Tesco CEO Dave Lewis delivers the Marketing Society Annual Lecture 2016
10 March 2016
Tesco CEO Dave Lewis - Marketing Society Annual Lecture 2016
Delivered on: 10 March 2016
Location: The Royal Horseguards Hotel, London
Transcript: as delivered
Good evening ladies and gentlemen.
I was thinking as I met Martin beforehand, we were talking about the career path that takes you from a marketing career into a general management career, and we were commenting on how we have both done that. And then it occurred to me that actually having got to a reasonably successful general management career, you get to a place where you say – well, that’s not really enough. So at some point you say, do you know what, let’s change industry completely and see if we can spice it up a little bit more…
Now as he said already, I’m going to share with you some work on Tesco. I have to say in the last eighteen months I have faced some pretty intimidating audiences for one reason or another, but I have to say in lots of ways you are by far, in a way, the most intimidating. There are some people in the room who are better marketers then me for sure. There are people in the room who are for sure better presenters than I am, and I’ve got to now try and represent the work of my team who have been responsible for everything I’m going to share with you this evening in a way that engages you and also makes them proud.
When we were thinking about how we would do this with you, I didn’t want to read you a speech. I’m not very good at reading speeches and normally they’re not that entertaining, so I thought it would be inappropriate to talk about marketing without showing some marketing. So hence you see the screens to try and help distract the attention from me and put it onto the screens. But I was thinking about it and in terms of intimidating audiences in my first few weeks in the role, one of my competitors was kind enough when asked what they thought my role was, he very kindly said that ‘Dave would have to perform open heart surgery on Tesco in public.’ …which was an interesting way of framing it. And in a way he has a point.
So what I’m actually going to talk to you about this evening is brand cardiology. We are going to take the heart of the brand. I’m going to share with you a little bit about what it is that I think made that brand so phenomenally successful, and then I’m going to share with you a little bit about what it was that started to ail the heart of that brand and then a little bit about what it is we’re doing to try and recover it.
But I have a disclaimer, right, to cover the whole of the Tesco history and what made this brand successful in twenty-five minutes is nigh on impossible. I’ve tried to condense it. I’ve simplified it. There are people in this room, I know, who have worked on this brand in one form or another, directly, indirectly, in our business, in suppliers, in partners, in agencies, who have all in some way contributed to the success of this brand, and I know from the last eighteen months that everybody has an opinion, everybody has something they want to share. So if the chapter that you are involved in or the bit that you personally contributed in is not covered in the next twenty-five minutes I apologise. All the simplification is mine and if you don’t agree with the analysis then please come and tell me what it is I’ve missed at the end.
Now, look, the thing I need to stress before we get into the marketing bit is if ever you want to understand how a business and a brand work completely in harmony with each other, Tesco is it. If I were to summarise for you what it is that’s made Tesco successful it’s the coming together of these three things.
In Tesco we talk about the operating model and if you’re a supplier to us or you’ve worked with us you would have heard everybody in my business talks about the operating model. This really is the science of retailing. This is the detail, detail, detail of how logistics and shop floors work together hand in hand. And let me tell you, I was the chief customer officer for Unilever for about eight years, and there was a period of time, about a decade up until about 2007 to 2008, Tesco were the best in the world on this – bang on, absolutely bang on. It’s why everybody in the world was coming wanting to emulate Tesco and it’s why, dare I say it, there are so many ex-Tesco colleagues who are running retailers around the world. Because that ability, the operating model, the science of retailing, were so strong….The other part of that was, if you got the operating model working really well, then what you needed was lots of places to run it, and the property strategy was a key part. You know, being able to pick that model up and apply it to this market or this neighbourhood or that street was a huge part of it. So the property strategy and the ability to gain property and build stores was a big part of that growth that we’re going to talk about. But the bit that we’re going to focus on really, is the customer proposition.
But the customer proposition can’t work if those two other things don’t enable it. That’s why I’ve put it to you in this context. The thing that’s interesting about the customer proposition for Tesco, and forgive me again for my simplicity, is it was built on two things. I grew up in a world, when I joined Unilever in ‘87, where I was beaten around with what the functional emotional benefits of the brand were. In retail for Tesco, the functions are all about the service, the quality, the availability, the range and price – so the sheer physical offering. But what Tesco was also brilliant at was that capturing of the emotional benefit, and the encapsulation of that in the proposition that ‘every little helps’.
