London Metropolitan University Faculty of Computing BSc (Hons) Computing

E-BUSINESS (CC3003) COURSEWORK

ID No: Last Name: First Name: Title: Academic Year: Lecturer:

11069922 TIMILSINA SANTOSH TESCO.COM CASE STUDY 2012 MR. MUKESH REGMI

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Contents
1. 2. 2.1 2.2 3. Management Summary...................................................................................................... - 1 Introduction ....................................................................................................................... - 2 Financial Performance ................................................................................................... - 3 Product and Services...................................................................................................... - 4 Situation Analysis.............................................................................................................. - 5 -

3.1. Present Situation Analysis ................................................................................................. - 5 3.1.1. 3.1.2. SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis ..................... - 5 PEST Analysis ........................................................................................................... - 7 -

3.2. Industry Analysis ............................................................................................................. - 10 4. 4.1 5. 6. E-Business Strategy ......................................................................................................... - 13 Customer Relationship Management ........................................................................... - 13 Legal and Ethical Issues .................................................................................................. - 15 Conclusion ........................................................................................................................... 16

Reference: ................................................................................................................................... 17 Appendix 1(Acronyms).18 Appendix 2 (Website evaluation)19

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1. Management Summary
Tesco is Leading Supermarket Chain and food retailer in UK and third in the World. It operates online retailing in UK, Czech Republic and South Korea and doing well. Tesco.coms online sales in 2010/11 was 2.4 billion which is a increase of 15% than of 2009. It has a customer base of 1.2 million shoppers and handles 350,000 grocery transactions every week with an average transaction size of 100. This report is basically focused on the E-Business Strategy of Tesco.com. A brief introduction to the company is presented along the financial performance of the company. SWOT analysis and PEST analysis is done to find out the current strategic position of the company. Further, Porters Five Forces Analysis is also presented in this report. In a changing business environment with a high competitors pressure Tesco have to adopt new expansion strategies or diversified the existing in order to sustain its leading market position in an already established retailing market.

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2. Introduction
Tesco (Tesco plc) is a UK based multinational grocery and general merchandise retailer. Its headquarter is located in Cheshunt, Broxbourne, Hertfordshire, England, United Kingdom. It is the third-largest retailer in the world after Wal-Mart and Carrefour. It operates its stores in 14 countries across Asia, Europe and North America. It is the leader of grocery market in the UK (30% of market share), Malaysia, the Republic of Ireland and Thailand.

Jack Cohen founded a group of market stalls in north London in 1919, which was named Tesco in 1924, after Cohen purchased a shipment of tea form T. E. Stockwell. In 1929 first Tesco store was opened in Burnt Oak, Middlesex. Since early 1990s Tesco also entered into the areas like retailing of books, clothing, electronics, furniture, petrol and software; and also financial services; telecoms and internet services; DVD rental; and music downloads.

Tesco operates a home shopping service through the Tesco.com website. Tesco has operated on the internet since 1994 and was the first retailer in the world to offer a robust home shopping service in 1996. Tesco.com was formally launched in 2000.There's Tesco Direct, a clothing website and Tesco services, like Tesco Bank and Tesco Telecoms. When Tesco.com arrived in 2000, it wasn't much more than a few computers in one little office. Today, there are almost 23,000 people behind Tesco.com - and turnover exceeds 2 billion. Tesco.coms online sales in 2010/11 was 2.4 billion which is a increase of 15% than of 2009. It has a customer base of 1.2 million shoppers and handles 350,000 grocery transactions every week with an average transaction size of 100.

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2.1 Financial Performance

In the year 2011 Tesco has done the sales of 67.6 billions which are plus 8.1% compared to the sales of 2010. And the net profit for the year was 3.7 billion. The table below shows the sales and the profit for Tesco from 1998:

52/53 week ended 26 February 2011 27 February 2010 28 February 2009 23 February 2008 24 February 2007 25 February 2006 26 February 2005 28 February 2004 22 February 2003 23 February 2002 24 February 2001 26 February 2000 27 February 1999 28 February 1998

Turnover(m) 67,573 62,537 54,300 47,298 46,600 38,300 33,974 30,814 26,337 23,653 20,988 18,796 17,158 16,452

Profit

before Net (m) 2671 2336 2166 2130 1899 1576 1366 1100 946 830 767 674 606 532

Profit earning per share (p) 33.10 31.66 28.92 26.95 22.36 19.70 17.44 15.05 13.54 12.05 11.29 10.07 9.14 8.12

tax (m) 3,535 3,176 3,128 2,803 2,653 2,210 1,962 1,600 1,361 1,201 1,054 933 842 760

Figure 2.1.1 Turnover and Profit Chart for Tesco plc

At the year end 2006 Tesco was the fourth largest retailer in the world behind Wal-Mart, Carrefour and Home Depot. Tesco moved ahead of Home Depot, during 2007, following the sales of Home Depots professional supply and also decline in the value of the U.S Dollar against British Pound, Tesco moved to the third position.

