The planetary retail industry has metamorphosed more in the last seven decennaries than it has in the last seven centuries. History tells us that the retail concern depends on the economic and disposable income degrees of the public that moves from the Centres of economic want to the industrialised and comfortable environments. The development of the retail industry in the United Kingdom bears testimony to this phenomenon.

The last few decennaries have seen heterogenous enlargement in nutrient retailing in the UK, including the materialization of advanced store formats, superior logistics, capital spendings in new engineering, edification of supply concatenation procedures, and the uninterrupted growing of supermarket ironss ( Nicholson-Lord, 2004 ) .

This study takes up the nutrient retail sector, with peculiar mention to the schemes followed by Tesco, for scrutiny and analysis.

Supermarkets reflect, in the United Kingdom as elsewhere, the world of modern-day economic life and have an tremendous and polished influence over the food market supply concatenation ( Defra, 2006 ) .

The supermarket industry is lucritive and could be said to be profiteering at consumers expense, nevertheless recent probes into the industry by the competition commision show that this is non the instance “ the industry is presently loosely competitory and that, overall, inordinate monetary values are non being charged, nor inordinate net incomes earned. ” ( Defra, 2006 ) . The sector has changed and adapted over clip from entirely selling food markets to offering a broad scope of merchandises under one roof. With technologcal betterment and the cyberspace being used by the many, operations have besides moved online leting clients to shop for anything from staff of life and milk to auto insurance and telephones from their computing machine.

This structured study trades with: the cardinal macro factors in the development of UK supermarkets ; the current attraction of the supermarket sector, and ; Tesco ‘s growing scheme.

2. Key Macro Factors in the Evolution of UK Supermarkets

The retail concern in British metropoliss, till the 1960s, had a hierarchal agreement and focused on the cardinal commercial territories. It was balanced by a relatively minor figure of town or territory Centres, offering a strapping convenience-goods trading map, and a secondary array of comparing wares for peculiar metropolis Centres ( Bromley & A ; Thomas, 1993 ) .

The following phase of transmutation from the mid-1960s onwards: increasing prosperity and disposable incomes ; lifting degrees of vehicle ownership ; urbanization ; increased degrees of female engagement in employment, has driven new forms of consumer behavior and increased demand for specialized and sophisticated scopes of goods and services ( Bowlby, 2001 ) . This transmutation has been instrumental in altering the character of the urban retail landscape ( Bromley & A ; Thomas, 1993 ) .

Political and Legal

The supermarket sector is under changeless political ticker since limitation of competition and accusals of being an oligopolistic market arose. Probes carried out by the Competition Commission resulted in the acceptance of a Code of Practice, which has now been in operation for some old ages. The sector is besides under governmental force per unit area to increase its employment degrees, peculiarly because employment in the supermarket sector has non kept gait with growing ( Emerging, 2010 ) .

Economic

Supermarket operations are under force per unit area because of the on-going economic downswing. High unemployment degrees, along with stagnancy in consumer incomes, has affected consumer disbursement. Supermarkets are reacting with better offers through renegotiation of provider monetary values and betterment of operational efficiencies ( Tesco, 2009 ) .

Social

Social and demographic alterations play a major function in supermarket operations. For illustration, the ageing population, along with an increasing figure of female workers, individual parents and grass widows, is cut downing the frequence of repasts prepared at place. Increasing consumer focal point on wellness is taking to greater carrying of organic nutrients and Fairtrade marked merchandises ( De Chatel & A ; Hunt, 2003 ) .

Technological

Most supermarkets now have an on-line presence to market their merchandises and have set up efficient, good designed e-commerce web sites. Supermarkets use modern engineering in a figure of other countries e.g. electronic shelf labelling, client informations direction and supply concatenation direction ( Tesco, 2009 ) .

Environmental

Although supermarkets are really popular, they are scrutinised for increased dodo fuel ingestion due to goods transit and altering shopping forms, necessitating clients to drive to supermarkets.

