CSR Case Study TESCO

Topics: Corporate social responsibility, Tesco, Social responsibility Pages: 19 (5622 words) Published: April 16, 2015
CSR Defined
Corporate Social Responsibility is a term that has been around for a while now, and has changed its shape as time as gone. Essentially the idea of corporate social responsibility is as it written: the social responsibility of the corporation. However the way in which corporations decide their social responsibility or the way it is measured has been contested for some time. The concepts that corporations are using in today’s world of corporate social responsibility include corporate citizenship and sustainability, there seems to be definite move away from a broad usage of CSR to an attempt to label what corporations are doing. Tesco itself classes itself as a corporate citizen and is making moves to be a sustainable corporation. To understand these terms it is useful to give a brief history of the terms and movement in corporate social responsibility usage.

CSR in the Community
Corporate social responsibility started in its earliest form as philanthropy, the idea of giving back to the community in which the company is based was seen to be best fulfilled by making charitable donations and other forms of monetary giving. Social responsibility has much evolved since then and now forms of giving back to the community is shown and done in different ways. There is of course still the charitable giving, but more is given than just money. It is seen as much more benevolent thing to give charitie’s employees time and resources, rather than money. Business in the community suggests that work in the community is about building communities by creating opportunities (BITC, 2007a), thus like all corporate social responsibility issues taken on by businesses, it should be used from a strategic point of view. It is in the long-run interest of any business that the community, in which they are based, accepts them, and are happy to be working side-by-side. In using the term ‘community’ it is important to note that by this is meant all people affected by the business. There are certain advantage to working alongside other groups in the community, which Tesco specifically also try to profit from. Obviously this is not only a profit driving mechanism, just as Tesco gain from the act, so do the party that works with them.

Introduction
About Tesco Store
Tesco Stores (Malaysia) Sdn. Bhd. was established on 29 November 2001 as a result of a strategic alliance between Tesco Plc UK and local conglomerate, Sime Darby Berhad. In February 2002, Tesco Malaysia officially commenced operations with the opening of its maiden hypermarket in Puchong, Selangor. 

Tesco Malaysia has an employee size of approximately 15,000 and it currently operates 46 outlets in 2 formats following the acquisition of Makro Cash and Carry in December 2006. The Tesco businesses are:

Tesco Hypermarkets
Tesco Hypermarkets offer customers a holistic shopping experience under one roof. From fresh produce to groceries, from household items to apparel, shoppers can find everything they need in Tesco Hypermarkets.

Tesco Hypermarkets carry over 60,000 lines of products, including nearly 3,000 Tesco Brands food and non-food products.

Tesco Extra
Tesco Extra caters to small businesses, families as well as individual customers by providing a comprehensive selection of products and services. These value-added services include bigger pack sizes, special trolleys and checkouts, and a dedicated business development team to support small business owners with their orders.

Tesco Clubcard and Biz Clubcard
Tesco Malaysia is the only hypermarket brand in the country with its own loyalty card program. Tesco Clubcard and Biz Clubcard were introduced to reward Tesco customers for their support by returning money to them. These loyalty card programs have since received overwhelming response, as proven by the 2 million registered members. As of January 2009, Tesco has rewarded close to RM10 million worth of Clubcard Cash Vouchers to its members....
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