to 3,000 sq ft

Metro- approximately 7000-15,00 sq ft

Superstore- approximately 20,000-50,000sq ft

Extra- approximately 60,000 sq ft and above..

To be as strong in non-food as in food: 強壯在非食物中和在食物中一樣強壯

Tesco’s aim is to be as strong in non-food as in food which means providing customers same great quality, range, price and service as they do in their food business.

Ranges and value: All the Tesco stores including small express sell some non-food item where as the extra’s and homeplus offer a great variety of choice of non food item such as BBQ and garden furniture’s.

Clothing: Tesco clothing brings fashion at a fantastic price.  About one in seven Tesco customers have bought from clothing collections.

To develop retailing services – such as Tesco Personal Finance, Telecoms and Tesco.com:

Tesco is concerned about their growing number of different types of customer and their needs, therefore Tesco offer to their customer more than one way to shop.

Tesco Personal Finance (TPF)

Tesco.com

Tesco Telecoms.

To put community at the heart of what we do: 發(fā)展英國核心業(yè)務(wù)

The Community Plan in each country is based around Tesco’s community promises – actively supporting local communities;  buying and selling products;  caring for the environment;  giving customer’s healthy choices and good jobs for local people – and reflects the needs of the local communities.

憑借十多年的海外經(jīng)驗，樂購已經(jīng)發(fā)展出一套基于六個要素的戰(zhàn)略:

Be flexible -每個市場都是獨特的，需要不同的方法

Act local -當?shù)乜蛻?、供?yīng)鏈和法規(guī)要求當?shù)貑T工提供量身定制的服務(wù)。

Maintain focus -樂購明白顧客想要優(yōu)質(zhì)的服務(wù)，優(yōu)質(zhì)的選擇和卓越的價值。成為領(lǐng)先的本土品牌是一個長期的努力。

multi-formats

Develop capability——這不是關(guān)于規(guī)模，而是關(guān)于技能——所以我們確保我們通過人員、流程和系統(tǒng)擁有能力。

Build brands

Tesco集團約70%的銷售和利潤來自英國業(yè)務(wù)，Tesco在英國擁有2,200家門店和28.5萬名員工。

非食品銷售是樂購戰(zhàn)略的關(guān)鍵部分，有助于英國整體增長。

店鋪模式:Tesco有四種不同的店鋪模式

快遞面積達3000平方英尺

Metro-約7000- 15000平方英尺

超級商店-大約20,000-50,000平方英尺

額外-約60,000平方英尺及以上。

樂購的目標是在非食品領(lǐng)域和食品領(lǐng)域一樣強大，這意味著為顧客提供與食品業(yè)務(wù)相同的質(zhì)量、范圍、價格和服務(wù)。

范圍和價值:包括小快遞在內(nèi)的所有Tesco商店都出售一些非食品商品，而extra 's和homeplus提供各種各樣的非食品商品，如燒烤和花園家具。

服裝:樂購服裝以極好的價格帶來時尚。大約七分之一的樂購顧客從服裝收藏中購買過東西。

發(fā)展零售服務(wù)，如樂購個人理財、電信和樂購網(wǎng)站;

Tesco關(guān)注的是他們越來越多的不同類型的顧客和他們的需求，因此Tesco為他們的顧客提供了不止一種購物方式。

樂購個人理財(TPF)

Tesco.com

樂購電信。

把社區(qū)放在我們工作的中心:

每個國家的社區(qū)計劃都是基于樂購的社區(qū)承諾——積極支持當?shù)厣鐓^(qū);買賣產(chǎn)品;愛護環(huán)境;為顧客提供健康的選擇，為當?shù)厝颂峁┝己玫墓ぷ鳎⒎从沉水數(shù)厣鐓^(qū)的需求。

Chapter 3: 第三章

Mission Statement/Statement of Values: 使命宣言/價值觀宣言

Mission statement is a unique purpose that sets a company apart from other companies and identifies the scope of its operation.  It describes about the business, customer, and value of the customer and where the company wants to be.  Tesco’s mission statement describes below

“Our core purpose is? to create value for customers to earn their lifetime loyalty.”

使命宣言是一個獨特的目的，它將公司與其他公司區(qū)分開來，并確定其運營范圍。它描述了業(yè)務(wù)、客戶、客戶的價值以及公司的目標。樂購的使命宣言如下

“我們的核心目標is?是為客戶創(chuàng)造價值，贏得他們的終身忠誠?！?/p>

This statement describes that Tesco emphasize more on customer satisfaction. It clearly categories their motivation towards excellent customer service and offer great value to the customers so they can rely on Tesco. It also describes that Tesco’s success depends on the people who work with them and shop with them. If customers like the offer, they will more likely to come back and if employees finds it rewarding they can motivate themselves for that extra mile to help customer. Which is expressed as two following values:

No one tries harder for customers.

