Advice TESCO on the changes or improvements which ought to be done as to theretailing related sector in order to overcome the pandemic situation as faced by theworld now strategically beside their current practice in the industryAnswer should not be less than 600 words. Thank you for your afford. Tesco: International Strategic Business UnitsJack Cohen founded Tesco Pkc (TSCO.L) in 1919. After expanding into every available market in the United Kingdom, includingdeveloping new store formats for small areas (Tesco Metro) and a superstore format (Tesco Extra), new product lines such aselectronics and home goods, and an environmentally-aware range of foods, the company began to expand internationally. The firstexpansion was in 1995, when Tesco opened a store in Hungary. Poland, the Czech Republic, Slovakia, Northern Ireland, theRepublic of Ireland, Taiwan, Thailand, and South Korea followed this initial expansion in the 1990s. Today. Tesco serves a total oftwelve international markets, plus all areas of the United Kingdom.Tesco has chosen to pursue a strategic business unit (SBU) across all of its business areas in order to maximize the degree ofcompetitiveness within the individual market areas. Tesco operates using four strategic business units Core UK, which handlesUnited Kingdom grocery operations, International, which handles international holdings, Non-Food, which handles sales ofelectronics, home goods and other non-food items sold in Tesco Extra and other stores, and Retailing Services, which managesfinancial services, the Tesco.com web site, and Tesco Telecoms services.A focus on the International strategic business unit, currently the focus of a lot of business development and change, providesinsight into the company use of the SBU as a whole. The stated strategy of Tesco's International SBU includes eements offlexibility, local operations including customers, cultures, supply chains and regulations, focus on a few countries, multi-formatofferings in order to meet the needs of the local market, capability in people, processes and systems, and brand-building to createlasting customer relationships.All aspects of the store's marketing and design were custom-tailored to the market region in which they were opening. The name,Fresh and Easy, was intended to take advantage of Californian culture and values. Their product offerings within the store, with astrong emphasis on fresh fruits and vegetables, natural and organic foods, were intended to not only appeal to the tas tes of thelocal culture but also to fill a gap in the current supermarket offerings within the region. The locations, which are primarily urban,small footprint locations in city centers and underserved neighborhoods, are intended to not only take advantage of the chance toenter an underserved market but also to fit the market needs of the surrounding areas and to integrate seamlessy into theneighborhoods.These alterations to the core product (a small supermarket along the lines of a Tesco Express) have allowed for a successful entryinto the Californian market, as Tesco have adapted to the looal culture rather than attempting to import an unaltered product intoan area. Tesco's successful adaptation of their business practices to the new market has spurred reaction from their competitors,who almost immediately began improving their own fresh foods offerings and acquiring space for their own small footpr nt, in-cityformat stores in order to compete.The strategic business unit organisational structure provides Tesco with flexibility to expand its operations in many differentdirections, it can expand its electronics line in the Non-Food SBU without disturbing the policies, practices or resources cevoted tothe International or Core UK SBUS,'which allows it a large degree of flexibility and customisation capability within the organisation.It aso alows the company to be successful internationally, as it can choose its market entry strategy to account for the needs ofthe new market, rather than simply mimicking9 the existing competitors or using the home country marketing. branding andbusiness operation techniques. Tesco has been exceptionally successful at international business development, as is tihe marketleader in five of its twele international market areas. In order for business development to continue to be successful, it must be sustained. Currently, Tesco has a number of businessdevelopnient areas in which it could focus. The growth of the non-food business unit holds great promise, as it could takeadvantage of the growing demand for these products. However, this business unit's effectiveness may be compromised by currenteconomik: conditions. Sales of non-food products are largely driven by consumer confidence ratings, which are currently at a low.This means that the sale of large durable goods and luxury items, in particular, may be considerably depressed as consumers trynot to make unnecessary purchases due to economic anxieties. Thus, continued development in the non-food strategic businessunit may be counterproductive until the economic outlook improves. Before undergoing any further development in this area, acareful risk assessment should be undertaken.Source: https:/Resto-business-strategy-brainscentral.comQuestion 1Based on the article above, Tesco choose to pursue SBU structure across all its business areas for maximising the degree ofcompetit veness. Advise Teśco based on your opinion on the success of TESCO upon pursuing the selected sturucture as themain too! to overcome competitors.

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In retailing, goods or services are straightly sold to the end-users. Retailing usually takes place…