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As per April 2012 Tesco plc Annual Report, Tesco has 6351 store in total. The figure was 5380 in the year 2010. The table below show the total number employee, total area of stores in million, and no of stores from the year 2008 t0 2011:

Year 2011 2010 2009 2008

No of Employees 492,714 472,094 468,508 444,127

Area (m sq ft) 103.6 95.2 88.6 76.9

No stores 5,380 4,836 4,332 3,751

of

Figure 2.1.2. Total Employees and No of Stores of Tesco plc

2.2

Product and Services

The things we can buy from the Tescos online shop include the following:

Tesco Extra- Videos, Books, DVDs to rent, CDs, Gas and Electricity. Tesco Groceries- Cooking Ingredients, Fresh Fruit, Garden, Toiletries. Tesco Finance- Credit cards, Mortgages, Loans, Savings. Tesco Telecoms- Dial up internet access, Broadband, Tesco mobile value SIM, Tesco network, Mobile phones. mobile

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3. Situation Analysis
The macro and micro business environment of Tesco, one of the largest food and grocery retailers in the world, is done using the strategic evaluation tools such as PEST, Porters Five Forces, and SWOT analysis.

3.1. Present Situation Analysis 3.1.1. SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis
A strengths, weaknesses, opportunities and threats (SWOT) analysis is widely used techniques through which managers create a quick overview of a companys strategic situation. SWOT analysis of Tesco has been provided below. Strengths Market Presence: According to Kantar Worldpanel, Tesco's share of the UK grocery market in the 12 weeks to 18 March 2012 was 30.2%.

Market share Supermarket Mar-12 Tesco Asda Sainsbury's Morrisons The Co-operative Food 30.20% 17.90% 16.60% 12.30% 6.90%

+/- from

Mar-11 0.40%

0.60% 0.00% 0.00% 0.40%

Fig 3.1.1: UK Grocery Market share in 2012

Tesco's international business segment is growing steadily. If geographical spread continues to grow, this will ensure Tesco's continued regional strength.

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Brand value: The Company has a strong brand image, and is associated with good quality, trustworthy goods that represent excellent value. Tesco's innovative ways of improving the customer shopping experience, as well as its efforts to branch out into finance and insurance have also capitalized on this.

A strong financial performance has been shown by the company over the years, which underlines its strategic capabilities. The foremost strategy that has been adopted by the company is the product and services customization in accordance with the market demands.

Tesco has a proven customer retention strategy with the help of its loyalty scheme called Tesco Clubcard. This helps the company to sustain their Loyal Customer.

Weaknesses

Weak Inventory Turnover: Tesco has not been able to perform well over the last year as compared to its competitors. According to Mintel (2010), a number of products were recalled by Tesco in 2009 that has resulted in a financial loss as well as damage to its brand image. These included companys value lines, which have been marketed as high quality cheaper alternatives to key brands.

High Dependence on UK and Europe: The key operations of the company are concentrated within the UK retail sector, where it recorded around 75% of its revenue during the fiscal year 2011 (Tesco Annual Report, 2011). This lack of geographic diversification can be seen as a key weakness for the firm as it is subjected to systemic risks of the UK market.

Opportunities Global Expansion: The Company can expand its business in different country that will increase it revenue surely. A limited franchise agreement has been signed by Tesco with Trent, retailer of Tata group, which is one of the largest industrial corporations of India (Daily Mail, 2010).

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Growing Online shopping in the UK: Tesco.com online sales of groceries and household goods grew over 14 percent in the six weeks to 7 January 2012, and turnover exceeds 2 billion, which has provided an opportunity to the company to attract new customers and reduce the overall cost resulting in more profit.

Threats

Global Recession: The commencement of a global financial crisis has resulted in a contraction of the UKs economy. Tescos concentration in the UK market can therefore have a detrimental impact on its financial standings.

Intense Competition: There has been fierce competition in the UK grocery market. Tesco though has been leading this sector for 15 years (Mintel, 2010), but is now faced with intense competition from its competitors which are gaining in market share. These include the rest of the big four i.e., Asda, Sainsburys and Morrisons respectively.