Treat people as we like to be treated.

Environmental analysis：環(huán)境分析

Environmental analysis is the assessment of the possible effects of the external forces on which the organization survival and growth depends. The environment analysis can be divided in to two sections, one is Remote Environmental Factor on which the organization or company doesn’t have any control and another is Industrial Environment Factor on which the organization has got some control. Remote Environmental Factor includes political, economic, social, technological and ecological factors which can influence Tesco’s business as described below.

這句話描述了Tesco更強調(diào)顧客滿意度。它清楚地將他們的動機分類為優(yōu)秀的客戶服務(wù)，并為客戶提供巨大的價值，這樣他們就可以依賴Tesco。它還描述了樂購的成功取決于與他們一起工作和購物的人。如果顧客喜歡這個提議，他們就更有可能回來，如果員工覺得這是值得的，他們就會激勵自己多做一些事情來幫助顧客。表示為以下兩個值:

沒有人更努力地爭取客戶。

我們希望別人怎樣對待我們，我們就怎樣對待別人。

環(huán)境分析是對組織賴以生存和成長的外部力量可能產(chǎn)生的影響的評價。環(huán)境分析可以分為兩個部分，一個是遠程環(huán)境因素，組織或公司沒有任何控制，另一個是工業(yè)環(huán)境因素，組織有一些控制。遠程環(huán)境因素包括政治，經(jīng)濟，社會，技術(shù)和生態(tài)因素，可以影響Tesco的業(yè)務(wù)如下所述。

Political issues: 政治問題

Taxation policy – The business of any company effects directly by this policy. If the government increases VAT, ultimately price of almost every product of Tesco would go up.

Exports imports policy – if government changes any export import rules, it might affect Tesco’s business

Government stabilities – Tesco should carefully inspect the political stability of any country before they plan to expand to. Changes in government can cause to changes in taxation and legislation.

稅收政策——任何公司的業(yè)務(wù)都直接受到這項政策的影響。如果政府提高增值稅，最終樂購幾乎所有產(chǎn)品的價格都會上漲。

進出口政策——如果政府改變?nèi)魏芜M出口規(guī)則，可能會影響特易購的業(yè)務(wù)

政府穩(wěn)定性——樂購在計劃擴張到任何國家之前，都應(yīng)該仔細考察該國的政治穩(wěn)定性。政府的變化會引起稅收和立法的變化。

Economic Issues: 經(jīng)濟問題

Petroleum price- Tesco has 4811 branches world wide. Tesco have to deliver products from store to store quite often and the delivery cost much more depends on petroleum price. So increase of the petroleum cost will affect their business.

Currency exchange rate- Currency exchange rate would affect their export and import business.

Economic Growth – If economic growth gets low their sells will fall down, customer would prefer to save money instead of spending money on buying.

Social Issues: 社會問題

Social religious belief- Tesco should respect local social and religious beliefs and their needs in order to control market.

石油價格——樂購在全球有4811家分店。特易購必須經(jīng)常從一家商店到另一家商店送貨，送貨成本取決于石油價格。因此，石油成本的增加將影響他們的業(yè)務(wù)。

貨幣匯率——貨幣匯率會影響他們的進出口業(yè)務(wù)。

經(jīng)濟增長——如果經(jīng)濟增長放緩，他們的銷售額就會下降，消費者更愿意存錢而不是花錢買東西。

社會宗教信仰-樂購應(yīng)該尊重當?shù)氐纳鐣妥诮绦叛龊退麄兊男枨?，以控制市場?/p>

Attitude to work – Tesco has to find area where local population have high attitude to work. So the recruitment process will be easy and also staff turnover will be low.

Technological Issues: 技術(shù)問題

High-speed data communication Internet- For the business like Tesco it is very essential to have high speed data communication for making the regular sales report keep updated with the product price from a central work place.

New materials and processes- Newly added self service machines in many of the store has reduced the waiting time for the customer in the queue.

工作態(tài)度-樂購必須找到當?shù)鼐用窆ぷ鲬B(tài)度高的地區(qū)。所以招聘過程會很容易，員工流動率也會很低。

高速數(shù)據(jù)通信互聯(lián)網(wǎng)-對于像Tesco這樣的企業(yè)來說，擁有高速數(shù)據(jù)通信是非常必要的，這樣可以使定期的銷售報告與產(chǎn)品價格保持同步更新。

新材料和新工藝——許多商店新增的自助服務(wù)機器減少了顧客排隊等待的時間。

Ecological issues: 生態(tài)問題

Factor caused by weather or climates- Factor caused by weather or climates effects business a lot. It can forecast about their sales and order requirements.

Chapter 4: 第四章

Strategic model: 戰(zhàn)略模式

Michael Porter describes a business strategy category scheme where there are three general types for achievement and maintenance of its competitive advantage. The three types are

Market Segmentation

Differentiation

Cost leadership

Cost leadership more focused on having lowest price compare to other organization in the market while still achieving high return on investment.

