Tesco and Globalization

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Tesco & Globalization Table of Contents TOC o "1-3" h z u HYPERLINK l "_Toc325129042" 1.0 Introduction PAGEREF _Toc325129042 h 4 HYPERLINK l "_Toc325129043" 2.0 Application PAGEREF _Toc325129043 h 6 HYPERLINK l "_Toc325129044" 3.0 The Challenge of Globalization to Tesco PAGEREF _Toc325129044 h 11 HYPERLINK l "_Toc325129045" 4.0 Recommendation PAGEREF _Toc325129045 h 12 HYPERLINK l "_Toc325129046" 5.0 Conclusion PAGEREF _Toc325129046 h 13 HYPERLINK l "_Toc325129047" 6.0 References and Bibliography PAGEREF _Toc325129047 h 13 HYPERLINK l "_Toc325129048" Appendices PAGEREF _Toc325129048 h 17 Introduction Tesco PLC has created a highly scalable profitable business model for capitalizing on the potential to deliver unique shopping experiences in nations globally while also ensuring high performance of their own supply chain. Inherent in this ability to intermediate between the unique requirements of the nations and regions they choose to compete in relative to keeping their supply chain performance at an optimal level is inherent in their reliance on several strategic governance and planning frameworks (Gripsrud, Benito, 2005). Beginning with Tesco's ability to interpret and respond to cultural cues in the market then translate them into unique regional expansion strategies, the company shows insight into cultural dimensions that align to Hofstede's Cultural Dimensions Model (Hofstede, McCrae, 2004). Tesco has the unique ability to sense the needs and
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