3.1.2. PEST Analysis

Political Tesco now operates in six countries in Europe in addition to the UK; the Republic of Ireland, Hungary, Czech Republic, Slovakia, Turkey and Poland. It also operates in Asia: in South Korea, Thailand, Malaysia, Japan, Taiwan and China. Operating in a globalized environment with stores around the globe, Tesco's performance is highly influenced by the political and legislative conditions of these countries, including the European Union (EU).

Chinas accession to the WTO has promoted a free flow of foreign trades by removing all barriers encouraging Western companies, including Tesco, to make way into the worlds most profitable market encompassing over 1.3 billion people (Straits Times, 2010). In 2009 an agreement was signed by Tesco to set up a premeditated series of joint ventures for the development of shopping malls in China.

Promotion of free trading blocs by governments to benefit from globalisation has been presented in the literature (Lynch, 2003). Immersion of 10 further countries into the European Union (EU) took place in 2004 promoting trade between Western and Eastern

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European countries (BBC, 2009). This has provided Tesco with a platform to expand its retail network across the EU.

Economic

Economic factors are a matter of concern for Tesco since they impact directly on the buying behaviour of customers. Currently there is recession in the Europe. However, the positive aspect of recession is that the customers eat out less and eat more at home which provides opportunities for grocery retailers like Tesco to increase their output (Guardian, 2010). It must be noted that food is the last thing that customers will cut back on.

Social

Current researches indicate those British customers are moving towards one-stop and bulk shopping. Therefore, Tesco have increased the amount of non-food items available for sale.

The type of goods and services demanded by consumers is a function of their social conditioning and their consequent attitudes and beliefs. Consumers are becoming more and more aware of health issues, and their attitudes towards food are constantly changing. One example of Tesco adapting its product mix is to accommodate an increased demand for organic products. The company was also the first to allow customers to pay in cheques and cash at the checkout.

Technological

One of the key macro-environmental variables that have directly influenced the supply chain, operations and processes of grocery and food retailers is technology. The operation of supermarkets is being affected by the use of the Internet through online grocery retailing, which is showing steady growth. Subscriptions to the Internet have grown by over 50% and it has been estimated that the Internet is being used by 70% of the population in the UK (Office for National Statistics, 2010).

Loyalty programs are being introduced through information technology which discourage customers from switching over to their competitors (Sun, 2009).

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Mobile technology has also taken off as a platform for distribution within food retailing. New Wine App developed by Cortexica Vision Systems, for example, has been used by Tesco since 2009 via which the customers are directed to Tesco Wine enabling them to buy the selected wine directly from their mobile phone (Tomlinson & Evans, 2010).

The adoption of Electronic Point of Sale (EPoS), Electronic Funds Transfer Systems (EFTPoS) and electronic scanners have greatly improved the efficiency of distribution and stocking activities, with needs being communicated almost in real time to the supplier (Finch, 2004).

Environmental

Environmentally friendly, reduced packaging is being promoted by the Government. It has been found by the Office for National Statistics (2010) that the percentage of consumers using reusable bags has risen from 71% to 74% and that those trying to cut down the number of plastic bags they take from the shops has risen from 65% to 68%. This assists in reducing the overall cost and is good for Tescos corporate social responsibility image.

Due to the consumer awareness of the carbon footprint of the firm (Wood, 2009), Tesco has added carbon footprint data on dairy products, potatoes and orange juice, and aims at expanding it to bread and non-food items in 2010 (Tesco, 2010).

Tesco has introduced its Greener Living Scheme to give consumers advice on environmental issues, including how to reduce food waste and their carbon footprint when preparing meals (Yuthas, 2009).

Consumers reusing bags, recycling mobile phones and aluminium cans and preferring bagless deliveries are being rewarded through Tescos green Clubcard points (Tesco, 2009; Datamonitor, 2010).

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3.2. Industry Analysis Porters Five Forces Analysis

An analysis of the structure of the industry should be undertaken in order to find effective sources of competitive advantage (Porter, 1985). Therefore, in order to analyse the competitive environment of Tesco, Porters five forces analysis has been used by the researcher as follows:

Threat of substitute products and services

The threat of substitutes in the grocery retail market is considerably low for food items and medium to high for non-food items.

In the food retail market, the substitutes of major food retailers are small chains of convenience stores, off licences and organic shops which are not seen as a threat to supermarkets like Tesco that offer high quality products at considerably lower prices (Financial Times, 2009). Moreover, Tesco is further getting hold of these shops by opening Express stores in local towns and city centres creating a hurdle for these substitutes to enter the market.

