Previous Article Next Article Comments are closed. Nic Paton profiles top supermarkets Tesco, Asda and Sainsbury’s, and looks at their HR strategies and what they have planned for the futureThe UK supermarket and grocery market is worth an estimated £5.7bn, of which, according to researcher Verdict, Tesco accounts for more than half – an astonishing £3.1bn of sales.The dominance of Tesco has been the primary story of the sector for the past decade, ever since it first overtook Sainsbury’s in 1995. As the first UK company to report profits of more than £2bn, the first (and so far only) UK supermarket chain to become a truly global player and increasingly dominant in non-traditional grocery areas – such as convenience stores, clothing and non-food – Tesco has been a success story without parallel.With an enviable track record when it comes to HR and leadership development, it is arguably Tesco’s investment in its people – its ‘Every Little Helps’ slogan sums up the sort of mentality it is trying to engender in its staff – as much as its ethos of ‘pile ’em high, sell ’em cheap’ that has been behind much of its growth in the past few years.“What really helped Tesco get off the ground in the 1990s was that it recognised that its staff were not as well trained as those at Sainsbury’s,” says Andrea Cockram, an analyst at Verdict. “It put a lot of effort into that, and it has paid off.” Perhaps the biggest HR story of the past couple of years, however, has been Morrisons’ swoop on Safeway in March 2004, which consolidated the sector into four key players.Back in 2002, Morrisons did not even get a mention in Personnel Today’s profile of the sector. At the time, the Bradford-based chain, led by veteran retailer Sir Ken Morrison (son of founder William), although highly respected in retailing circles, was for the most part a northern supermarket chain. That all changed in 2003, when the company pounced on the ailing Safeway, which was four times its size. Finally completing the tortuous 14-month, £2.9bn deal in March last year, it catapulted Morrisons into fourth place in the sector, and it now has 435 stores and employs 150,000 staff. But if it was designed to be a glorious finale in the career of 74-year-old Morrison, it has proved sorely misguided. A string of five profit warnings followed – with latest forecasts down as low as £50m, from £320m last year.One of the criticisms of Morrisons since the integration began has been a lack of information given to the City about what is going on. This shyness also extends to the chain’s media relations, it appears, with Personnel Today’s request for an interview with HR director Mike Greenwood being declined – we had hoped to run a page profiling the supermarket.As the former Safeway HR director, Rebecca Ivers, revealed in Personnel Today last year, people were “scared because it happened out of the blue”, rumours were flying around of stores closing and jobs being cut, and everyone was in limbo for 18 months. At the very least, such uncertainty, fear and tension required the sort of sensitive touch that unfortunately appears not to have been forthcoming from Morrison and his team.What is clear is that 2005 is set to be a crunch year for the supermarket sector, argues Verdict. Morrisons may be languishing at the moment, but if or when it pulls things around, it is likely to change the whole complexion of the sector. Of course, Morrisons may yet defy the doomsayers and come out the other end, ready to take on Asda, Sainsbury’s and Tesco. At the company’s last results, Morrison, in a masterly moment of understatement, conceded the past year had been “exacting” for staff. Next year, he added, would be just as hard. For Greenwood and his HR team, too, no doubt.In such a competitive industry, where every customer lost or gained counts, supermarkets have long recognised the value of giving HR a high profile. They all spend vast amounts of time and effort on coaching, leadership, talent management, retention and reward strategies. Retail is an area where HR, successfully at Tesco and less so at Morrisons, is in the spotlight, like few others. Related posts:No related photos. Supermarket sweepBy Nic Paton on 5 Jul 2005 in Personnel Today
The Boys Golf Sectionals took place at The Greensburg Country Club on Friday (6-5).Columbus East was the team champs with a score of 306. Columbus North was second with 313 and the host Pirates also qualified for The Regionals placing third with 328.2015 Boys Golf Sectionals @ GreensburgSpencer Fairbanks of Columbus North was the overall medalist with a score of 73.Area individuals advancing on to The Regionals are North Decatur’s Dayne Lecher, East Central’s Travis Spencer, and Jac-Cen-Del’s Lucas Williams.The Regionals will be taking place on Thursday (6-11) at Clarksville Providence Champions Pointe starting at 8 AM.
Golden Race’s virtual sports products get Swedish certification June 18, 2020 StumbleUpon Share Golden Race gains ISO certification May 29, 2020 Submit Related Articles Share The industry wakes up to virtual sports potential June 26, 2020 Golden Race CEO Martin Wachter told delegates at the Betting on Football conference that “what works in real betting doesn’t always work in virtuals”, while more realistic odds and outcomes is more important to the customer than the best graphics.Speaking on the ‘Let’s get digital: where now for virtual sports’ panel at last week’s event, he explained how Golden Race disrupted the virtual sports sector through a focus on low budget hardware, particularly for countries in Africa.“I learned all my life that if you want to become big, you watch for the biggest and try to challenge him,” said Wachter. “For me, Inspired was the biggest virtual sports company in the industry, so we thought how can we challenge this company? If we go on the visual side, it would be very difficult, but we thought we could compete in other areas.“So, instead we focused more on the hardware and how it is used in the betting shop. It was clear that if you want to be successful in continents like Africa, you need to find a solution where you can run your business on a very low budget hardware. “Whereas if you have the highest quality graphics, you are more limited as to where you can go with the hardware.”Africa is a key justification of another of Golden Race’s key principles, which is to avoid stretching resources too far to cover too many sports, instead focusing on “where the most money is made” – namely soccer and in some cases dogs or horses.Explaining how 85% of the Golden Race business comes from the company’s soccer portfolio – now headlined by 3D Virtual Football – Wachter referenced Nigeria, an African country in which the company takes 12/13 million tickets each day from retail outlets where there is often just one TV dedicated solely to virtual football.Wachter added that Golden Race has adopted the ‘Beyond Virtuals’ strapline because virtual sports is not just having nice graphics, but more about the complete gaming experience.He suggested that if graphics drive the product and the player base, Golden Race would not be here today, “competing in the top three for virtual sports betting providers”. However, to justify his openness to innovation, he did mention a big spend on mobile, to a point where the company is now taking 5 million tickets a day in Africa on mobile alone.“We know that a lot of players skip the events,” he said. “So, really they just want to understand the following: Do I have a realistic chance to win? Does the way they do the odds make sense? And does the outcome make sense? It’s so important to have realistic odds that players understand, but you have to tune them a little bit.”