Why Was The NHS Created?

Why Was The NHS Created? This essay will outline and discuss the creation of the National Health Service in England. It will focus on the events that contributed to the creation and development of the National Health Service. It will also investigate the extent that it was also opposed. The National Health Service was not as spontaneous and revolutionary as many historians had originally believed, as its origins and beginnings stretched back as far as to the eighteenth century. ..voluntary hospitals[] the sanitation revolution of the mid- nineteenth century [] and the first public housing, accompanied by the provision of isolated hospitals for smallpox and other infectious dieases.  [1]  These voluntary hospitals were the first types of medical institutes for the general public whereby groups of ill people would go to escape their everyday lives to try and recover from their illnesses. However the voluntary hospitals were not always easy to be admitted in to, which would have been very unnerving for the sick. voluntary hospitals could usually only be obtained by presentation of an order from a subscriber or governor.  [2]  This also meant that many people that needed medical treatment did not have access to it and thus had to turn to other types of treatmen t. The nursing profession was not highly respected at this time because of the jobs that it involved. There was also bad sanitation in these hospitals meaning that even if people were admitted there was a chance that they would die as a result of bad sanitation and not their illness alone. It was also at this time that there was an increase in the population of England, the voluntary hospitals did no cope with this increase well as they were under great strains because of this. The National Health Service (NHS) was formed in 1948. It initially advocated free medical care for all citizens of Britain regardless of wealth or class from the cradle to the grave. Its original structure consisted of a hospital service, primary care service as well as community services. However before the NHS was set up the majority of the population were required to pay for any medical treatment or care that they needed, this was problematic as the lower class citizens of Britain in particular found the price of these medical treatments increasingly difficult to pay for. This meant that they had little choice as to what they could do, they could either pay for the treatment which would mean that their household would be even worse off financially or to find other ways of treating their illness themselves. Even if they decided to pay for treatment, for serious illnesses it would have been unlikely that they would have survived, thus meaning that it was not always a wise choice to pay for their treatment. When the NHS was still only a theoretic idea, many people knew that something had to be done with the state of medical care and provisions within England. It was not until 1930 when the Poor Law Act was introduced that many of the poor were merely just sent to dispensaries to buy their medicine, which meant that the patients had no relationship with their doctor and were also not allowed a choice of doctor. This would have effected a lot of people as a relationship with their doctor would have been extremely important to them, more so if they were required to have on going treatment. Also for the medical profession, it would have been important for them to see the same patients to help with the effectiveness and reliability of medical care that the patients needed. The Poor Law Act was an important legislation that was passed as the health of the lower classes was incredibly bad until this time, and they received no health care benefits. Some attempts were made to alleviate sick paupers by outdoor relief and the attendance of parish doctors, but most Boards of Guardians found it cheaper and more convenient to admit them to a workhouse.  [3]  However this became difficult to conduct as too many people were being admitted to these workhouses. Even though the paupers were probably still able to work being in such a place would have been more detrimental to their health because they were not actually getting the medical attention they needed. In 1834 about 10,000 workhouse inmates needed medical care and the number had risen to over 50,000 in 1861.  [4]   The Boar War (1899-1902), World War One (1914-1918), as well as World War Two (1939-1945) could be said to have acted as a catalyst in the creation of the NHS. As the Boar war commenced, it was only too evident to the government how ill and unfit the British men were. Recruitment agents had to turn away the majority of men that came forward for the army as they were too unwell for the demands that the army would have put on them. rejecting about 60 per cent of military volunteers on grounds of stunted growth, rickets, poor eyesight, deformities and weight.  [5]  The conditions outlined were the result of malnurishment and was preventable. Fresh air, exercise and diet were seen as the best ways to elimate such conditions. The Government realised that they had to take measures to ensure that the health of Britain improved, as the country would not be able to perform well in war especially as Britain was a leading power in the world. As another way to help conquer these problems the Labour government implanted free school meals and milk for school children during the second world war. The National Health Insurance Act was introduced by Lloyd George in 1919. He wanted to make sure that lower paid workers were for the first time able to receive medical care. From this moment forward a large range of legislations were passed in relation to and in preparation for a health system for all. It was not until 1929 as part of the Local Government Act, that poor law hospitals were replaced with municipal hospitals that could only be used for taxpayers and paupers were no longer welcome. These hospitals were far from being sophisticated and luxurious, in fact they were no better than poor law hospitals. Many of the larger councils such as London were doing well as they had a constant flow of patients mainly due to larger numbers of people located in the city than in the rural areas, however this was not the case for all councils around England. A large number of the smaller councils were struggling with finance issues, as they were located in rural areas whereby there were not enough patients to use the service and make it efficient. The Kings Fund and the Nuffield Provincial Hospitals Trust, as protectors of hospitals realised that there was a problem that they these hospitals would not survive until they became more efficient. It could be argued that the on-set of world war two contributed to the formation of the NHS. It was important for military casualties to be treated effectively whilst Britain was at war. As a result of this the Emergency Medical Scheme (EMS) was set up in 1939 in anticipation of the major casualties that would be present during war time. The EMS was originally responsible for the casualties of servicemen at war. Hospitals were set up to cater for different kinds of injuries such as fractures, and those requiring plastic surgery and burns. However as the number of civilian casualties rose, the scheme extended its service to cater for victims of war such as those injured in domestic blitz attacks, as there were not as many military casualties as was expected. It was at this time that voluntary hospitals were thriving, however in the war years this posed a problem, as the hospitals began to find it increasingly difficult to get funding. They were also located randomly around the country , thus meaning that many ill patients were not able to be treated. The experience that was gained by the formation of the EMS was used as an example of what could be achieved. It could therefore be said that this was one of the first ideas and positive movements towards a national medical service. It was Walter Elliott, the present minister, who first suggested that government should look at a state run hospital service, rather than the Emergency Hospital Scheme which they already had. The Beveridge report was released on 1st December 1942, this focused on social insurance and allied services. Beveridge wanted to ensure that the people of Britian were well cared for and no longer confined to awful conditions. The main ideas in this report outlined the beginnings of a welfare state, he also believed that the Government should eradicate the Five Giant Evils of Want, Disease, Ignorance, Squalor and Idleness.  [6]  It was to be fully financed by insurance contributions, however private treatment would still be available. It was in this report that Beveridge proclaimed the need for a health service, however he was not precise and no detailed plans were explained. It has been argued that idea of this report becoming implemented resulted in a landslide voting for the Labour party in the 1945 elections. People believed that it would be a success and were eager for it to be introduced. However this changed notions of laissez faire. Clement Atlee was elected Prime Minister after the Labour Party defeated Winston Churchills Conservative Party in 1945. It was at this time that Atlee implemented the idea of the Welfare State, which included a National Health Service and Social Security. The Minister of Health Anuerin Bevan was appointed the role of conducting the service. A National insurance scheme was also set up by Lloyd George in 1911. People in work still had to make contributions each week, as well as employers, but the benefits provided were now much greater. When the NHS was finally started on 5th July 1948 as part of the National Insurance Scheme, The English society had just come out of a major war and were therefore used to having little and thus were content with the simplicity of the health service and saw it as an improvement. The NHS advocated many sanctions including, free general practioners and patient care for all, nationalisation of hospitals, as well as the capitation of general practictioners. It was funded entirely by public taxations. This was a great relief for the poor. The poor gained access to doctors and a range of treatments previously beyond their means, and no longer needed to worry economically about illness or injury.  [7]  However this soon changed in 1951 when charges were imposed for prescriptions, teeth and spectacles. There were many successes as well as failures with the NHS as a whole. It promoted medical technology and advancement of drugs such as penicillin which on the other hand was over used during this period. Infant mortality was reduced as a result of women being able to give birth in clean sanitised areas. There were no longer restrictions for who could be treated. However, the NHS had many problems with finance as overspending was a regular occurance. The NHS budget ed for one million pounds for opticians, but within a year 5.25 million spectacle prescriptions  [8]   There was much opposition to the National Health Service even before it was officially set up. Doctors in particular were deeply displeased, they were worried that as a result of standardisation they would ultimately lose money for their profession. Many of the medical professionals relied on visiting private patients and were not treating people in the hospital. Margret Grieve a midwife worked in Dumfries she explained why the other doctors were concerned with a move towards a universal service. there was apprehension about being employed by the government. I remember the consultants talking about it. Most of them earned only a pittance from their hospital work, so they depended on private patients for their living, and they were afraid of losing that. The private patients did not want it either. But the ones coming back from the war were happy with the NHS, because they did not have the private patients.  [9]  The BMA (British Medical Association) believed that the move towards a salarised service would pose a threat to clinical freedom. The BMA were serious about what they believed and made a stand. They told their members not to conform to the Act, and asked them to sign a petition in agreement that they would refuse to serve until the government accepted almost conditions put forward by their council.  [10]  The BMA were probably the most powerful organisation to oppose the NHS as without doctors, the NHS would not have been able to run and ultimately survive. The Minister of Health said that, until the autumn of 1947,there had been some prospect that the medical profession as a whole would willingly accept the scheme for a National Health Service, and many leading members of the profession were still favourably disposed to it.  [11]  There was conflict between the medical professions and government up until the NHS act was passed in 1948, in April of the same year it looked unpromising that the doctors would even join. Doctors representatives and most Tory policitians sought secure funding for hospitals, but were unwilling to see the prestigious charity hospitals subordinated in an extension of local authority services.  [12]   Only the most senior doctors in hospitals (consultants) were allowed to continue private treatment.  [13]  Churches and Charities also feared that they would be forced to become nationalised and would become inclusive of the NHS plans. However in due time the BMA had no choice but to release its members from their agreements as the professionals had began joining the NHS, had resigned from the BMA and therefore were not taking any notice of the BMA advice. Resignations from the BMA increased every month during the second half of 1912.  [14]  Bevan had to compromise a lot for the BMA, he allowed GPs and consultants to continue to run their private practises as well as an increased salary for consultants and nurses. The professionals also began to realise that by not going the NHS they would become less financially stable. Bevan did all he could do and gave them offers that they could not refuse. I stuffed their mouths with gold.  [15]  In effect Bevan compromised with the BMA, by making the NHS sound appealing to them. However the Conservation party also were not fully accepting of the service and the labour party were also divided over the direction of a health service, Herbert Morrison believed that the service should not be run by the government but by the local councils. However this went against what Bevan was advocating, as it defeated the object that the service was to be universal. There was no necessarily a lot of opposition to the National Health Service, but the main opposition being the BMA was the largest and the most significant, as without professionals it would not have been able to function. Bevan saw this as a challenge.

Obsessive-Compulsive Disorder and Religion Essay examples -- Mental Il