However, the threat of substitutes for non-food items, for instance clothing, is fairly high. It should be noted that so long as the economic recession prevails, customers will be inclined towards discounted prices hence Tesco is a threat to the speciality shops.

Threat of entry of new competitors

The threat of entry of new competitors into the food retail industry is low. It requires huge capital investments in order to be competitive and to establish a brand name. Major brands that have already captured the food retail market are Tesco, Asda, Sainsburys and Morrisons and they account for 80% of all shopping in the UK (Mintel, 2010). Therefore, new entrants have to produce something at an exceptionally low price and/or high quality to establish their market value.

Gaining planning authorisation from local government takes a considerable amount of time and resources to establish new supermarkets and this is therefore a considerable barrier to new entrants.

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Intensity of competitive rivalry

The intensity of competitive rivalry in the food and grocery retail industry is extremely high. Tesco faces intense competition from its direct competitors, including Asda, Sainsburys, Morrisons and Waitrose, which are competing with each other over price, products and promotions intermittently. It should therefore be highlighted that Asda is one of the key competitors in this segment with an increase of market share from 17.30% to 17.90% during the fiscal year 2011/ 12. The slow market growth essentially means that these increasing market shares from competitors have intensified the market rivalry, which is threatening Tescos market leadership position.

In rural areas where the nearest superstore can be some distance away, some primary consumers are attracted by retailers like Somerfield and Co-op.

Bargaining power of buyers

The bargaining power of buyers is fairly high. In cases where products have a slight differentiation and are more standardised, the switching cost is very low and the buyers can easily switch from one brand to another. - 11 - | P a g e

Tesco's famous loyalty card - Clubcard remains the most successful customer retention strategy that significantly increases the profitability of Tesco's business. In meeting customer needs, customizing service ensure low prices, better choices, constant flow of instore promotions enables brands like Tesco to control and retain their customer base.

It has been proposed that customers are attracted towards the low prices, and with the availability of online retail shopping, the prices of products are easily compared and thus selected.

Bargaining power of suppliers

The bargaining power of suppliers is fairly low. It should be noted that the suppliers are inclined towards major food and grocery retailers and dread losing their business contracts with large supermarkets. Hence, the position of the retailers like Tesco, Asda, and Sainsburys is further strengthened and negotiations are positive in order to get the lowest possible price from the suppliers.

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4. E-Business Strategy
Tesco has operated on the Internet in the UK since 1994 and was the first retailer in the world to offer a robust home shopping service since 1996. Tesco.com operates online shopping in South Korea, Ireland and Czech Republic other than UK. Grocery sales are available within delivery range of selected stores, goods being hand picked within each store. This model, in contrast to the warehouse model initially followed by UK competitor Sainsbury, and still followed by UK internet only supermarket Ocado. Nevertheless, it has been popular and is the largest online grocery service in the world. In 2001 Tesco invested in GroceryWorks, a joint venture with Safeway in the United States, operation in the United States and Canada. GroceryWorks has stepped into the void left by the collapse of Webvan, but has not expanded as fast as initially expected. Concerned with poor web response time (at the time of its launch in 1996, broadband was virtually unknown in the UK), Tesco offered a CDROM-based offline ordering program which would connect only to download stock list and send orders. This was in addition to rather than instead of , ordering via web forms, but was withdrawn in 2000. Tesco.com currently has 1.2 million of Customer base and 35000 grocery transections every week with an average transaction size is 100. Tescos online The Tesco.com site is also used as a general portal to most of Tescos products, including various non-food ranges (under the Extra banner), Tesco Personal Finance and the telecoms business, as well as extra services which it offers in partnership with specialist companies, such as flights and holidays, music downloads (as of June 2005 claims a 10% UK market share), gas, electricity and DVD rentals. It does not currently sell clothing online. In May 2005 it introduced a clothing website, but initially at least this serves solely as a showcase for Tescos clothing brands and customers still have to visit a store to buy.

4.1

Customer Relationship Management

.As with other online retailers, Tesco.com relies on in-store advertising and marketing to the supermarket's Clubcard loyalty scheme's customer base to persuade customers to shop online. For existing customers, email marketing and direct mail marketing to provide special offers and promotions to customers is important.

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According to Humby (2003), e-retailer Tesco.com use what he describes as a commitment-based segmentation or loyalty ladder which is based on decency of purchase, frequency of purchase and value which is used to identify 6 lifecycle categories which are then further divided to target communications:

Logged-on Cautionary Developing Established Dedicated Logged-off (the aim here is to win back)

Tesco then use automated event-triggered messaging can be created to encourage continued purchase. For example, Tesco.com has a touch strategy which includes a sequence of follow-up communications triggered after different events in the customer lifecycle.