Besides the debut of decreased use of plastic bags in supermarkets, Marks & A ; Spencer was a leader in cut downing the plastic bags used by its consumers ; a five pence levy was placed on each bearer bag in a command to control use. Other supermarkets although non bear downing clients to utilize the bags withdrew from the store floor and clients had to inquire if they needed the bags. Tesco introduced a clubcard strategy offering clients clubcard points to clients who do non utilize plastic bags.

3. Current Market Position of UK Supermarkets

It needs to be noted that the retail concern has evolved from an industrial to a post-industrial phase. More than 2.1 million people, about consisting about 10 per cent of the labour force, were working in retail distribution by 1992 ( Employment GazetteA November 1992 ) , and the biggest retail merchants are now among the major companies ( Lowe & A ; Crewe 1991 ) .

Competitive Competition

The supermarket sector witnesses intense competition between market participants. ” Supermarkets have grown at the disbursal of specializer nutrient stores ( e.g. grocers, green grocers, dairies, meatmans and fishwifes ) by offering wider merchandise scopes and lower monetary values under one roof ” ( keynote 2007 ) . The changeless monitoring of market portion, monetary value wars, advanced shopping formats, publicities and trueness strategies non merely show the competition nowadays but besides the battle each supermarket faces for client footsteps.

With the four chief supermarkets holding such a big market portion, the UK supermarket industry could be said to be runing as an oligopoly. However as shown by the competition committee and the Office of Fair Trading, there is no anti-competitive behavior taking topographic point. In real property monetary values would be lower for consumers in a absolutely competitory market instead than the oligopolistic market that is presently in the UK, nevertheless unless there is clear grounds of price-fixing or trusts it would be extremely improbable authorities will step in and take action to halt the large four supermarkets turning farther.

Dickering Power of Buyers

The power of purchasers can be interpreted in different ways. At first glimpse, they appear to be powerful because they have a broad scope of merchandises to take from, and can exchange from one supermarket to another. In antithesis, clients have lost the flexibleness, place grown service, and scope of green goods that was available with traditional suppliers.

Consumers may be loyal to their local supermarket, but by no policy or guidelines consumers are technically free to shop at any supermarket. The authorities through the OFT guarantee that a just monetary value is being charged to consumers. The consumer could be said to hold huge power as with the industry being so competitory and inducements ever being used clients are profiting. Besides the broad usage of the Internet now allows clients to look into monetary values and comparison merchandises online before buying, whether they purchase in shop or online. But they could be said to hold really small power as they can non negociate, the monetary values are set by the supermarket and can non be changed by the purchaser.

Dickering Power of Suppliers?

The power of supermarket providers…

Suppliers power is the most talked about force within the supermarket industry. UK supermarkets have immense buying power due to their dominant size and can demand merchandises at the monetary value and quality they require. The job facing providers is because there are so many providers if one fails to run into the demands of the supermarket so the supermarket can travel to another provider and acquire what they want. This gives them comparatively small or no bargaining power with the supermarkets.

The ‘supplier codification of pattern ‘ has been put in topographic point by the authorities to halt such bad pattern by retail merchants nevertheless its viability is yet to be seen. Many smaller providers are still stating that they are being bullied by the big supermarkets monetary value and other conditions. But as with any concern dealing, the marketer wants to achive the highest possible monetary value and the purchaser wants to maintain costs every bit low as possible, the involvements of fuss parties will be different.

Menace of New Entrants

The menace from new entrants is relatively weak because of the huge fiscal investings required to efficaciously come in the UK supermarket and superstore section. It is hard for entrants to put the capital required for infinite, assets, and highly sophisticated supply ironss. Other barriers include bing market portions, scale economic systems, merchandise distinction and client cognition expertness built by bing participants.

However with supermarkets necessitating be aftering permission for every new shop there are countries in the state in which smaller mugwumps which are wearket to acquire entree and launch or go on their concern. With the authorities offering many grants and revenue enhancement alleviation for little concerns it could be said that the market is still a free market to run in.

