留学essay范文 当前市场竞争及企业今后的发展潜力

前言—Introduction:

这一章首先讨论公司在同一行业中的竞争、国际商业环境和周围国际业务的关键问题。变动的BSGE见证了行业的增长。这个项目的主要目标之一是分析行业现状和规划未来产业。在这一章节，我们将对行业进行笼统的检查，通过回顾市场规模和范围来确定关键人物。为了做到这一点，公司必须有一个高学历和积极灵活的职员，管理者必须意识到这需要持续的学习，以适应常常在短短时间内不断变化的环境，能够定义可用的各种选项，取得进展和采取行动。

我们生活在一个新时代竞争的混乱过渡时期，，翻天覆地的变化和信息快速流动，使通信业务的复杂性加大，分布在全球范围。变化的速度如此之快，它看起来是不同类型的企业占据主导地位，标志着商业的全新时代。这个新环境也是更深远的描述技术进步和消费者适应这快节奏社会，随着电视广告的变化速度之快，消费者对产品的偏好也随之变化。(Pasternack & Viscio, 1998)

行业之间的竞争不再是采取的一种国际形式，竞争压力激励企业以最有效的方式做生意。企业高管为缓减压力，从顶级管理上降低成本、增加利润。哈默尔和普拉哈拉德认为，未来竞争不仅仅是获得第一，但要以最低的成本达到目的(哈默尔和普拉哈拉德,1994)。变化的速度和不同强度在行业与行业之间形成。为了增加效率公司必须建立核心竞争力，不断基准、积极外包生产，实现最佳实务。波特定义的策略是创建一个独特且有有价值的位置，一组与众不同的活动也包含在内。(波特,1996)

前言—Introduction:

The chapter starts off by discussing competing organisation in the same industry, the international business environment and the key issues surrounding international business. Moving on the BSGE the chapter looks into growth of industry. One of the main objectives of this projects is to analyse current situation in the industry and the future planning of the industry. In this chapter we will examine industry in general , by reviewing market size and scope , identifying key players. In order to do this, organisation have got to have a highly educated, motivated and flexible workforce. Managers must recogonize that is a continuing need to learn and a necessity to adapt to changing conditions often on short notice, with the ability to define the various options that are available and go head and take a chance-take action.

We are living in a chaotic transition period to a new age defined competition, rampant change, faster flow of information and communication increasing business complexity , and pervasive globalization. The pace of change so rapid that it look a different type of firms to be dominant and marked entirely new era of business. This new environment is also characterize by more far reaching technological advances, and a consumer who has adjusted to this quicker pace and whose fickle preferences are revised with the speed of a television commercial(Pasternack & Viscio, 1998).

The competition among the industries is not local anymore it has taken an international form. Competitive pressure encourage companies to do business in the most efficient way possible. Managers are under constant pressure from the top level management to cut costs and increase profits. Hamel and Prahalad argued that the competition is not just about getting to the future first, but getting there with lowest possible cost(Hamel and Prahalad,1994). The pace and intensity of change differs form industry to industry. Companies must establish core competencies, benchmark constantly and outsource aggressively in order to increase efficiencies and achieve best practice. Strategy as defined by porter is creation of a unique and valuable position involving a different set of activities(Porter,1996).

选择公司和比较同一行业的公司—Company chosen and Comparison Company in the same sector:

The two companies we have chosen to compare and contrast are Tesco Plc and Sainsbury’s Plc. Both these companies are frequently in the public aye and are some of the top UK companies at present.

选择你方公司的主要原因—Reason for choosing your main company:

We have chosen Tesco Plc to be our main company to focus on. Tesco will be compared against market rival Sainsbury’s to provide a foundation for future recommendation, to see where the company is heading and characteristics the company has which makes it the UK’s number one retailer.

此报告的目的—Aims and objectives of the report:

The aims and objectives of this report are to present in a logical and professional manners a portfolio of various financial ratios with analysis of both the companies profit and loss account and balance sheet. The reporter will attempt to show why there is such a huge difference between these two companies even thought they are very similar. The report will present our findings and recommendations. It will also contain other information regarding our group work such as mintues of meetings.