Obsessive Disorder and Religion Obsessive-Compulsive Disorder (OCD) affects up to 2.1% of adults and features pervasive and intrusive thoughts that lead to repetitive uncontrollable behaviors aimed to reduce anxiety (APA, 2000). Further, these thoughts and behaviors impede and disrupt daily living and cause marked distress in the lives of the sufferer. The recurrent thoughts often center on fear of contamination, harming self or others, and illness (Himle, Chatters, Taylor, and Nguyen, 2011). Those who experience the compulsive behaviors associated with OCD report feeling as though they cannot stop or control the urge to perform the compulsive behavior and that the urge is alien or from outside conscious control. Behaviors often involve washing the hands or body, repeatedly checking, and mental acts such as counting and repeated prayers. (Himle, Chatters, Taylor, and Nguyen, 2011) According to Obsessive-Compulsive Working Group (1997, 2001, as cited by Abramowitz, Deacon, Woods, and Tolin, 2004) OCD can be classifi ed into six domains. The domains include inflated responsibility, beliefs about the importance of thoughts, importance of controlling thoughts, overestimation of threats, intolerance of uncertainty, and perfectionism. Inflated responsibility involve excessive feelings of responsibility for actions seen as harmful or failing to take action to prevent harm, whereas the domain of importance of thought involved attributing excessive authority or power to unwanted thoughts and beliefs. Similarly, the importance of controlling thoughts entailed the belief that one should be in control of every thought at all times. The unrealistic belief that unlikely events will always occur and bring with them extreme consequences characte... ...rurinsky, S., Rosmarin, D. H., & Pargament, K. I. (2009). Community attitudes towards culture-influenced mental illness: Scrupulosity vs. nonreligious OCD among Orthodox Jews. Journal of Community Psychology, 37(8), 949–958. doi:10.1002/jcop.20341 Rosmarin, D. H., Pirutinsky, S., & Siev, J. (2010). Recognition of scrupulosity and non-religious OCD by Orthodox and non-Orthodox Jews. Journal of Social and Clinical Psychology, 29(8), 930–944. doi:10.1521/jscp.2010.29.8.930 Siev, J., Baer, L., & Minichiello, W. E. (2011). Obsessive†compulsive disorder with predominantly scrupulous symptoms: Clinical and religious characteristics. Journal of Clinical Psychology, 67(12), 1188–1196. doi:10.1002/jclp.20843 Yossifova, M., & Loewenthal, K. M. (1999). Religion and the judgment of obsessionality. Mental Health, Religion & Culture, 2(2), 145–151. doi:10.1080/13674679908406343

F1 Strategic Capabilities

LSMF 2015 – Management Strategique de la Technologie et de l’Innovation Seance # 4 — 1 LSMF 2015 Plan de la seance F1 – What it’s all about Strategic Capabilities Case Study Application: – – – What do you need in order to succeed in F1? Sustainable Competitive Advantage Why where they unable to keep their advantages? Conclusion et Discussion 2 LSMF 2015 1 F1 – What it’s all about History: 4 key moments 1945: FIA established Formula A as the premier level of motorsport 1950: A driver’s World Championship was introduced 1958: A constructor’s World Championship was introduced 1960: From a  « car test  » concept to a  « specialized business  » History: Big Names Juan Manuel Fangio (Champion in 1951-1954-1955-1956-1957) Nicky Lauda (Champion in 1975-1977-1984) Alain Prost (Champion in 1985-1986-1989-1993) Ayrton Senna (Champion in 1988-1990-1991) Michael Schumacher (Champion in 1994-1995-2000-2001-2002-2003-2004) 3 Next big champion? LSMF 2015 F1 – What it’s all about History: Last 10 world champions 2000 – 2004: Michael Schumacher (Ferrari) 2005 – 2006: Fernando Alonso (Renault) 2007: Kimi Raikonen (Ferrari) 2008: Lewis Hamilton (McLaren/Mercedes) 2009: Jenson Button (Brawn/Mercedes) History: Belgian in Formula 1 22 belgian drivers were at least once at the start of a F1 Grand Prix Thierry Boutsen: 1983-1993 (wins 3 races) Jacky Ickx: 1967-1979 (wins 8 races) Next? Jerome d’Ambrosio – Reserve Driver for Renault F1 in 2010 Bertrand Baguette – IndyCar Series for 2010 LSMF 2015 2 F1 – What it’s all about †¢ F1 season from March to November †¢ 24 drivers in 12 teams will run 19 races †¢ 2 Championships (Driver and Constructor) †¢ New rules every year (e. g. Points Awarded System in 2010) †¢ Sources of Revenue: Sponsorship and Prize money †¢ FOA (Formule One Administration) role consists in dividing up the royalties from medi a coverage and other revenues †¢ Motorsport Valley in Oxford, UK. 5 LSMF 2015 F1 – What it’s all about 6 LSMF 2015 3 F1 – Application What do you need in order to succeed in F1? In terms of resources and competences†¦ 7 LSMF 2015 F1 – Application Why do you think your team was successful during this period? 1. 2. 3. 4. Ferrari in the 1970’s McLaren and Honda in the 1980’s Williams in the 1990’s Ferrari between 1999 and 2003 LSMF 2015 8 4 F1 – Application Which of these resources and competences can be considered as a source of sustainable competitive advantage? 9 LSMF 2015 Capabilities for Sustainable Competitive Advantage We usually use 4 factors to identify which capabilities might provide a competitive advantage: 1. 2. 3. Value Rarity Create values for the customers Are rare Inimitable Through complexity, culture and history, and causal ambiguity (= difficulty to discern the causes and the effects underpinning an organisation advantage) Non-substituability cfr. Substitutes in the 5 forces analysis 4. 10 LSMF 2015 5 F1 – Application The answer is†¦ None ! 11 LSMF 2015 F1 – Application Why were they unable to sustain this success? What could they have done? 12 LSMF 2015 6

