樂購的核心策略和VMO策略—Tesco’s core strategies and VMO
 
樂購是全球零售行業(yè)的領(lǐng)導(dǎo)者之一，公司于1920年代末在英國成立，現(xiàn)今已成為世界上最有強(qiáng)大和成功的超市。
 
樂購的核心戰(zhàn)略的基礎(chǔ)是吸引客戶和維持與顧客的合作關(guān)系，且這些客戶將成為終身合作者。公司堅(jiān)信企業(yè)的成功取決于他們滿足客戶需求的能力—即是為他們工作的人員也是來購物的人。樂購公司這雙管齊下的方法沒有錯(cuò)過任何機(jī)會(huì)，不僅提高自己的服務(wù)和產(chǎn)品，與員工之間的人際關(guān)系也能維持好。
 
這反映了企業(yè)之間對(duì)當(dāng)下情況的看法，即在企業(yè)組織內(nèi)一個(gè)公司的人力資本不僅僅是因?yàn)橐环N因素而產(chǎn)生的—他們實(shí)際上是公司的骨干，他們使企業(yè)戰(zhàn)略有效地執(zhí)行。Paauwe和Boselie(2002)指出，這種類型的人力資源管理的出現(xiàn)帶來了人力資本現(xiàn)在被視為一個(gè)競爭優(yōu)勢(shì)的來源這一事實(shí)。
 
樂購的核心策略和VMO策略—Tesco’s core strategies and VMO
 
Tesco is one of the leaders in the global retailing industry. The company started in the United Kingdom in the late 1920s and has since grown to be one of the most robust and successful supermarket companies in the world today.
 
Tesco’s core strategy is founded on their desire to attract and maintain customers who will become their lifetime partners. The company espouses the belief that their corporate success is dependent on their ability to meet the demands of people—both the people who work for them and the people who shop with them. Tesco’s two-pronged approach misses out on no opportunity to improve not only their service and products, but also their international relationship with their staff.
 
This is reflective of the current thinking among corporate organizations today that a company’s human capital is more than just another factor of production—they are in fact the backbone of a company and they make it possible for the corporate strategies to be carried out effectively. Paauwe and Boselie (2002) point out that the emergence of such a breed of HR management has been brought about by the fact that human capital is now seen as a source of competitive advantage.
 
As for Tesco’s commitment to their customers, the company is firmly rooted in the belief that going the extra mile to satisfy their shoppers’ needs and requirements will go a long way towards ensuring their loyalty to Tesco. Loyalty is key to maintaining and expanding Tesco’s share in the retail market. If Tesco can give a customer superior service, then there are higher chances that that customer will keep shopping only at Tesco. But before Tesco can be first to meet their customer’s needs, they embark on a focused and in-depth study of their shoppers in order to anticipate what they require.#p#分頁標(biāo)題#e#
 
Tesco employs what they call the “Every Little Bit Helps” strategy to ensure that they know exactly what their shoppers and their employees want. Tesco has designed five core business purposes:
 
•Be a successful international retailer
•Grow the core UK business
•Be equally strong in the food and non-food sectors
•Develop competitive retailing services
•Put the community at the core of all business activities.
 
The “Every Little Bit Helps” strategy is Tesco’s way of translating these core objectives into actual strategies to help the company achieve its organizational goals. Without the concurrence of both strategy and purpose to guide a corporate organization, especially a global one like Tesco, there will be little chance for the company to have a clear direction of where it wants to go and how to go there. The core strategy and core purposes of Tesco are a way for the company to articulate what it wants to achieve within a given timeframe, as well as crafting the necessary steps to accomplish the goals that it had set for itself. As for Tesco, the company is imbued with the lesson that no organization will progress without considering the needs of its customers and its employees, so their approach is always to seek what is best for both in order to make the company number one.
 
參考文獻(xiàn)—References
 
Paauwe, Jaap and Boselie Paul, 2002. Challenging (Strategic) Human Resource Management Theory: Integration of resource-based approaches and new institutionalism.