Share Name Share Symbol Market Type Share ISIN Share Description
Tesco LSE:TSCO London Ordinary Share GB0008847096 ORD 5P
  Price Change % Change Share Price Bid Price Offer Price High Price Low Price Open Price Shares Traded Last Trade
  +0.90p +0.44% 204.55p 205.20p 205.30p 205.95p 202.90p 204.25p 29,012,285 16:35:28
Industry Sector Turnover (m) Profit (m) EPS - Basic PE Ratio Market Cap (m)
Food & Drug Retailers 55,917.0 145.0 -0.5 - 16,749.40

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Date Time Title Posts
14/2/201712:13Is this fraud by Tesco's?1

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Tesco Daily Update: Tesco is listed in the Food & Drug Retailers sector of the London Stock Exchange with ticker TSCO. The last closing price for Tesco was 203.65p.
Tesco has a 4 week average price of 175.30p and a 12 week average price of 175.20p.
The 1 year high share price is 219.40p while the 1 year low share price is currently 165.35p.
There are currently 8,188,415,284 shares in issue and the average daily traded volume is 32,246,419 shares. The market capitalisation of Tesco is £16,749,403,463.42.
dondee: So......, what happened to tsco share price earlier? Fat finger somewhere?
bones698: OK here's a few quick examples Tesco cheese was 200p now 270p. Warburton loaf was 100p now 105p ham was 169p now 199 etc etc some serious increases. And no Tesco's seems the only retailer to have inflated its prices and certainly by amounts like that. Still if some of you want to believe in fairies so be it. They did the same thing a few years ago and everyone saw the result with the collapse in share price. Guess what's coming again when it filters through in 12 months time. People will go elsewhere it's simple. I think some of you have me confused with another bones as this is the first time I have ever posted on here BTW. I can see I'm talking to the usual few planks of wood though so goodbye and don't come back crying and moaning when it goes pear shaped but they always do. Tournesol my point is the last time they did this it hurt the company badly and they quickly returned to slashing prices after a torrid set of results die to the hikes. I'm just saying be very weary it might happen again in the near future if history is anything to go by.
jeffian: Sorry if this has already been covered but, although a TSCO holder, I haven't been following this thread. Given that the clearance of the Booker deal without requiring TSCO to offload any existing stores seems to have surprised commentators who say this is an unexpectedly good outcome for TSCO, I'm slightly surprised there hasn't been more of a re-rating of the share price. I might get the response "it was already in the price" but if that was so, why were the commentators so surprised?!
bones698: Anyone invested here be ready to sell out in the coming months imo as Tesco has recently greatly increased its prices again and shops are already seeing much lower customer numbers from what I have seen.! They did this last time and the share price got hammered 12 months on when the figures came through. They lowered the prices for a but after the debacle but have resumed normal service again and I believe this will filter through in coming results. In a market full of much cheaper competition Tesco will suffer hugely by doing this. It's not like the increase in prices was small or subtle but they are huge upto a third on many items. I and many people have stopped shopping there in the last few months. Just a word of caution
filmster: I blame the saye. Every year share price goes up just before they announce the share price for saye and then share price drops. Sp should recover though as Xmas sales ans black Friday are on there way
philanderer: Sector movers: Food retailers bought, oil stocks see profit taking (ShareCast News) - Food retailers led UK stocks higher on Wednesday amid a report about improving shop prices and a strong update from wholesaler and convenience store owner Booker. Although the BRC-Nielsen shop price index revealed overall shop price deflation eased to 0.3% in June from the 0.4% drop in May, food inflation persisted. Food prices rose 1.4% in June as they did the previous month, with fresh food prices up 1.4% in June, 0.2 percentage points higher than in May and the highest increase since February 2014, while ambient food inflation softened to 1.% from the 1.8% increase in May. Booker reported growth in like-for-like sales in the first quarter thanks to the late Easter and favourable weather, boosting Tesco, which is currently awaiting regulatory permission to take over the wholesaler. Broker Shore Capital said food inflation was "more of a positive than negative feature of the investment case for the supermarket segment". However, ShoreCap was cautious on Booker even though acknowledging the wholesale's quarterly performance was outstanding and ordinarily would have driven upgrades and a demonstrably positive share price reaction. "However, the decision to merge with Tesco, one of the worst performers in the FTSE-100 in CY2017, means that the Booker share is now a function of the supermarket chain. So, recovery, deleverage and negative sentiment to Amazon-Whole Food Markets is controlling Booker's share price as well as Tesco's. In time this may work through if the CMA grants approval for the merger. "However, if the CMA puts forward unpalatable remedies to Tesco then the de-rating risk to Booker could be considerable." HTTP://
portside1: Performance Share Plan (PSP) The performance measures for the PSP award for 2016/17 have been changed from those used in 2015/16. The priority is to have a plan aligned with three key strategic priorities: PSP measures Performance measure Weighting Definition of measure Relative TSR vs index comprising companies from FTSE350 Food & Drug Retailers and FTSE350 General Retailers indices 50% Growth in share price plus dividends reinvested. These incorporate Tesco’s key competitors within the FTSE350 Food & Drug Retailers and FTSE350 General Retailers indices. The groups are weighted towards the Food & Drug Retailers to reflect Tesco’s long-term business split between food and general retail Retail cash generated from operations 30% Cumulative retail cash generated from operations +/- movement in working capital, excluding Tesco Bank Key stakeholder measures 20% Three stakeholder metrics: customers, suppliers and colleagues • delivery of significant value to shareholders through share price and dividend performance; • returning the business to be one that generates sustainable, quality cash flow; and • building trust with key stakeholders (customers, suppliers, colleagues). Therefore, we will use a combination of relative Total Shareholder Return, Cumulative Retail Cash Generated from Operations and key stakeholder measures to determine the vesting of awards. so why have no shares been clawed back all shares issued over the last 5 years should be cancelled under these rules , the share price as only fallen not gone up and to get these free shares the share price has to be over 275p