特易购公共有限公司的背景研究—Background Research on Tesco Plc:

Sir jack Cohen founded Tesco in 1942. He used his gratuity from his Army service in the First World War to start selling groceries in London’s East End markets in 1919. The brand name of Tesco first appeared on packets of tea in the 1920s. The name was based on the initials of T.E Stockwell, a partner in the firm of tea suppliers, and the first two letters of Cohen. The first Tesco store was opened in 1992 in Burnt oak, Edgware. In 1947 Tesco Stores (Holdings) Ltd was floated on the Stock Exchange , with a share price of 25p. The price at the beginning of February 2002 was around 2.42p.

By the early 1960s Tesco had become a familiar name. As well as groceries , the stores sold fresh food, clothing and household goods. Tesco stores were located in the high streets of many towns. The Tesco store, which opened in Leicester in 1961, had 16,500 square feet of selling space and went into the Guinness Book of Records as the largest store in Europe. By buying in bulk and keeping costs down, Tesco should have been able to sell at very competitive prices to its customers. Until 1964, however , suppliers were by law able to insists that retailers charged a set price for their products( the system known as Resale Price Maintainer), which meant that it was difficult to reduce prices. The intentions was to protect small shops against the lower prices that big retailers could offer their customers. Tesco introduce trading stamps so that it could brings lower prices to its customers. Customers collected stamps as they purchased their groceries and other items. When they had collected enough stamps to fill a book, they could exchange the book for cash or other gifts. Other retailers soon copied Tesco. Sir jack was one of the leaders in persuading Parliament to abolish Resale Price Maintenance in 1964. After this, Tesco continued to offer trading stamps until 1977. After from opening its own new stores, Tesco bought existing chains of stores. In 1960 it took over a chain 212 stores in the north of England and added another 144 stores in 1964 and 1965. In 1968 the Victor Value chain became part of the company. Tesco introduce the concepts of a superstore in 1967 when it opened a 90,000 square feet store in Westbury, Wilshire. The superstore was a new concept in retailing a very large unit on the outskirts of a town, designed to provide ease of access to customer coming by car or public transport. The term “superstore” was first used when Tesco opened its store in Crawley, West Sussex, in 1968. In one year in the late 1970s , the Tesco markets share increased from 7% to 12% and , in 1979, its annual turnover reached ￡1 billion for the first time. In 1987 it announced a ￡500 million program to build another 29 stores. By 1991, the popularity of Tesco petrol filling station at its superstores had made the company Britain’s biggest independent petrol retailer. In September 2002 Tesco launched its exclusive clothing brand “Cherokee” in many of its UK stores. The Cherokee brand along with Florence & fred and Tesco own brand clothing saw sales increase by 6 times the market rate.

Present day Tesco is thriving. The store has diverse range of goods both food and non food and new initiative such as loyalty cards. Its focus on organic food and healthier options has made it a popular place for the food conscious to shop.

塞恩斯伯里公共有限公司的背景研究—Background research on Sainsbury’s Plc:

John James and Mary Ann Sainsbury founded Sainsbury’s in 1869. They opened their first small dairy shop at 173 Dury Lane, London. Drury lane was one of London’s poorest areas and the Sainsbury’s shop quickly became popular for offering high-quality products at low prices. It was so successful that further branches were opened in other markets streets in Stepney, Islington and Kentish Town.

By 1882 John James Sainsbury had four shops and had plans to expand his business further. He opened a deposit in Kentish Town, north-west London , to supply this growing chain and on the same site, built bacon kilns that produced the first Sainsbury brand product. It was also in 1882 that John James opened his first branch in the prosperous suburb of Crydon. This shop sold a wide range of high-class provisions and was more elaborately decorated than the earlier shops. The interwar year, which brought depression and hardship for many , were a period of rapid expansion for Sainsbury’s. Sites were acquired in London’s expanding suburbs as well in new trading areas, including Luton, Cambridge and St Albans. The company expanded into the Midlands in 1963, with the acquisition of the Thorough good chain. By 1939 there were 244 Sainsbury’s shops, all of which received daily delivered of fresh foods from the Black friars headquarters. Refinements were made to the design of the shops and new products , particularly fresh meat and package own-brand groceries, were added to the range. By the 1920s a typical new Sainsbury’s branch had six departments , offering a much larger product range than its competitors. Each shop offered home delivery throughout the surrounding district, an important service in the days before most people had motors cars. 