4.2. CRM to support its E-Business Strategy

With Tescos focus on technology, and the launching of companys highly successful loyalty card in 1995, it enabled Tesco to develop extensive knowledge of its customer base and to segment customers according to purchases, location and life stage. Armed with this information, Tesco has carefully tailored its offerings to customers: vegetarians are never sent special offers on meat products and childrens products are not sent to childfree shoppers. Moreover, Tescos money-off coupon program encourages customers to try related, higher-priced products, not just receive discounts on goods they routinely purchase. Tesco further adapted its business processes and added technology for a second innovation-online shopping. By thinking through the customer experience every step of the way. Tesco established the gold standard for UK online supermarket shopping with its repeat order functions and lists of favourites and previous purchases. A delivery time slot is selected before orders are made to limit the inconvenience of waiting around for orders and customer can give Tesco staff discretion to replace list items with alternatives should their first choice be out of stock.

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5. Legal and Ethical Issues

Various government legislations and policies have a direct impact on the performance of Tesco. Like a number of leading companies, Tesco attracts criticism from those who are suspicious of big business. Tesco is a target for people in the UK who disapprove of large retailers and the effect they can have on farmers, suppliers and smaller competitors. The group has also been criticised for its tactics, including allegedly misleading consumers with a phoney price war (this claim was made by a rival retailer, which wished to assert that its own price cuts were better; all the major UK supermarkets are experiencing price deflation). Tescos 2004 Adminstore acquisition led to local and national protests. Tescos other store openings and expansions are sometimes contested by campaign groups. These campaigns have not hindered Tescos expansion programme very much. Another point of controversy is the recent expansion of Tesco into the convenience store market. When a company controls more than 25% of a business sector in the UK, it is usually blocked from buying other companies in that sector. Tesco is also criticised by those who think that it infringes upon the interests of farmers and smaller suppliers. The company responds by claiming that it follows industry-best practice and sources locally where it can to meet customer demand. In March 2005 the Office of Fair Trading published an audit of the workings of its code of practice on relationship between supermarkets and their suppliers. It reported that no official complaints had been received against Tesco or any of the other major supermarkets, but the supermarkets critics including friends of the Earth, contested that suppliers were prevented from complaining by fear of losing business, and called for more rigorous supervision of the supermarkets. In December 2005, a committee of UK MPs produced a report accusing Tesco of riding roughshod over planning rules. The accusation stemmed from the companys building of a sto re in Stockport that was 20% larger than the company actually had permission to build.

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6. Conclusion
Tesco is likely to be the fastest growing retailer of the global grocery top four with a compound annual growth rate (CAGR)of 6.8% over 2011-2015(Catherine Ellwood, Business Analyst at IGD). International growth at Tesco will be driven by exposure to key markets like China, which will be one of the retailers top five markets by 2015. The success of the Tesco shows how far the branding and effective service delivery can come in moving beyond splashing one's logo on a billboard. It had fostered powerful identities by making their retiling concept into a virus and spending it out into the culture via a variety of channels: cultural sponsorship, political controversy, and consumer experience and brand extensions. In a rapidly changing business environment with a high competitors' pressure Tesco have to adopt new expansion strategies or diversified the existing in order to sustain its leading market position in an already established retailing market. The company must constantly adapt to the fast changing circumstances.

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Reference: Datamonitor (2010), Company Profile Tesco, Datamonitor Europe, 2010, Ref Code: 1674 DunnHumby (1996), Databases in direct marketing, IDM lecture presented at Bristol Business School, Bristol, November 21, 1996. Available at paste link [accessed 04/07/2012] Ellwood, C. 2012, What next for Walmart, Carrefour, Tesco and Metro? Available at http://www.igd.com/index.asp?id=1&fid=1&sid=52&tid=0&folid=0&cid=2335 29 March 2012] Euromonitor (2010), Industry Profile Food retailing, Euromonitor International, 2010 Fame (2010), Annual Reports Analysis Tesco plc, FAME International Ivory Research Ltd B, n/a. Strategic Management of TESCO supermarket: PESTLE analysis, Porter's 5 Forces analysis, Critical success factors, SWOT Analysis, VALUE CHAIN analysis, TESCO'S strategic options, Core Competences & Cultural Web.. [Online] Available at: Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, (Location: The Free Press) Sajjad, H. n/a. E-Business Strategy Report for Tesco.com. [Online] Available at: http://www.docstoc.com/docs/48967334/E-Business-Strategy-Review-Report-for-Tesco [Accessed 30 March 2012] Tesco, 2012, Annual Report and Financial Statements 2012, [Pdf] Available at: http://www.tescoplc.com/media/417/tesco_annual_report_2012.pdf [Accessed 28 March 2012] http://www.davechaffey.com/E-commerce-Internet-marketing-case-studies/Tesco.com-casestudy [Accessed

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Appendix 1:

Accronyms IGD: Institute of Grocery Distribution EU: European Union

SWOT: Strength, Weakness, Opportunities, Threats.

