Summary
The aim of this paper is to show how supermarket loyalty card data from a panel of over 1.4 million shoppers can be used to analyse the effect of price promotions in a way which can bring significant advantages to retailers and manufacturers when making promotional decisions. The paper demonstrates the significant advantages that loyalty card data can bring to enhance our understanding of promotions, compared to traditional scanner and panel datasets. Regression analysis is used to compare the effects of different promotional mechanics upon different tiers of product across the fresh beef category in Tesco, using both scanner data and loyalty card data. The results show that using loyalty card data, which enables us to moderate for specific shopper characteristics, produces more statistically significant results and provides a more detailed picture of how promotions influence sales.

Summary
Sir Terry Leahy was the first marketing director ever on the board of Tesco and the first marketing person to be CEO. But now as an investor he assumes marketing is left to the accountants, and thinks that marketing should be informing the world of the important role it plays in commercial enterprise. He urges marketers to take advantage of crises and use it as a time to shake things up. Suggestions to do this includes finding the truth of the organisation's image, think big, take risks and invest in teaching trainees.

Summary
British supermarket giant Tesco generates reams of data about its customers and spends millions of pounds every year on market research. Yet according to Maria Sealey, head of insights at Tesco, the company didn't really know the market in a more human way and so in 2011, it has been getting to know them, and adapting to what it's found. Speaking at the Shopper Insights in Action Conference in Prague, Sealey explained how Tesco has been conducting its research and has launched Tesco Families: an in-depth ongoing study of 12 families to represent different family groups. This has been expanded to an online community of 150 families.

Summary
This Company Profile from Euromonitor provides key details and analysis of Tesco Plc. Included is a strategic evaluation with key facts about the UK company, competitive positioning against comparative brands, and assessment of its position in the retail market. Brand opportunities and strategy are identified and recommendations for the future offered.

Summary
Tesco’s expansion into the US grocery market was never going to be easy - it couldn’t simply import a successful UK format and expect results. So P&W Design, working alongside Deutsch LA, were briefed to create a new brand. The result was Fresh & Easy. But rather than a monolithic identity, P&W set about developing a ‘visual glue’ to give the range coherence and flexibility. With 600 SKUs designed in less than seven months, the new range launched in California in 2006/07. Fresh & Easy continues to drive Tesco’s venture in the US, where its sales are up 58% year on year.

Summary
WARC Online's U.S. editor Geoffrey Precourt reports from The Market Research Event in Anaheim, Los Angeles, on the research program behind Tesco's creation of its fresh&easy chain of local grocery stores on the U.S. West Coast. Based on a presentation from fresh&easy CMO Simon Unwins, it describes how the giant retailer conducted ethnographic research among 60 families, found a gap in the market for quality produce at low prices, and built a secret store to test the fresh&easy proposition ("Whole Foods products at a Wal-Mart price").

Summary
This article discusses Tesco's plans to expand in the U.S. West Coast. It argues that many other companies, and especially retailers, have failed outside their home countries, and that the stakes in the venture are thus very high. Tesco, however, may well succeed where others have faltered, because its expansion has been carefully (and strategically) planned, the company's top talent has been employed in bringing the scheme to fruition, and store development has been carefully tested in secret, to deliver innovative and differentiating solutions to local customer needs, with a particular focus on cost, product quality, product range and convenience.

Summary
This 2006 campaign for Tesco aimed to encourage use of the Green Clubcard, and thus lead to a large reduction in the use of plastic carrier bags and boost to Tesco's 'green' reputation. Newspaper advertising and point-of-sale supported a PR campaign, which was then launched on TV. Not only was there a change in behaviour among customers, including re-use/recycling of plastic bags, but approval of Tesco also rose in line with the campaign.

Summary
In this article, Judie Lannon interviews Tim Mason about the development of fresh&easy, Tesco's supermarket venture in the American south west. Among other matters, they discuss the differences between U.S. and British shopping habits and retail availability, and how Tesco adapted its offering accordingly.

Summary
Describes how Tesco has achieved success in the clothing market, as the fastest growing clothing business in the UK. The Tesco philosophy is to buy for less and sell for less. This is achieved by a coherent, `joined-up’ strategy, including the sourcing, where Tesco deals directly with the suppliers at local level and assists with productive investment and training (illustrated), and also covering logistics, systems, marketing, the whole operation. Quality (at lower price) and consistency are key.