So when you look at the history, I could have shown you Dudley Moore. I could have shown you lots of Dotty. But there was a time when Tesco was really on its game, where we put the customer right at the centre of everything we did and asked ourselves how it is we could help. And the fact that we were confident enough to offer things such as that is what really started to build that brand. So all the functionality was there, but there was an emotional appeal that was also added and it had a sense of humour. You know, the interesting thing about the Tesco brand is it does have a certain sense of humour when it gets it right. But the interesting thing is that actually I picked a piece of advertising, but if you go further back the thing that’s really interesting in the DNA of the Tesco business is this champion for customers.
I particularly love this picture that Tracey, who is in the audience here, shared with me. It’s before my time. This is a Tesco colleague delivery in winter and you can see the conditions. He parked his van at the bottom when nobody else was out and he delivered six lots of grocery home shopping up the hill, pulling it in order that customers could be served. That’s really at the heart of what Tesco does.
It started a long time ago – first supermarket, first self-service shopping in 1948…
… I don’t know if you know there was a club that a lot of people in this room would have been very happy, there was a very cosy relationship in the sixties called retail or resale price maintenance. Tesco didn’t think that was in the interest of customers and lobbied and had it removed…
…. In the late seventies, the end of ‘77 I think it was, when there was a three day week, Tesco closed all of its shops and repositioned everything in its offer from a high-low offer into an everyday low price. It was called Checkout. That was about helping customers who are now faced with a three day week.
People talk about online shopping. This is Jane Snowball in Gateshead in 1984, making the first home shopping order on teletext to her local Tesco store. This is innovation. Who remembers this?
Talk about community impact. You know, computers for schools. At a point where computers were available, schools couldn’t afford them, Tesco stepped in. Customers helped.
Rewarding loyalty. It was mentioned before in terms of Clubcard. Great innovation done by Tesco….
…Then there was a period of time, and Tim and the guys are not here and there’s only one copy of this. Well there’s only one copy that I know of, and I’ll give it back to Michelle later. It’s the original ‘little helps’ book. This is the little book with 29 instructions. There were 117 or so little helps which were all about trying to do that for customers again. This was about parent and child parking, the other one that everyone talks about is providing baby changing facilities, and they go on and on. If you look through it, they all put the customer at the heart of it – think about how it is you can serve them better. Twenty-four hour shopping, personal finance, a range of own label brands. Tesco finest is now one of the largest food bands in the UK, bar none. Some new needs with the largest free-from provider of food in the country by a country mile, and from Jane’s start in 1984, we now have quite a significant grocery home shopping business in 99% of postcodes in the country.
So I wanted to give you an idea about the innovation that came around from putting the customer at the heart of the business. But given it’s a marketing presentation, I thought I had better share a few numbers, because I want you to get a sense of the brand. I want you to get a sense of the brand, and if you think about it in penetration, 90% of all customers in the UK shop with Tesco in a year.
Twenty million households of the 27 million households in the UK shop in Tesco in a twelve week period. I have been very fortunate in my career to work on some very big brands, but never have I seen a brand that has the touch that the Tesco brand has.
In those households there are 16 million active Clubcards. People who are loyal in their shopping behaviour to Tesco, and I thought I would share with you that there are 700,000 customers a week who let us into their homes, into their kitchens, and allow us to serve them in their homes with grocery home shopping.
In terms of frequency, about 42 million transactions in any one week, at Christmas time that goes up to 56 million transactions in a week. About 66 a second, so in the time I’m talking tonight it will be a bit more than 100,000 transactions that will have happened somewhere in the country, and on average people visit at least one and a half times a week.
One of my big learnings, moving from what Martin calls packaged goods to Tesco, is when I was running a brand, I might have a purchase frequency that was two or three times a year. Actually the frequency of touch of this brand is quite incredible, quite incredible. What it does mean is everybody touches it, everybody has an opinion – when you get it right everybody remembers. When you get it wrong everybody remembers, and we will come back to that in a little while.
So what happened between 1985, when there were a few brands together, we went from 15% market share to, in 2005, 31% market share. Quite a phenomenal achievement through that period. The chart in the middle is Brand Z’s Brand Power, it was the second most powerful brand in the country. The business won and I can understand why it was the most admired business three years out of four.