A differentiation strategy is mainly focused on producing product which is preserved through out its industry as unique.

Another strategy is Market segmentation which is more focused on different type of product for different market.

From the mentioned three strategic levels I would recommend Tesco to take cost leadership strategy model. Cost leadership is more focused on having lowest price with the target of making high return on investment (ROI). The main goal of cost leadership is to produce less expensive but same quality a product which is already exists in the market. This strategy is generally related with large-scale businesses which offer “standard” products with moderately little changed but completely acceptable to the most of the customers. As Tesco is a big company and one of the market leaders in retail business so they have to face such challenges to bit their budget. Tesco is not the only company who is involved with retail business but they have got strong competitor. For competing with them and make more profit they have plan for proper strategy based on market research. After the current recession in the world most of the peoples buying capability is decreased. So in this time if any company offer quality product but in cheap rate then the maximum customer would go for that company. Which just will not make Tesco beneficial but also bring customer satisfaction. This will encourage customer to spend more as well. For example if some other company sell coca cola multi pack can in ￡2.95 where Tesco sells it in half price, then most of the customer would go for Tesco as they are getting it cheaper but same quality. Here it seems Tesco is making less money but strategy will show that they are actually making more profit as majority of the people would go for cheap price and that little profit would make higher revenue.

Michael Porter描述了一種商業(yè)戰(zhàn)略分類方案，其中有三種實現(xiàn)和維持競爭優(yōu)勢的一般類型。這三種類型是

市場細分

分化

成本領(lǐng)先

成本領(lǐng)先更側(cè)重于與市場上的其他組織相比擁有最低的價格，同時仍然獲得高投資回報。

差異化戰(zhàn)略主要集中在生產(chǎn)產(chǎn)品，這是保存整個行業(yè)作為獨特的。

另一種策略是市場細分，它更側(cè)重于針對不同市場的不同類型的產(chǎn)品。

從上述三個戰(zhàn)略層面來看，我建議Tesco采取成本領(lǐng)先戰(zhàn)略模式。成本領(lǐng)先更側(cè)重于以獲得高投資回報率為目標的最低價格。成本領(lǐng)先的主要目標是生產(chǎn)出市場上已經(jīng)存在的價格更低但質(zhì)量相同的產(chǎn)品。這種策略通常與提供“標準”產(chǎn)品的大型企業(yè)有關(guān)，這些產(chǎn)品幾乎沒有變化，但大多數(shù)客戶完全可以接受。由于特易購是一家大公司，也是零售行業(yè)的市場領(lǐng)導(dǎo)者之一，所以他們不得不面對這樣的挑戰(zhàn)來削減預(yù)算。樂購不是唯一一家從事零售業(yè)務(wù)的公司，但他們有強大的競爭對手。為了與他們競爭并獲得更多的利潤，他們在市場研究的基礎(chǔ)上制定了適當?shù)膽?zhàn)略計劃。在當前的世界經(jīng)濟衰退之后，大多數(shù)人的購買力下降了。所以在這個時候，如果任何公司提供高質(zhì)量的產(chǎn)品，但價格便宜，那么最大的客戶會選擇這家公司。這不會使Tesco受益，但也會帶來顧客滿意度。這也會鼓勵顧客花更多的錢。例如，如果其他公司以2.95英鎊的價格出售可口可樂多包裝罐，而特易購以半價出售，那么大多數(shù)顧客會選擇特易購，因為他們可以買到更便宜但質(zhì)量相同的產(chǎn)品。在這里，樂購似乎賺的錢少了，但戰(zhàn)略將表明，他們實際上賺了更多的利潤，因為大多數(shù)人會選擇便宜的價格，而微薄的利潤會帶來更高的收入。

從這篇Business essay作者的發(fā)現(xiàn)來看，作為道德貿(mào)易倡議(ETI)的創(chuàng)始成員，樂購使用ETI基本準則，其中包括自由選擇就業(yè)，尊重結(jié)社自由和集體談判權(quán)，工作條件安全和衛(wèi)生，不得使用童工，支付生活工資，工作時間不過量，不實行歧視，提供正規(guī)就業(yè)，不允許苛刻或不人道的待遇。更重要的是，他們成功地為他們的農(nóng)民實現(xiàn)了公平貿(mào)易的承諾。有不同類型的信息系統(tǒng)的倫理問題，以創(chuàng)建的理解信息系統(tǒng)的倫理問題。Tesco擁有大約472000名員工，他們掌握著大量的個人和財務(wù)信息。樂購遵循1998年的數(shù)據(jù)保護法，并堅定地承諾將這些信息保密，不應(yīng)出售給其他第三方。本站提供各國business essay范文，business essay代寫以及business essay輔導(dǎo)，如有需要可咨詢本平臺。