Market Share Essay Example For Free At Magic Help - Free Essay Example

Sample details Pages: 8 Words: 2540 Downloads: 10 Date added: 2017/06/26 Category Marketing Essay Type Case study Did you like this example? The objective of this essay is to examine the current marketing strategy and marketing activities of one of the big 4 supermarkets in the United Kingdom with particular reference to the adverse effect produced by low cost competitors entering the market. For this purpose, Tesco has been selected. Tesco represents one of Britains largest and most profitable supermarket, which overtook ASDA in 1995 and continued to increase its market share through the years (Corporate Watch, 2004; Ruddick, 2015). Don’t waste time! Our writers will create an original "Market Share Essay Example For Free At Magic Help" essay for you Create order In addition, Tesco was the first supermarket to (1) introduce value lines and cost effective price range of its own-label products and (2) present the first company loyalty card on the market (Corporate Watch, 2004). Therefore, it becomes plausible to suggest that the company is an excellent choice for a marketing strategy analysis in the current declining grocery retail environment of British brands. The structure of this essay is as follows: (1) a brief overview of Tescos generic marketing strategy, (2) an in-depth evaluation of the supermarkets existent marketing actions and tactics with the aid of the its marketing mix, (3) the impact of low cost competitors, (4) recommendations and suggestions for improvement, and (5) a summary of the main findings. The supermarkets broad market strategy can be categorised as market penetration and cost leadership. Firstly, market penetration has been defined by Ansoff (1957) to explain one of four business growth strategies. The strategy ref ers to involves attracting new customers, often achieved by gaining competitors customer base(s), in order to increase sales. Furthermore, Farris et al. (2010) identify two important metrics of market penetration penetration rate and penetration share. On the one hand, the penetration rate refers to the proportion of the relevant study population that has purchased the examined product category. On the other hand, the comparison between the brands customer shares with the markets overall customer population relates to penetration share. In relation to this, a key aspect in Tescos market strategy is attracting competitors customers (e.g. ASDA, Sainsbury, Morrisons), which is evidenced by its increased market penetration rate and share from 7.2% in 1971 to its peak in 2007 when Tesco accounted for 31.1% of the total UK grocery market share (Economics Help, 2014). In addition, according to data from March the current market share of Tesco is 28.7%, which positions the company as a mar ket share leader in the British groceries industry, however, this figure has decreased from the previous financial years (Kantar, 2015). Secondly, before the introduction of discount supermarkets, the company focused on cost leadership, which represents one of the three generic strategies devised by Porter (1980). Cost leadership relates to increasing ones market share through attracting price sensitive customers and implementing an effective price strategy that enables the company to offer the lowest cost product offerings. Tesco successfully managed to maintain cost leadership through three actions before supermarkets like Aldi and Lidl entered the British grocery retail market. These actions were as follow: (1) high utilisation of assets, meaning that large outputs are produced and the fixed costs are spread over high quantities allowing the company to manufacture single units at lower costs; (2) minimal direct and indirect costs in the production and distribution stages; and (3) strict control over the supply chain to ensure low costs (Gamble et al., 2010). Thus, the cost leadership strategy was an appropriate approach for Tesco, because it represents a large company that is able to take advantage of the economies of scale in the market. Nevertheless, presently the company is unsuccessful in maintaining its cost leadership due to the strong presence of budget supermarkets. The following part of the essay will specifically focus on the Marketing mix of Tesco product, place, price, promotion, which provides a better understanding of the companys present marketing strategy. Firstly, Tesco offers its target segments a wide range of high quality products at affordable prices. The balance between affordability and quality as well as Tescos Clubcard helped the company attain a relatively high level of competitive advantage (Winterman, 2013). Some of its various product categories consist of food, consumer electronics, financial services and clothing. This is in consistency with the findings from a study on customer perceived value, where four separate dimensions emerged explaining customer attitudes and behaviours emotional, social, quality and value for money (Sweeney and Soutar, 2001). Similarly, FernÃÆ' ¡ndez