lufc5: Less than three years ago, Tesco (LON:TSCO) was in dire straits. It had recently announced a possible overstatement of profits, its sales growth was negative and its outlook was downbeat. Fast forward to today and the company’s potential for rising profitability as well as an increasing share price is high. The catalyst for this revolution is the company’s CEO, Dave Lewis, and the rest of its management team. Although a relative unknown when he took the job in September 2014, he has had a huge influence on the company’s fortunes. He and his team have made the business smaller, simpler and provided a clear sense of identity for a company which was becoming lost in its pursuit of conglomerate-like status. The speed of change at the company has probably surprised most investors. However, it shows the difference which can be made by having the right management team in place. In my view, a company’s reputation, balance sheet strength and economic moat count for little unless the right team is in place to manage it. Scope for change Prior to the arrival of Dave Lewis as CEO, Tesco had become a jack-of-all-trades and, arguably, a master of none. It had diversified into a number of frivolous sectors which ultimately sapped management time and investment capital away from the majority of its business. For example, it sought to become a major player in the USA grocery industry via its Fresh & Easy brand. While it was at times able to post strong LFL sales growth, high profitability proved elusive despite significant investment. At the same time as expanding into the USA, Tesco also sought to diversify its operations away from groceries. While this is understandable in some respects, since the company had become the dominant grocery store in the UK, the choice of industries was sometimes difficult to follow. For example, Tesco decided to sell its own tablet, purchased garden centres, coffee shops and even ventured into used car sales for a short while. None of these ventures proved as successful as had been envisaged and they created, rather than reduced, risk in my opinion. All of these changes were being put in place at a time when Tesco faced its biggest challenges in a number of years. UK consumer spending was under severe pressure and no-frills alternatives such as Lidl and Aldi were grabbing market share. At a time when it should have been seeking a ‘lean and mean’ efficiency drive, Tesco had lost focus and discipline. Major changes The enormity of the task facing Tesco’s new management team was difficult to overestimate. However, a number of simple, logical decisions helped to gradually turn the company around and even more importantly, set out a clear vision for how the company would change in the long run. …a number of simple, logical decisions helped to gradually turn the company around… First, Tesco returned to being a grocer. Non-core activities were shunned in order to create a simpler, more efficient and more manageable entity. Second, Tesco focused on its UK operations. While controversial at the time given its success in territories such as Korea, this decision allowed the company’s management to drive all capital into improving the bulk of the business. Third, Tesco sought to compete with lower-cost rivals through reducing the ranges on offer, cutting costs and also investing in store refurbishments and customer service. The latter of these changes helped to create a degree of customer loyalty and product differentiation versus Aldi and Lidl. This resonated well with customers at a time when the UK economy was emerging from the financial crisis. Although still highly price conscious, real-terms wage growth helped to dilute the focus on price and make other factors such as convenience, customer service and quality more important to the company’s target market of customers. Future strategy While Tesco has become a better business under its current management team, it faces an uncertain future. Inflation and wage growth in the UK are now at the same level of 2.3%. However, it seems highly probable that inflation will surpass wage growth in the coming months, since a weak pound is gradually filtering through into higher prices. This is likely to cause a squeeze on consumer spending and lead to a more price conscious consumer. In response, Tesco is continuing to improve its financial strength and core profitability. It reduced net debt by 27% in the most recent financial year and is on course to deliver £1.5 billion in cost savings over the medium term. This could allow it to reach an operating margin of 4% by 2020, which would represent an almost doubling of its current operating margin of 2.3%. Given the potential for lacklustre sales growth due to weakness in consumer spending, efficiency and sustainability measures could help the company to outperform its rivals. Alongside this, investment in its core products such as the £300 million announced in its full-year results may also prove to be a sound strategy to pursue, given the likelihood of greater competition within the UK grocery industry. Outlook In my opinion, Tesco is one of the most successful recent turnaround stories in the FTSE 350. Although its recovery is not yet complete, its transition from failure to success has been swift and at least partly unexpected. It is now positioned to deliver double-digit EPS growth in each of the next two years and has become a more efficient and sustainable growth opportunity for investors. Key to this has been its current management team. They have refocused the business on the UK, left behind dreams of a conglomerate-like business model and sought to deliver an improved product offering to compete for customers. While economic difficulties could lie ahead, the continued focus on efficiency and the possible synergies from the Booker acquisition could drive Tesco’s profitability and share price higher.
alphahunter: As often with mergers/take-overs, there has been an overshoot in TSCO share price. Day-trading short is looking good.
mornington crescent: kazoom the chart was posted as much for its entertainment value as anything else One year charts for MRW and OCDO look very similar SBRY ia about a quarter of the size of TSCO and so is MRW so comparison is not very meaningful SBRY share price is lower than it was 20 years ago (thats as far back as my charts go, so I dont know where the floor might be TSCO share price has fallen to where it was 10 years ago but has reached an obvious chart support level
Tesco share price data is direct from the London Stock Exchange
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