But by being a free market and unfastened economic system it besides allows big multinationals enter the uk supermarket industry through amalgamations and acquisitions as that of Wal-Mart buying Asda in 1999. By authorities non step ining it has allowed Asda to vie much more in the industry without the support it would dawdle behind its challengers well. This has besides been the instance with the amalgamation of Safeway and Morrisons. By non step ining the authorities has allowed the market to be less monopolistic as their would hold merely been two big participants, Tesco and Sainsbury ‘s.

Menace of Substitute Products/Services

The menace from replacements is weak because of evolved consumer purchasing wonts and the tremendous convenience provided by supermarkets. This was late illustrated by the failure of Aldi and Lidl who tried to take advantage of the economic recession by presenting new and more economical shopping formats.

The menace of replacements could be said to be irelavent as there is no replacement as everybody needs nutrient, nevertheless substitutes such as smaller specializer nutrient retail merchants could be seen as a replacement. With authorities accent on healthy feeding, the big supermarkets have started to label their nutrients nutritionary value in much more deepness. This oculd be seen as indirect intercession and authorities may hold really hindered smaller nutrient retail merchants who had found a niche in the market, and besides hence reduced the menace of replacements. But with some merchandises the monetary value inelasticity or luxury agencies that clients are willing to pay more for the merchandise, for illustration organic green goods from husbandmans markets.

However with more and more accent on healthy eating being made on all signifiers of media by the authorities, the green grocers, meatmans and other smaller units may be seeing an addition in gross revenues due to the freshness of their green goods. Customers from supermarkets may prefer to buy nutrient from these smaller retail merchants as they know the quality may transcend what they would usually buy and will be healthier. Clearly clients are willing to pay more where they

Drumhead

Whilst the industry may look to be attractive, because of the growing and profitableness being achieved by market participants, it is characterised by tremendous competition and really high entry barriers. Administrations seeking to come in the market demand to hold high capital militias, a consistent scheme, and the willingness to turn by acquisition, every bit good as through organic agencies. In decision the supermarket industry can be shaped and restrained by authorities intercession but by leting the industry to go on as a free market, everyone is seen to profit, whether it be consumers acquiring the best possible monetary value, doing providers supports, or the economic system as whole growth.

4. Tesco: Scheme and Growth

Tesco has a deep-seated and changeless scheme for growing, which has allowed the strengthening of its nucleus UK concern and growing into fresh markets. The implicit in rule of the scheme, laid down in 1997, was to enlarge the span of the concern to let the bringing of a sturdy and protracted long-run growing ( Quick facts, 2009 ) . This can be achieved by prosecuting current Tesco clients and promoting them into buying from its other domestic concerns, including fiscal services, non-food and telecommunications ( Quick facts, 2009 ) . They are presently ranked 4th in planetary retail gross revenues and operate in 13 states in 2008 ( Delloite 2009 ) .

The aims of this five pronged scheme are ( a ) to be a successful planetary retail merchant, ( B ) to turn the nucleus UK concern, ( degree Celsius ) to be every bit robust in nutrient and non-food sections ( vitamin D ) to scale up retailing services like Tesco Personal Finance and ( vitamin E ) to put community at the Centre of its scheme ( Tesco plc, 2009 ) .

In being a successful planetary retail merchant, Tesco has long practiced the normally used ‘glocal ‘ patterns which encompass the land worlds of the local environment with the planetary best concern patterns. Bing close to the consumers enables speedy reaction times, particularly in the current downswing, to the local alterations as they happen in its markets across the universe ( Tesco plc, 2009 ) .

Dunnhumby, the consumer research entity that enabled Tesco ‘s Clubcard trueness strategy, has brought about a deep apprehension of the consumers ‘ wants. This was developed through many old ages of research in client penetration accomplishments and purchasing forms. ( Tesco Group, 2010 ) .