and Iniesta-Bonillo (2007) found that customers evaluate relevant benefits and costs involved in a purchase based on economic and cognitive reasoning. Secondly, the place element of the marketing mix refers to the distribution of products in locations where customers purchase products and services. In relation to this, Tesco emphasises product and service distribution in two main locations online and offline. On the one hand, the online sales channel is directly linked to Tescos website Tesco Direct, which suits the specific needs of the online shoppers presenting them with various delivery options (Tesco Direct, 2015). On the other hand, the offline channel of distribution involves four different store formats Tesc o Express, Tesco Metro, Tesco Compact and Tesco Superstore (Tesco Official website, 2015). Furthermore, Tescos initial pricing strategy can be characterised as price leadership, which represented an oligopolistic business behaviour, where there are a few companies that dominate the market and determine the price range (Kotler and Armstrong, 2010). The reason behind this price strategy adoption was the intense competition and other economic and behavioural factors in the British households i.e. cost conscious buyers (Business CafÃÆ' ©, 2009). Nonetheless, the company is no longer a price leader, but its pricing approach is still based on the marketing message Every Little Helps. In addition, Tesco is able to implement this strategy and remain to influence the retail market to a certain extent, because it evaluates and utilises the lowest cost materials for supply to achieve higher efficiency rates in the production processes. Fourthly, Tescos promotion comprises of a wide ra nge of media advertisements, regular announcements of promotions and discounts, point-of-sale marketing tactics, and sponsorships. These marketing activities are aligned with the companys generic strategy of cost leadership and support Tescos price advantage through profit maximisation in the long run as well as enhance the value of the brand. Hence, Tescos marketing communications are integrated to enable the company to better coordinate its mission, vision, objectives and interactivity with customers. With the aid of information technology advances (Zabkar et al., 2015). Integrated Marketing Communications were also found to generate a synergy effect through the integration of marketing activities, which also tremendously influences customers through different channels of communications reinforcing the same message (Ewing et al. 2015) Tesco has successfully managed to build loyalty in its customer segments through its most effective customer loyalty mechanism the Tesco Clubcard ( Tesco Clubcard, 2015). In relation to this, Hallowell (1996) found a direct correlation between customer satisfaction, loyalty and company profitability. Likewise, Lee-Kelley et al. (2003) suggest that customer retention tools not only aim to increase the companys profitability, but also establish long term relationships between sellers and buyers, which are fundamental to customer loyalty and also result in decreased levels of price sensitivity. Tescos marketing strategy, which comprises of cost leadership and market penetration, has been increasingly impacted by the presence of the foreign grocery store chains Aldi and Lidl as well as food commodity prices and the outcome of this has been continuous price cuts by Tesco to meet the customer demand for low cost product offerings (Butler and Wood, 2014). Furthermore, the authors suggest that further intensification of the market dynamics is caused by the growth of high street convenience stores and the rise of discounters (e.g. Po undland and BM), which is directly correlated to the altered consumer behaviour habits during the recession. In addition, business analysis of the current grocery retail market conditions suggest that Aldi and Lidls combined market share will increase to 12%-15% by 2020 (Allison, 2015). Nevertheless, according to a press release by KPMG (2014), it will be difficult for discount brands to fully challenge and erode the market of the big four, because grocery retail chains like Tesco command the store network market penetration and their market shares have existed for nearly 10 years. In relation to Tescos marketing mix and the intense price competition and dynamics in the market, two main recommendations can be made for Tesco to regain its lost market ground increased customer retention and an optimisation of its supply chain management to successfully recover its price leadership status. Due to the current intense competitiveness in the retail and food industry and the emergence of competitively low cost foreign supermarket chains, Tesco should firstly focus on increased levels of customer retention through the incorporation of effective customer relationship management systems. Numerous studies have demonstrated the importance of customer satisfaction in relationship marketing and customer retention. Specifically, Hennig-Thurau and Klee (1998) conceptualise relationship quality which refers to the extent of appropriateness