But something else happened whilst that success was happening. Whilst that brand was being built, there was something else happening that I’m interested in. We didn’t talk about it before: it’s interesting, something that Martin said, because what I’ve tried to do here – there’s nothing sort of scientific about what I’m going to say to you. But I’ve wanted to try and explain something to you which is really important.
Here is something about the UK psyche, something really interesting about the UK, and when you do as much work on the brand as I’ve done, you realise how important it was. It started from a place which said – look, there are all these challenger brands that are pretty similar. And what happened was Tesco became this sort of cheeky underdog. All of that challenging of the establishment that you saw in retail price was all there, and actually, the model, people liked it – you know, cheap Levis or some of the other things that were there, people liked it, really liked it. They liked the fact it was challenging the establishment. The underdog was starting to win and it started to build, and the momentum started to build.
The interesting thing is then when you get to a place where you’re the leader, people respect that. So some of the things that were happening were respected and people got it. And that’s the real sweet spot. You know, the liking is high, the respect is high, the engagement for your brand is perfect, and on you go.
Now, the interesting thing is, if you get to a place where, as Martin touched on, the liking starts to disappear, then actually you move to a place where – I was struggling for the right word here – it’s tolerated, it’s necessary, it’s functional, it works, but it’s not really something I feel positive about, and, if you get that wrong, you then end up back into a place where you have to start rebuilding.
And I think the thing I wanted to say to you here – talk about a brand like Tesco and the lesson out of this is, how you win has a massive impact on how it is that people see you and think about you when you start to lose. Particularly in the UK, but it’s very important because actually when we think about how it is we engage and rebuild the brand, we need to understand that we have some of this in our history.
So what happened was this. There was some long-time erosion of the brand power from the position I told you in 2007, and then the issue of the cataclysmic event of 2014, three weeks after I arrived, that meant that actually the trust in the brand hit a very very very low point. I’m not going to talk too much about the accounting issues – if you’ve got some questions I’ll try and answer them because there are still investigations ongoing, but basically, the reason it is important in this story is it was a catalytic change. There was a point at which there was a drama and you force yourself to re-evaluate in a way that perhaps you don’t when you’re just losing a little bit over time.
So, with that in mind, we set about rebuilding. We set about thinking about how we would rebuild. Now I have been responsible in Unilever for turnarounds of businesses from different parts of the world, and I became a very keen advocate of this idea of brand archaeology, going back into and understanding what it was that made the brand famous in its first instance, and thinking about how you make that relevant to today, rather than wanting to change it.
And that’s what we did, that’s how we set about it and, what we did, we listened. And I was going to ask you another question – everybody says, yeah ok, so you go and listen to your customers. The other thing that’s really interesting in the point of Tesco is I’ve got 325,000 customers who are more knowledgeable then any customer you could ever wish to meet. There are colleagues that, by their very nature, know more about our business than anyone else, but they are also very much customers. So talking to our colleagues about the business was by far and away the most insightful thing that we did.
Just to illustrate what I mean by this – one of the first things I did was I closed the office as much as I could on a Friday afternoon in the run up to Christmas and sent eight and a half thousand colleagues from head office to go and work in store again. To go and work with customers directly, to go and work with colleagues in store and to understand what it means to serve customers better. I invited colleagues to send me their thoughts and spent nearly 12 hours one Sunday reading more than 1,300 letters of advice to what it is that ailed the business and should happen.
Colleagues knew, colleagues remembered what had made it great, colleagues knew what it was people were saying, colleagues knew what it was they were having to do and they knew also what we should do about it. So we listened, we really tried to listen to customers every day in every shop. I can walk into any shop, one of the things we’re really good at is – I can walk into a shop and with a store manager I can look real time what his customer feedback is in every shop that we have. So getting customer feedback is actually something we are really good at, the question is – do you listen to it? Do you act? And they were telling us some really important things. And we weren’t being candid, we weren’t listening and we weren’t changing, but customers knew what they wanted from us.
Martin touched on it and there’s been a lot in the press. I’ve spent a lot of time with suppliers that I obviously knew about Tesco from my own experience. Jason and I met our top 60 in terms of size, to get a sense, and in the first four months or so I probably met north of 150-200 suppliers to just listen to what it was and how it was to work with us.