Market Penetration

During the last recession, ‘Value lines ‘ was launched in the state to supply the cheapest food market merchandises, inclusive of discount houses. Keeping quality in head, Tesco made the biggest alteration to their merchandise scope by establishing 500 new points as portion of their ‘Discount Brands ‘ ( Tesco plc, 2009 ) . The alone efficiency salvaging program called ‘Step Change ‘ has already delivered ?540 million of productiveness and other alterations. These have been ploughed back chiefly into efficiency undertakings that encompass the full concern from shops and terminals to the office ( Tesco plc, 2009 ) .

Examples of such betterments include cut downing energy ingestion in shops, extinguishing 52,000 shop bringings by agencies of larger-fill transit, taking to added nest eggs of 12 million route stat mis. Besides, the debut of new ego check-out procedure engineering for shops, every bit good as presenting open uping engineering to let electronic check-in of staff of life and milk terminal bringings taking to a ample remotion of paperwork and disposal ( Tesco plc, 2009 ) .

Tesco ‘s offer of five pence of a liter of fuel in their gasoline Stationss, this a signifier of market incursion in an purpose to acquire more clients through the doors in its supermarket operations, while giving them a price reduction on fuel. This scheme employed by Tesco could be seen every bit successful as the publicity is offered on a regular basis on a short term footing, besides competitor Sainsbury ‘s besides do the publicity on a regular footing.

Diversification

The non-food market remains an indispensable constituent of Tesco ‘s long-run scheme, since it encompasses a market similar to that in size of nutrient, and provides a huge chance. Empirical information strongly suggests that the consumer will purchase, even in hapless economic conditions, when they see value. By merchandises being sourced globally, consolidating cargo volumes and puting in purchasing hubs, Tesco are able to work economic systems of graduated table to guarantee clients have the best possible monetary value. ( Tesco plc, 2009 ) .

The planetary buying office based in Hong Kong is accountable for purchasing 100,000 non-food merchandises for the full Group and, wherever possible, the purchases are sourced straight through mills without affecting agents. This sourcing squad last twelvemonth shipped 72,000 containers from 54 ports. The sourcing hubs based mostly in Asia and Europe guarantee that the goods are delivered from ethical beginnings, on clip, and in the best monetary value and quality ( Tesco plc, 2009 ) .

Merchandise Development

The Tesco web site has about 1.5 million hits per hebdomad and Tesco Direct, which is controlled within tesco.com, is effortlessly accessible to clients via the cyberspace and their catalogues ( Tesco plc, 2009 ) .

The strategic retailing services comprise of tesco.com, on-line shopping channels, Tesco Direct, telecoms, and Tesco Personal Finance. All fiscal merchandises are gettable online and over 50 % of clients choose to buy in this mode ( Tesco plc, 2009 ) .Tesco has targeted profitableness growing in the services division from about ?400 million in 2007/08 to ?1 billion over the following few old ages ( Tesco plc, 2009 ) .

High quality patterns for supply concatenation and client relationship direction, used in concurrence with Point of Sale ( POS ) package, has enabled Tesco to pull off a paradigm displacement in its nucleus retail concern. This has enabled Tesco to make out to its exsisting clients in order for them to use the other retail services available. A critical basis of Tesco ‘s scheme is to strategically place the community at the nucleus of its operations. The Group has taken a leading function in its attempts towards clime alteration and environmental duty, and has set ambitious marks to cut down emanations in its ain edifices and distribution webs ( Tesco plc, 2009 ) .

Market Development

Tesco is now the first UK retail major to exhibit the full C footmark of all its own-label milk ranges, excepting organic milk, and has vowed to footprint 500 merchandises by the twelvemonth terminal. Reassuringly, research has now established that 50 % of shoppers surveyed now realise the proper significance of “ C footmark ” , as against merely 32 % of shoppers surveyed in the old twelvemonth ( Smithers, 2009 ) .