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Appendix 2: (Evaluation Findings): Evaluation of Tesco.com partnering website: CC3003 E-BUSINESS: Website Evaluation Tesco Careers (http://www.tesco- Score (0-10) Comments

careers.com/) 1. FIRST IMPRESSIONS URL

Does not exactly match with the name of the site.

Download time-size of home page Look and feel readability

9 5

Took just 6 second. Does not justify with the name of the site. Fifty percent of the main page is populated with the advertisements. Viewers get confused

regarding its contents. The headline should always be highlighted which this site has failed to cater it. Need to download software 7 Layman cant view the whole content of page because additional software (i.e. flv palyer) needs to be downloaded. Home page on one screen (above the 7 fold) Unique Selling Point(USP) or Value 8 Proposition Ability to take action (Key Action 9 Point KAP) Feeling of wanting more depth of 4 site Does not excite the viewers to go in depth. The titles themselves are not convincing enough to dig into. Contact Details 10 Since the contact details are provides in a normal Credential Validation certifications, 9 associations 19 | P a g e way but has included all the This site has got good action points. It available in local as well as international language. Good concept and use of USP

information required so the site is very good. The credentials are validated till the date.

Statement from management Use of attractors

4 9

No Statements The main attractors are layout of the page and the designs. This site has not used these attractors to the fullest.

Are you made to register to get into 10 site? Total score for section 2. NAVIGATION Ease of use Site map Return to Home Page from any page Internal search engine Internal links Broken links 10 9 10 2 9 7 92/130

Till now not required.

Its easy to use We can view it so quiet better. Can go direct to Home page from every page. Not available. Easy to use and simple. No Broken Links are found. Texts are only being used.

Text as well as graphic links (ALT 7 tags) Navigational links visible Opens multiple windows Total score for section 3. CONTENT Useful information 7 10 8 72/90

Navigational links are visible. Can be opened but in limited way.

This website is very informative as it tries to covers diverse and extensive fields.

Level of interaction

Interaction is high and effective. Supported graphics and animation and quiet good.

Use of valuable graphics, animation, 9 sound Reviews, certifications Content in digestible quantity Up-to-dateness Available in multiple languages Accessibility for the disabled Terms and conditions FAQs 9 9 0 0 0 8 testimonials and 2

Not included.

Good. Is up to date. Not available in multiple language. Not available for disabled. No Terms and Conditions are needed. FAQs are available but not sufficient and 20 | P a g e

cant make queries if needed immediately. Total Score for section 4. Attractors Competitions Special offers Freebies Breaking news Newsletter Total Score for section 5. FINDABILITY Intuitive URL Designed performance Advertising On-line advertising Off-line advertising On-line recommend a friend Total score for section 6. MAKING CONTACT Email and other details visible 9 Impressive and accurate mailing address is displayed. Response time to enquiries 8 It took some time for the respond of the enquiries. Automatic email response Personal email response 10 8 As per expected. Not categorised and respond as per needed or not so fast but moderate. Use of online forms Telephone contact number provided Telephone call back offered Total score for section 10 0 0 45/70 Are highly available. Null. Not at all. 9 6 9 9 49/60 Advertisements are displayed and are good. Cant find abject as per expectation. Well enough. Better. for search 8 engine 8 Not bad. Good. 5 0 0 9 7 21/50 Not standard type Not available till now. Not available till now. Are displayed as available. Not bad. 53/100

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For Tesco-careers it is clear that First Impression of the website is 92/130 Navigation : 72/90 Content: 53/100 Attractors: 21/50 Find ability: 49/60 Making Contact: 45/70

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CC3003 E-BUSINESS: Website Evaluation F&F Clothing at Tesco Score (0-10) Website URL : http://www.clothingattesco.com/ 1. FIRST IMPRESSIONS URL Download time-size of home page Look and feel readability Need to download software 8 10 10 8 Good Took 10 sec. Highly Readability Its high Is high Comments