And I’ll never forget some of the conversations that I had with some other stakeholders. This picture is supposed to represent the City, and our stakeholders had some pretty candid things to say about what they were not happy about in their investments in Tesco and how we run it, and we needed to listen to that. So what did we do, we invested in our customer offer – if you remember what I said about the functional bit, yeah that’s what was there before, we spent a year putting people back in store, and we invested everything in service, availability, getting the range right and the price.
And this is the customer feedback about what it was we were doing and the impact it was having on the business. So we spent a lot when everybody wanted to do other things, we went back to that core operating model, core functional delivery and this is an experience brand. The one thing to really appreciate – it is an experience brand, this is not an advertising brand per se, it’s an experience brand – it’s what I feel, what I experience when I go in a store, do you have what I need – right price, right service, high touch.
The other thing we did is we put together a team, put together a very particular team – Blue Rubicon were first for those sitting in the room to help me listen, to help me think about it and then with BBH and some of the other partners you see on there, we talked about how it is we should engage. What it is, against the changing shape of how customers want to engage with us, we needed to do. This team have been extremely important to Michelle, myself and the team, and how it is we have rethought about our business.
And the output of that was a re-articulation of our purpose. What I’m going to share with you now, just very quickly, is what it was we shared with 8,000 colleagues from the UK in the NEC in the middle of last year about where it was we wanted to take the business.
The insight was we wanted to move from running shops to serving people. That operating model is really important. It runs shops better than any model anywhere in the world still today, if you let it run properly. But in itself it was not enough – so how do you take that capability and turn it into serving people. So as we articulated the purpose of the business, we talked about serving, we talked about the concept of what it is to serve. Yes, in the service sense in the store – but serving much more thinking about what it is we should be doing for customers more broadly. Responsibility, sourcing, the health agenda, what does service really mean for a modern retailer with the reach and touch and responsibility of Tesco.
We’re clear about Britain. One of the things that’s really interesting about Tesco is we are everywhere. We have a store in almost all postcodes in the UK. The critical thing is we don’t want to be national down. We want to be local up. This is the only word in the purpose that changes as you work down – so we can make it serving Yorkshire or serving Cambridge, depending on where that store is. If you hold that in your mind, it’s shoppers, it’s people, it’s a people-orientated business. But you all know there is a difference between understanding consumers and understanding the shoppers when they’re on a mission coming to a store like ours. So did we understand them in that moment of need, in that mission so that we could actually serve them better?
And the interesting thing, and important in terms of our personality and our humility as a brand, is ‘a little’. So serving Britain’s shoppers a little – not to overstate what it is we think we can do, but put those little helps into context in a way that they could experience them. A little better every day. And when you put all that together, what we are doing with our people is just trying to articulate why it is that we think the most important thing, the purpose of our organisation, is about serving Britain’s shoppers a little better every day.
One of the tests I learnt when you’re faced with marketing is: does the proposition of the brand really support the purpose? So if you think of anything to do with Tesco in what it is we are trying to do going forward, it is that ‘every little helps serve Britain’s shoppers a little better every day’.
So with that as a purpose we set about saying: what would we do with it? If you’ve seen some of this helpful advertising, really unusual, there’s no half price lamb, there’s no turkeys at half price-type communication. In here, we listen to customers and we say what are the little helps? I’ve only got a couple of examples but they’re all about what a little help is. So the one on the right – if you talk to customers they go, I hate spinach – I know I should give it to somebody but I can never work out how much to cook because by the time it finishes… So we made some advertising that said this much spinach gives you this much thing. Really simple, really just getting back to some of the little helps that mattered.
We did it in lots of different ways, so white wine. Apparently if you drink lots of white wine it’s terrible. The ice cubes dilute. You don’t like it really so little tips which are about how it is you can keep the wine cold without diluting them. Be it crackling. One I like in particular was – who’s got kids? Have to get to school, get kids’ feet measured, a nightmare, always people waiting, terrible. So we ran an ad which gave you your own foot measuring capability where you can measure on your own the feet of your kids. It’s the little help, just how can we serve you better so you can do it just like that.
Now one ad in a whole campaign. Lots of chatter about the campaign, some people like it, some people don’t, I completely understand some of that. I picked this one out because again hopefully you get that idea of a help. If you give a party and you’re cooking at home, the insight is – dare I say it, that it’s still the lady of the house – ‘I never get to see the people because I spend all my time in the kitchen’. Everything is at a different time and different temperature and actually, how do I get all that together. So actually developing products that mean I can put it all in at once, still allow myself time to be with my guests. ..hugely insightful. Put together in a campaign that’s about trying to get back to a family, trying to get people, trying to get back to some humour. And we’ve had some success. I don’t think any of us think we have got it cracked by any means, but I thought given it’s a Marketing Society bit of research, this is for that ad. This is what the tracking shows. When I look at it versus competitors it is very clear that we’re trying to build a brand rather than just selling a price position, but we have much more to do.
