A spot of Tesco bashing anyone?

Well, amidst the relentless succession of bad news – another nationalisation, nose-diving stock markets, the Powers that Be in disarray over what to do about it – at least one company appears to be faring OK under the economic onslaught.

So will we celebrate this news, grasp it as evidence that you can manage your business to be successful even in such difficult times, draw strength for our own particular set of circumstances?

Of course not! This is Tesco we are talking about – that giant aunt sally of an organisation that cannot do right for doing wrong. It is a national sport to engage in Tesco bashing at every available opportunity, so why waste this one?

So what has Tesco done so badly wrong to incur our wrath in this way? Well, been successful really. Very successful.

It is a curiously British thing, this suspicion of success. As business owners, we aspire to it and yet seem to resent those who have achieved it. To my mind, this is very much a victim mentality.

Victims blame circumstances, other people, in fact anything outside of their control for their lack of success – their destiny is anywhere but in their own hands! The higher the profile of the supposed “cause” of their failure, the better – Tesco, the credit crunch, global warming, the wettest August since 1066, whatever.

Victors, on the other hand, take full responsibility, ownership and accountability for their own success.

Whatever, your personal views on Tesco, they most certainly fall into this category. Have they always been this mighty juggernaut? No, they started from nothing as we all do – in 1919 selling surplus groceries from a market stall in the East End of London, to be precise. Have they always been this successful? No –remember when Sainsbury’s dominated the grocery market?

What they have done is to really understand their customer and offer true value to them (Clubcard is a fantastic example of this), anticipate market developments (e.g. tesco.com, Tesco Personal Finance) and deliver with a high level of operational effectiveness.

They are by no means perfect and have made many mistakes along the way – and will continue to make them as they trial new initiatives and enter new markets. But that is the essence of good business.

You can learn a great deal from a company such as Tesco, if you choose to, and utilise it to grow and develop your own business. Or you can bemoan their success and every other external factor that keeps you from facing reality.

It's your call.