Company Profile Of The Asda Stores Commerce Essay

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ASDA became the one stop shop for all the needs for customers as was started with the vision of finding fathers. It has become the number one super market chain located in the U.K.

It has got the wide variety of offer food, clothing as well as general merchandise items for its customers.

The company came together with wall-mart in the year 1999.

In 1920's the history begun when Asquith family owned butchers shops at Knottingly. The two brothers Fred and Peter.

Who took over the business who were also the founders of ASDA?

The two companies Craven dairies ltd. and West-riding dairy farmers merged in 1949 to establish the associated diaries and farm stores ltd. was only in 1965 that the company got its present name when associated diaries came together with Asquith. As per records of 2007 the company has a share of 16.8% in the grocery market of U.K.

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The simple white and green colours were the format of ASDA. There were many super centres in the U.K when it became one of the subsidiaries of wall-mart. Today there are total of such 21 supermarkets in the U.K alone. The company brought in to the market "ASDA living" which was the general store of the company in 2003.They sold a range of products including clothing , toys, home products. The company has joined hands with the compass group that has coffee shops in a few of the stores of the company.

Task 3:

Mission and objectives

ASDA aims to be the Britain's best value retailer exceeding customer needs always.

Its purpose is to make goods and services more affordable for every one. There value show what the company believes.

These values include

1) Respect for the individual

2) Aiming for excellence.

3) Good customer service

New colleagues receive a detailed induction into all three of these.

Marketing plan

ASDA has got its extensive plans to fulfil the future for customer satisfaction.

1) To provide goods and services that are cheap and affordable to consumers or the public.

2) To reduce the cost objectives of their items/products.

3) To recycle their waste

4) To package their products well.

5) To support voluntary services.

ASDA was the second largest super market chain in the U.K positioned as a value for money store, it sold groceries, apparel, cds, books, videos and other house hold items. ASDA, which was taken over by wall-mart in 1999 has used the formula of everyday low prices to gain market share in the British retail market. The initiative proved successful for a few years, but stopped yielding results as competition increased. In 2005,ASDA sales declined and market share fell from 16.7% in 2004 to 16.5% in 2005.

Values

How do we accomplish our mission is as important as the mission itself?

Fundamental to success for the company are these basic values:

People:

Our people are the source of our strength.They provide our corporate intelligence and determine

our reputation and vitality.Involvement and team work are our core human values.

Products:

Our products are the end results of our efforts,and they should be the best in srving our customers

worldwide.AS our products are viewed,so are we viewed.

Profits:

Profits are the ultimate measure of how efficiently we provide customers with the best products for

their needs.Profits are required to survive and grow.

Conclusion:

The business sector in which ASDA works is highly compititive.Supermarkets need to

keep customeers loyal.ASDA keeps them loyal by having good effect in the places in which it works.

Recommendations:

Every business needs lots of information to grow bigger or improve its services and

facilities,in the same way i recommend the company to start the business to overseas

countries like my home country-India,so that every human being want shopping in such a good place with cheap price.

The quality of any services department realise as much on product itself as it relies on the staff that it acquires.

The staff is selcted on merit and proper training of the staff is a must for ensuring quality.

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Proper insentives are also required to keep them motivated and agile.

ASDA, now owned by Wal mart, is the UK�s third largest supermarket chain spread across the

country. Its policies aimed at promoting diversity in the work place and the �Talent Race�

initiative to encourage skills development have captured the attention of all its employees

recently. The strong commitment to diversity policies can be traced back to the mid-1990s. In

1996-97 when ASDA decided to open a store in Hulme, Manchester it faced an uphill task.

The area had a high unemployment rate of 70%; many businesses had closed down in the area

and relocated. The area also had a high percentage of people from ethnic minority (EM)

backgrounds. The company decided to reflect the local population in its workforce profile.

Michelle Parr, Personnel Manager, took up the challenge of opening the Hulme store and

sought the assistance of the Commission for Racial Equality (CRE). Together, they set an

example for other ASDA stores.

Parr attempted to break down barriers with the local community. She says, �There was

distrust, disbelief and bad feeling before we had even arrived. We were seen as a white

employer, we were seen as prejudiced�. The company developed a local recruitment

campaign by working closely with community leaders, residents� associations and women�s

groups in Hulme. They advertised in Hulme�s local newspaper and held local recruitment

fairs in which the company offered support and advice to applicants, many of whom were

long-term unemployed. With the help from CRE, ASDA arranged a business information day

to convey the organisation�s commitment to the community. As a result, over 90% of those

employed at the store were from the local population and 50% were from EMs. �Probably the

EM representation was more because employees did not give information on their ethnicity�

says Parr. This recruitment strategy needed the complete support of senior management. The

company also realised that it needed to develop the talent of its EM employees if it wanted to

improve its productivity. This new strategy to recruit locally and reflect the local population

in its workforce profile later became a national policy for the company.

The rationale in adopting this policy has been the changing demographics related to labour

force supply through which the company has access to a more diverse range of skills and

talents. These need to be effectively used to retain EM employees, improve customer

satisfaction and increase market penetration.

External communication

ASDA is a member of the Equality Exchange, a consortium of large retailers for sharing best

practice. The company is represented at ethnic trade fairs and �Melas� and also through the

ethnic media. �They tried to be representative in their advertising campaigns in the past, but

found that �no one size fits all�. Now they look at the local area and match the advertising

campaign to that area. Moreover, advertising is designed to match the ethnic diversity of the

area. An advertisement in Leyton shows virtually all colleagues from ethnic minorities

whereas the one for Carlisle would be different�, says Horn.

Results

Today, 8.4% of ASDA�s employees are from an EM background but in the South East the

proportion is 22.41%. At the middle management level, 4.28% are from an EM background

and the company feels that its initiatives, including the innovative �Talent Race� campaign,

aimed at encouraging training and progression will help improve representation at senior

management levels.

As a part of Wal-mart group, ASDA has a corporate commitment to Equality and Diversity

but these issues are dealt with locally. Though there are a number of EM managers, the

company does not want to rest on its laurels. As a manager said, � It is a continual loop. It is

about constantly improving and not getting complacent�. Next year the company plans to

push externally through a new campaign targeting the lifestyle ethnic media.

ASDA�s diversity practices show that the company not only invests in training for

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progression but also skills development for all employees to gain all-round experience. The

company�s policies highlight its sensitivity to diverse faiths and beliefs.