Tesco boss claims consumers are starting to abandon discounters as brand shows ‘early signs’ of repair

Having today posted a £6.38bn annual loss, the worst in its 96-year history, Tesco chief executive Dave Lewis has insisted that the Tesco brand is showing ‘early signs’ of repair, and that customers are beginning to abandon doing their shop at multiple retailers.

Lewis, who was keen to point out that the significant pre-tax loss was a 90% balance sheet adjustment and only a 10% cash loss, said the retailer was heading in the right direction.

Tesco, which is gradually arresting profit decline, saw customer transactions, which have been in decline since the start of 2012, increase by 1.5% in the fourth quarter, with like-for-like volumes up 1% – the first time in four years.

“The fact there are more transactions and volume is up, with 250,000 more people coming to our stores, shows good vital signs for the health of the business and that we are starting to head in the right direction,” said Lewis at a press briefing today.

“Look, there’s definitely a trend towards convenience right now, but I think our Q4 numbers are showing that increasingly the most convenient thing for a shopper to do is to go to one big shop and buy everything in one.”

Pointing out Tesco’s improvement in customer service, its reduced ranges and significant price cuts, Lewis claims that those customer experience improvements have made it convenient to use one store again and are helping Tesco win back customers lost to Aldi and Lidl.

He added: “I think people have been going to more than one shop because nobody has excelled across the board when it comes to the in-store experience, we want to change that.”

Over the last six months, Tesco, which is 7th out of the UK’s 26 biggest supermarket brands, has significantly increased its YouGov Brandindex index score – which is measured by looking at consumer perception of quality, value, reputation and satisfaction – by 6.8 percentage points to 16.9.

This is an improvement that hasn’t gone unnoticed by Lewis.

“The brand indicators are improving, but it is still early days,” he stressed to Marketing Week. “The early signs are that we are being simpler with our offer and more competitive on price, and consumers are starting to see that integrity in our brand. But there’s a lot of work still to do.”

Tesco, over the four weeks ending 28 March [Nielsen], was the fifth biggest spender on advertising out of the UK’s biggest supermarkets, dropping its investment the most significantly. Lewis’ cautious approach saw ad spend fall by 138% to £3.1m, falling behind the discounters Aldi and Lidl.

However, Lewis hinted today that he will continue to be cautious when it comes to Tesco’s marketing spend.

“Yes, I am concerned about Aldi and Lidl’s ad spend but what I am learning in retail is the biggest impact you can have for someone’s appreciation of a brand is what they experience when they walk into your door,” Lewis responded to one question from Marketing magazine.

Lewis also pointed out that Tesco, despite scrapping 7,000 jobs due to closing unprofitable stores and cutting its head office size by 25%, now has more shop floor workers than it did when he took over last September.

He concluded: “This isn’t about having a conversation about the most share of voice, we are interested in the customer experience above all else right now.

When it comes to BBH and our other agencies, we can now articulate the brand and bring it to life in a way it hasn’t been in the past, but that will be through a combination of communication and improvements to the in-store experience.”



There are 2 comments at the moment, we would love to hear your opinion too.

  1. To the average punter I don’t get the impression Tesco’s offer has changed one bit. Other than cutting jobs (which let’s face it is probably the main reason for their improvements) from a marketing point of view they seem to be banging the same “we’re cheap” drum they always have. I can’t help but feel Lewis is taking credit for factors outside of his control rather than because of any grand marketing plan.

  2. Peter Cunningham 23 Apr 2015

    Tesco still has an immensely strong brand and trust across the UK. With the extent of the losses and restructuring we have seen over the past few weeks it is normal that they focus on going back to basics to ‘re-right the ship’ as a first step.

    But to stay ahead of the competition and build for the future it needs to be innovative. This means working to leverage that brand and trust across all touch points with the customer, not just in-store. The focus might be on Lidl and Aldi now but in future the competition is as likely to be from Ocado and Amazon as from traditional stores.

    By innovation, that means engaging with and listening to customers across all channels including social and mobile. Innovating by creating new channels to provide value to customers, like the successful ‘Wine by the Case’ co-buys they ran with Buyapowa, is just one example of how the brand can keep ahead of competitive threats.

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