Home page on one screen (above the 9 fold) Unique Selling Point(USP) or Value 8 Proposition Ability to take action (Key action 9 Point KAP) Feeling of wanting more depth of 9 site Contact Details 10

Good

High

In depth

Clearly mentioned Very High

Credential Validation certifications, 10 associations Statement from management Use of attractors 9 9

High High No

Are you made to register to get into 0 site? Total score for section 109/13 0 2. NAVIGATION Ease of use Site map Return to Home Page from any page Internal search engine Internal links 9 9 10 9 9

Easy to use. Mentioned clearly Took just 7 sec. High High 23 | P a g e

Broken links

No Clearly mentioned

Text as well as graphic links 9 (ALT tags) Navigational links visible Opens multiple windows Total score for section 3. CONTENT Useful information Level of interaction 10 10 9 10 74/90

Clear and Appealing Easily opened and is fast

Its clear and understandable Fast High

Use of valuable graphics, animation, 9 sound Reviews, certifications Content in digestible quantity Up-to-dateness Available in multiple languages Accessibility for the disabled Terms and conditions FAQs Total Score for section 4. Attractors Competitions Special offers Freebies Breaking news Newsletter Total Score for section 5. FINDABILITY Intuitive URL Designed performance Advertising 9 for search 10 engine 7 10 9 8 9 9 45/50 9 9 0 0 10 8 74/100 testimonials and 9

High

High Is up to date. Not available Not available Needed Is mentioned.

High Competitive offers High Are shown or displayed. Its ok.

Is very fast. Satisfactory

Good

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On-line advertising Off-line advertising On-line recommend a friend Total score for section 6. MAKING CONTACT Email and other details visible Response time to enquiries Automatic email response Personal email response Use of online forms Telephone contact number provided Telephone call back offered Total score for section

10 9 9 54/60

Very High High Very High

10 9 10 9 10 10 9 67/70

Its clear and understandable and accurate. High Very High High Very High Very High High

For F&F Clothing at Tesco it is clear that First Impression of the website is 109/130 Navigation : 74/90 Content: 74/100 Attractors: 45/50 Findability: 54/60 Making Contact: 67/70

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CC3003 E-BUSINESS: Website Evaluation Tesco Bank Score(0-10) Comments

Website URL : http://www.tescobank.com/personal/finance/home.html 1. FIRST IMPRESSIONS URL Download time-size of home page Look and feel readability Need to download software Home page on one screen (above the fold) Unique Selling Point(USP) or 9 9 10 0 10 Easy to Remember High Clear Readability N/A Very High Easy USP

Value 9

Proposition Ability to take action (Key action Point 10 KAP) Feeling of wanting more depth of site Contact Details Credential associations Statement from management Use of attractors Are you made to register to get into site? Total score for section 2. NAVIGATION Ease of use Site map 10 9 Fast and Easy Comfortable navigation Return to Home Page from any page Internal search engine Internal links Broken links Text as well as graphic links (ALT tags) Navigational links visible 10 7 9 0 9 10 Fast and Easy Fair(FAQ displayed) Available N/A Available Excellent 26 | P a g e 6 10 10 112/130 Fair Large Number Yes Validation 10 9 certifications, 10 Very High Easy to remember Very High Extremely Fast

Opens multiple windows Total score for section 3. CONTENT Useful information Level of interaction Use of valuable graphics, animation, sound Reviews, testimonials and certifications Content in digestible quantity Up-to-dateness Available in multiple languages Accessibility for the disabled Terms and conditions FAQs Total Score for section 4. Attractors Competitions Special offers Freebies Breaking news Newsletter Total Score for section 5. FINDABILITY Intuitive URL Designed for search engine performance Advertising On-line advertising Off-line advertising On-line recommend a friend Total score for section 6. MAKING CONTACT Email and other details visible Response time to enquiries

10 74/90

Fast and Easy

10 10 9 10 9 10 1 1 10 10 80/100

Highly Relevant Very High High Very High Easy to handle Very High None None Available Available

9 10 9 10 9 47/50

High Very High High Very High Subscriptions

10 8 10 10 9 0 47/60

Excellent Good Very High Very High High N/A

10 10

Very High Very High

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Automatic email response Personal email response Use of online forms Telephone contact number provided Telephone call back offered Total score for section

10 9 10 10 9 68/70

Very High High Very High Very High High

For Tesco Bank it is clear that First Impression of the website is 112/130 Navigation : 74/90 Content: 80/100 Attractors: 47/50 Findability: 47/60 Making Contact: 68/70

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CC3003 E-BUSINESS: Website Evaluation Tesco Compare Score(0-10) Comments