of a relationship to fulfil the needs and requirements of a customer with regards to the relationship. One way to do this is further integrate the Tesco Clubcard to present loyal customers with various financial product offerings besides current accounts, mortgages and home insurance (Tesco Clubcard Perks, 2015). This will form relationships based on two factors quality and value-for-money, which will translate into loyalty and protect the company from switching customers. In order to adequately target and foster loyalty in the right cu stomer base(s), Tesco should understand which customer satisfaction elements have the greatest impact, and the amount of investments required to improve particular customer satisfaction elements (Rust and Zahorik, 1993). The second recommendation for marketing strategy enhancement is directly related to Tescos supply chain management, which will enable the company to regain its lost market share through becoming a cost leader. Fearne (2009) suggests that in the current business context, companies must pursue a value chain as opposed to a supply chain, which represents a chain of activities performed, in order to deliver valuable products and services to customers. There are two elements that are emphasised in value chains: (1) focus on demand pull, which places customers first and everything else subordinate to their needs and (2) concentration on the formation of collaborative relationships with suppliers. According to the author, these two actions enable corporations and large organisations to achieve competitive edge and sustain it over time. For Tesco this would mean careful selection of suppliers and establishment of collaboration opportunities with these suppliers and stakeholders to increase the value added to the processes and/or production. For example, in Wales the company can form relationships with local farms to purchase the highest quality meat and, once supplier loyalty takes place, discount prices can be demanded from the meat producers in exchange for continuous bulk buying. This will allow Tesco to present its customers with quality local meat at low prices, which will positively influence its lost cost leadership presence in the market. To conclude, the present work established that Tescos generic marketing strategy is dual regular market penetration to attract competitions customers and cost leadership to retain price sensitive and cost conscious customers. In terms of its extended marketing mix, notable actions are: (1) offering a w ide range of product categories, from which groceries remain the most popular category, tremendously contributing to the Tescos market leadership position, (2) alignment of marketing messages, communication and relative pricing, (3) various marketing and advertising activities, but the integral one remaining the loyalty card, and (4) simplicity and convenience with regards to shopping alternatives and store design. Following the discussion of Tescos extended marketing mix, two areas for improvement were recommended an increased emphasis on customer retention and loyalty through novel customer relationship management mechanisms and the development of a supply chain that adds value to the manufacturing processes through collaborative relationships. It is important that Tesco understands its customers needs and suppliers requirements, because the competition in the grocery retail industry has never been more severe due to business environments being dictated by the customers and the s uppliers. In other words, market orientation is no longer dominated by supply push exchanges and transactions, but by devising marketing strategies and promotions based on customer research and feedback. References Allison, I. (2015), Aldi and Lidl to consume 4% more of Tesco, Morrison, Asda and Sainsburys marketshare by 2020, [Online], Available at: https://www.ibtimes.co.uk/aldi-lidl-consume-4-more-tesco-morrison-asda-sainsburys-marketshare-by-2020-1505572?bcsi_scan_F872AB84FAA8A40E=3KZ+wD5+BA0QaUGyNZBt2R7iyyFnAAAAAe/zaw== Ansoff, I. H. (1957), Strategies for diversification, Harvard Business Review, Vol. 35, No. 2, p. 113-124. Business CafÃÆ' © (2009), Tesco pricing strategy The big price drop, [Online], Available at: https://www.tutor2u.net/assets/cafe/1011-tescopricing.pdf Butler, S. and Wood, Z. (2014), UK grocery sales in decline for first time in 20 years, [Online], Available at: https://www.theguardian.com/business/2014/nov/18/uk-grocery-sales-decline-price-war-asda-sainsburys-morrisons-tesco Corporate Watch, (2004), Tesco: Overview, [Online], Available at: https://www.corporatewatch.org.uk/company-profiles/tesco-overview Economics Help (2014), UK Grocery Market Sh are, [Online], Available at: https://www.economicshelp.org/blog/6288/economics/uk-grocery-market-share/ Ewing, M., deBussy, N. and Ramaseshan, B. (2015), Integrated Marketing Communications: Conflicts of Interest, Politics and Performance, Proceedings of the 1998 Academy of Marketing Science (AMS) Annual Conference, pp. 265-272. Farris, P., Bendle, N., Pfeifer, P. and Reibstein, D. 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