So those little helps are trying to serve Britain’s shoppers a little better every day. But it’s not just about that, not just about advertising. I haven’t put a lot of digital things in here – I suspect I’ll get a lot of questions about that. We have increased our investment in digital media significantly and seen some really good results, so easier to talk about than show it here, but the other thing that’s really important is some of the other things we have been doing.
So, community. You remember that reach, remember that frequency, remember that touch. Big problem: childhood obesity. Big problem: children don’t know very much at all about where their food comes from. Lots of insight. If you educate people about the food and where it comes from, they choose a more healthy diet. Best time to impact that is when children are young. So, over the last year, we have taken over 1.2 million school children and walked them through the food chain. Through our stores, through the back, and educated them about food. It’s absolutely amazing to see, if you walk into one of my stores, and you see small children with bibs walking through. That’s exactly what they’re doing, and if you think it’s strange and think it’s overblown – when I saw the pilot I sat in the store. And my team are laughing because they have all had this experience in one way or another and when you hear a young child who has no idea where their food came from, and – I kid you not – I sat in a store and somebody said: ‘so, where do you think eggs come from?’ The group didn’t know until one cheeky lad put his hand up and went ‘Tesco’. The level of education around food in this country is appallingly low, and it’s the help that we give and the way that we use our capability and share it.
If you’ve seen what we’re doing on plastic bags, Bags of Help will raise millions of pounds. All of it, every single penny of it, goes back into local community events for things that people vote on. The other thing that we’ve been doing over the last year is, and it started before my time but we built on it, is food collection. So over the last twelve to sixteen months we’ve donated with our customers 13 million meals to food banks as a way of helping what is still a very significant problem in terms of people not having access to food.
Quickly, there are other things in terms of partnerships. For nine years Tesco has had a sustainable dairy group. We have made that a sustainable agriculture group, so actually thinking about how it is we can work with British farmers.
Small suppliers… Lots is being said about that, but we are the only people who now publish our trading terms and if you’re a small supplier who works with Tesco you will get paid within 14 days of receiving an invoice. It’s interesting that some people who have joined Tesco as new suppliers have actually seen their payment days reduced versus what it was they were getting.
And the other thing which you will actually see launch tomorrow is that we have done some innovation with partners. The commitment we’re going to make tomorrow is that by the end of 2017 we commit that in our stores we will not put food to waste that’s safe for human consumption. And if you’re interested I can tell you some more about that.
In the product area, we have done quite a lot of innovation in product. I particularly like the one on the left but just for a bizarre reason. So did anyone buy an avozilla? Yes you did Tracey. This is an avocado that’s this big. So if you want guacamole for thirty this it. It’s quite incredible, but it’s about innovating with a partner and bringing something new which is interesting. The one that’s particularly interesting and I’ll tell you the story because I like it: who eats chillies? Who likes hot food? Ok. Who knows how you measure the heat of a chilli? There’s some food folk in the front. So a jalapeño, a US jalapeño chilli, on the scoville scale is three and a half thousand units, just as bench mark. The hottest chilli in the UK, until we introduced this one, was what’s called a scotch bonnet. 350,000 units on the scale. Anybody eaten one? Yeah, ok. This is called the Komodo dragon. This little beauty is 1.4 million and there are people in stores betting each other whether you can eat one.
Anyway, I digress. One thing that’s really significant – we’ve done a lot about reformulation, and we talk about it in soft drinks. Tesco own brand soft drinks. We reformulated and customers couldn’t tell the difference between the reformulation, but in terms of the calorie reduction from the sugar that we put in, when you times that by the volume that we sell: we took out of our own business four and a half billion calories. Small changes; massive impacts because of the reach and the frequency and the size of the business.
And finally, and one of my favourite ones, is the Free From range that I told you about as an innovation. I’ve got some of the best letters I’ve had since I’ve been here from mums who have watched their children at age 12 or 13 eat an ice cream for the first time, because this is the only gluten free ice cream at that time which was launched in the UK market. And just that ability to help somebody in that particular position is very powerful.