Website URL : http://www.tescocompare.com/money.shtml 1. FIRST IMPRESSIONS URL Download time-size of home page Look and feel readability Need to download software Home page on one screen (above the fold) Unique Selling Point(USP) or 10 10 10 0 10 Fast and Easy Fast Clear and Appealing N/A Very High Easy USP

Value 9

Proposition Ability to take action (Key action Point 10 KAP) Feeling of wanting more depth of site Contact Details Credential associations Statement from management Use of attractors Are you made to register to get into site? Total score for section 2. NAVIGATION Ease of use Site map Return to Home Page from any page Internal search engine Internal links Broken links Text as well as graphic links (ALT tags) Navigational links visible 10 9 10 1 10 0 10 10 Easy and Fast Very High Easy and Fast Poor Very High N/A Very High Clear Comfortable 29 | P a g e and 2 10 0 101/130 Poor Very High N/A Validation 10 10 certifications, 10 High Depth Available Arranged Fast and Reliable

Opens multiple windows Total score for section 3. CONTENT Useful information Level of interaction Use of valuable graphics, animation, sound Reviews, testimonials and certifications Content in digestible quantity Up-to-dateness Available in multiple languages Accessibility for the disabled Terms and conditions FAQs Total Score for section 4. Attractors Competitions Special offers Freebies Breaking news Newsletter Total Score for section 5. FINDABILITY Intuitive URL Designed for search engine performance Advertising On-line advertising Off-line advertising On-line recommend a friend Total score for section 6. MAKING CONTACT Email and other details visible Response time to enquiries

10 70/90

Fast and Easy

10 9 9 7 10 10 1 1 10 10 87/100

Highly Relevant High High Fair Very High Very High None None Very High Very High

10 10 9 9 10 48/50

Very High Very High High High Very High

10 9 10 10 10 1 50/60

Excellent High Very High Very High Very High Poor

10 10

Very High Very High

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Automatic email response Personal email response Use of online forms Telephone contact number provided Telephone call back offered Total score for section

10 9 6 10 1 56/70

Very High High Fair Very High Poor

For Tesco Compare First Impression of the website is 101/130 Navigation : 70/90 Content: 87/100 Attractors: 48/50 Findability: 50/60 Making Contact: 56/70

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CC3003 E-BUSINESS: Website Evaluation Tesco Entertainment Score(0-10) Comments

Website URL : http://www.tescoentertainment.com/store/browse/home/ 1. FIRST IMPRESSIONS URL Download time-size of home page Look and feel readability Need to download software Home page on one screen (above the fold) Unique Selling Point(USP) or 8 10 10 N/A 10 High High Clear and Appealing None Very High High

Value 9

Proposition Ability to take action (Key action Point 10 KAP) Feeling of wanting more depth of site Contact Details Credential associations Statement from management Use of attractors Are you made to register to get into site? Total score for section 2. NAVIGATION Ease of use Site map Return to Home Page from any page Internal search engine Internal links Broken links Text as well as graphic links (ALT tags) Navigational links visible Opens multiple windows Total score for section 10 9 10 10 10 N/A 9 10 10 78/90 32 | P a g e Clear and Appealing High Easy and Fast Very High Very High None High Very High Fast and Easy 9 10 N/A 106/130 High Very High None Validation 10 10 certifications, 10 High Depth Very High Very High Very High

3. CONTENT Useful information Level of interaction Use of valuable graphics, animation, sound Reviews, testimonials and certifications Content in digestible quantity Up-to-dateness Available in multiple languages Accessibility for the disabled Terms and conditions FAQs Total Score for section 4. Attractors Competitions Special offers Freebies Breaking news Newsletter Total Score for section 5. FINDABILITY Intuitive URL Designed for search engine performance Advertising On-line advertising Off-line advertising On-line recommend a friend Total score for section 6. MAKING CONTACT Email and other details visible Response time to enquiries Automatic email response Personal email response 9 9 10 9 High High Very High High 10 9 10 10 9 1 49/60 Very High High Very High Very High High Poor 10 10 9 10 9 48/50 Very High Very High High Very High High 10 9 9 10 10 10 1 1 10 10 80/100 Highly Relevant High High Very High Very High Very High High High Very High Very High

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Use of online forms Telephone contact number provided Telephone call back offered Total score for section

9 10 9 65/70

High Very High High

For Tesco Compare First Impression of the website is 106/130 Navigation : 78/90 Content: 80/100 Attractors: 48/50 Findability: 49/60 Making Contact: 65/70

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