Sainsbury’s entered its second century still wholly owned by its founding family. By the early 1970s, however it had reached a scale and stature that warranted public status. The company’s profile flotation in 1973 was at the time the largest ever floatation on the Stock Exchange, with a 45-fold oversubscripition for shares. Preference was given to small shareholders in the allocation of shares. In the decade to 1994 the choice of product offered by Sainsbury’s more than doubled. These continued to reflect the company’s historic strength in fresh foods exotic fruits ready meals speciality breads and reduced-fat milks were introduced in response to customers increasingly sophisticated tastes. Other innovative products reflected consumers wider social and environmental concerns. Sainsbury led the way in offering British supermarket to sell Fairtrade marked products. The new millennium has screen a shifts in customers requirements with organic food genetically modified ingredients, farming for biodiversity, healthier options and convenience foods all begin all being topical. We have respond to customer needs and are proud of the initiative we have in place. All Sainsbury’s own-brand products have been GM free since 1999 in April 2004 Sainsbury’s won the soil Association’s Organic Supermarket of the year for the third successive year and we have had a farming biodiversity action plans since 1997. sainsbury’s Bank opened in 1997 it now provides a range of affordable services including life and health cover personal loans , saving accounts travel insurance and ISAs. In 2003 Sainsbury’s Bank was named the Best Overall Provider in the Your Money Direct Awards.

特易购公司的策略—Tesco - Corporate strategy

Tesco's growth over the last two or three centuries has involved a revolution in its strategy and image. Its initial success was based on the "Pile it high, sell it cheap" approach of the founder Jack Cohen. The disadvantage of this was that the stores had a poor image with middle-class customers. In the late 1970s Tesco's brand image was so depressing that consultants advised the company to change the name of its stores. It did not accept thissuggestion, yet by early 2005 it was the largest retailer in the United Kingdom. Key reasons for this success include:

An "inclusive offer". This phrase is used by Tesco to describe its aspiration to appeal to upper, medium and low income customers in the same stores. By contrast ASDA's marketing strategy is focused heavily on value for money, which can weaken its appeal to upmarket customers even though it actually sells a wide range of upmarket products. During its long term power of the supermarket sector Sainsbury's retained an image as a high-priced middle class supermarket which considered itself to have such a wide lead on quality that it did not need to compete on price, and was indifferent to attracting lower-income customers into its stores. This strategy has been ignored since losing the no.1 spot to Tesco and particularly since the arrival of Justin King as CEO in 2004 who has established a new customer-focused plan closer to that of Tesco.

Sir Terry Leahy, chief executive since the mid 1990s, has taken the bold step of trying not to focus on the usual corporate mantra of "maximizing shareholder value". The company's mission statement reads, "Our core purpose is, 'To create value for customers to earn their lifetime loyalty'. The underlying aim is of course to make higher profits, but there is a clear focus on customer service at the top level of the company. It remains to be seen whether Tesco will be able to maintain this focus now that it is widely perceived as a great corporate success story and the leading company in the United Kingdom retail market or if it will give way to corporate superiority as sometimes happens to principal companies.

塞恩斯伯里公司和其商业策略—Sainsbury’s corporate & business strategy:

Sainsbury’s goal is to offer our customers great quality food at fair prices and, as a leading food retailer, they are committed to being ‘Best for food and health’. Their approach is to help and inspire customers to eat a healthy balanced diet by promoting healthy eating and active lifestyles.

Sainsbury’s aim to make our products as healthy as possible, without compromising on taste or quality. Their team of over 100 product developers and technologists work to gradually reduce levels of fat, saturated fat, sugar, salt and additives in our products wherever possible, while looking to increase nutrients and food groups typically lacking in the UK diet.

Being ‘Best for food and health’ is also about helping their customers live healthier lifestyles. They do this by offering great tasting, healthy food at affordable prices and exciting our customers to chef with confidence.

We believe that selling our products responsibly is about making sure that our customers have clear information about the products they buy and supporting our colleagues with training to prevent the under-age purchasing of alcohol.

Sourcing with integrity is central to their ability to deliver great product at fair prices. In practice it means working with our suppliers to ensure the sustainability of our products in the round, taking into consideration their economic, environmental and social impacts.

At sainsbury’s they take environmental issues seriously. They aim to be environmentally responsible in the way to run their business.