Proposition: every little helps. Brand guarantee: never pay more for your branded shops. They’re all the same. We want to make sure we’re competitive, take away the worry from the trip. Elsewhere in the business: 4G at no extra cost. If you are with Tesco mobile, little helps because data is what is really important nowadays, especially to children. And the ability of our bank so that you can see what the foregone interest is. So the idea of a little help in every bit of the Tesco business.
And finally: giving back. We do an awful lot of local community work, but we also, on the right hand side, have the largest health charity partnership. We have a three year deal where we support the British Heart Foundation and Diabetes UK. That will raise 30 million over that time period and if you want to know something about the impact of that: in our first year with Diabetes UK we doubled their total revenue through the donations that came through the store. So you double the impact of what it is that charity can do in research and development if you get behind it in the right way, and we’re keen to do that. This year is the fifteenth year we are the founding partner of Race for Life on breast cancer.
So look: is it working? We have this thing called spotlight. We look at what it is everybody says about all of the retailers. I have obviously taken them off so don’t read anything into the colour, there’s nothing in the colour, apart from the red one. We have been running the spotlight survey. It’s the one bit where we test customers against all of our competitors. We’ve been running it for many years and the one secret I am prepared to share with you is that all the measures we were measuring – we never got to the top of any one measure in the last twelve years that I’ve looked at.
This Christmas, given all the things we’ve just talked about, we ended up being top in three areas. One was the festive spirt in the store, one was about time of queuing, and the other one was around the look and feel of the store, the collaboration and the helpfulness of the colleagues. So if you think about what it is we were trying to build as a brand – that was what got fed back to us at Christmastime. And I suppose on that measure I’m hugely indebted to a lot of people in this room and elsewhere – we’ve actually seen quite a strong recovery in the index brand score.
So back to my point about this – it’s still crucial, still absolutely crucial, that we hire the best retailers in the world in terms of our operating model. It’s still crucial that we have the right property strategy which to Martin’s point is no longer big stores per se, although they still have a big role to play, but actually wherever, however, customers want to be served, we have to be there. And that proposition is still crucial. The point I would like to make to you is: it’s now purpose driven. Every little helps serve Britain’s shoppers a little bit better every day in the way that I have tried to describe.
And that’s it, that’s the brand cardiology. I have tried to show you a little bit of the heart of the brand, tried to show you a little bit about what it is that’s built the brand, and tried to show you a little bit about what it is that we’re doing to try and make the brand heart healthier again.
I think the critical thing two things for us, and I say this a lot in our business, we can’t talk our way out of things that we have behaved our way into. So it will take us some time. And it is important that the experience that we have with customers, with suppliers everywhere, that they feel the change, go back to that point about psyche. We need to show that we want to be different, need to behave our way differently, that’s clear. But the second thing is – everybody says to me, and you might ask me the same question tonight so I’m going to pre-empt you – which is: Dave what surprised you most about joining Tesco? And I’ll tell you two things. One is: I thought it was quick – when I was a supplier, I thought it was quick and now I’m on the inside, good lord is it quick. When we decide we are going to do something – right, god, are we quick I’ve never seen anything like it in terms of our ability to implement. We may not always decide quickly, but when we do decide, god does it work. That’s a joke for the Tesco folk in the room. But the other thing I say is: I didn’t know – and I worked with this business as a supplier for 28 years all over the world, and I’ve had some challenging encounters – I didn’t know how big the heart of the business is. I didn’t know how much it did for local communities, local charities, and what it is that colleagues do – that guy who carried all that shopping up that hill, the people this weekend who will be dressed as superheroes in quite ridiculous fashion in order to raise money for the charities that we’ve talked about.
And it says something about one of the things. If I could do just one thing in the time that I’m responsible for the business, it’s just allow the people in the business and allow other people to see the real personality inside Tesco, because its heart is enormous. These folk and 325,000 people who have lived through some very challenging times, but what they have done over the last twelve to sixteen months in facing into that, and recovering the business, is just quite awesome, really quite inspirational. And the brand lives or dies based on what it is these guys do every day in three thousand shops around the country. So their heart is very strong. I’ve seen it a lot over the last twelve months. I’m pleased for them that it’s sort of started to move in the right direction, and that’s Tesco. So I’ll stop at that point and subject myself to questions.