Extensive examination of gross revenues and trueness card information has enabled Tesco to choose the chief points for economic system witting purchasers. This has enabled monetary values to be reduced on of import ingestion goods, in order to help clients in the hard economic conditions every bit good as crushing rival monetary values ( Tesco plc, 2009 ) .

In response to the menace posed last twelvemonth from the fast-expanding price reduction shops, including Aldi, Tesco reacted quicker than rivals in taking a stance. The launch of the “ Discount Brands at Tesco ” strategy presented monetary value deflation, instead than anticipating clients to downgrade, in contrast to rivals. The enterprises chief purpose was to retain the current market portion held by Tesco and forestall these price reduction shops from geting farther market portion.

Tesco was the first major participant in the on-line food market market ( Mintel, 2010 ) , giving it the first mover advantage. This has allowed Tesco to construct up a strong client base as at one point, it was the lone UK supermarket to offer onlne food markets. Their portion is steadily worsening as their rivals are besides offering clients the easiness of shopping online by holding an on-line presense. Although it operates transacional web sites for three states many of its gross revenues are generated in the UK. It began merchandising with nutrient merely but in merely three old ages of operation it expanded and launched the non-food subdivision, Tesco Direct. From 2004 – 2008, Tesco.com gross revenues as a per centum of all uk gross has grown from 2.6 % to 5.0, this is shown in Appendix… …

Tesco ‘s online division has been so successful that two shops have had to be opened merely to service on-line demand ( Mintel, 2010 )

5. Decision

Supermarkets and superstores are an incontestable portion of the geographical contours and the economic foundation of UK society. Such supermarkets, consisting of Tesco, Sainsbury ‘s, ASDA, Waitrose and Morrison, provide about 80 % of the nutrients consumed by UK occupants and play an of import function in the finding of consumer pick across the state.

The growing of supermarkets, much of which has occurred during the last few decennaries has been driven by the rapid and far making transmutation of UK society, characterised by increasing prosperity and disposable incomes, lifting degrees of vehicle ownership, urbanization, increased degrees of female engagement in employment has driven new forms of consumer behavior and increased demand for specialized and sophisticated scope of goods and services ( Bowlby, 2001 ) . This transmutation has been instrumental in altering the character of the urban retail landscape.

Tesco, the clear leader of the UK supermarket sector, and otherwise an high illustration of British commercial and retailing accomplishments, has invariably adopted a cardinal and firm scheme for growing, which has reaulted in the changeless strengthening and enlargement of its nucleus UK concern and helped it to turn into new markets. The primary rule of its scheme, which is now being followed for more than a decennary, lies in enlarging concern span iin order to let for bringing of robust and and uninterrupted growing.

Recent old ages are besides witnessing much improved corporate citizenship in the supermarket sector, with respect to the purposeful and determined support for wellness and organic nutrients and sustained attempts to cut down fossil fuel ingestion and nursery emanations.

Appendixs

Appendix 1 ( Tesco Group, 2009 )

Five twelvemonth sum-up

IFRS

2005

20061

2007

2008

2009

53 hebdomads

Fiscal statistics

A

A

A

A

A

Group gross revenues ( including VAT ) ( ?m )

36,957

43,137

46,611

51,773

59,426

Gross ( excepting VAT ) ( ?m )

A

A

A

A

A

United kingdom

27,146

29,990

32,665

34,8586

38,191

Rest of Europe

3,818

5,095

5,559

6,872

8,862

Asia

2,902

4,369

4,417

5,552

7,068

United states

–

–

–

166

206

Entire Group

33,866

39,454

42,641

47,298

54,327

Operating profit2A ( ?m )

A

A

A

A

A

United kingdom

1,556

1,788

2,083

2,1646

2,540

Rest of Europe

243

263

324

400

479

Asia

153

229

241

294

343

United states

–

–

–

( 67 ) 6

( 156 )

Entire Group

1,952

2,280

2,648

2,791

3,206

Operating net income margin2

A

A

A

A

A

United kingdom

5.7 %

6.0 %

6.4 %

6.2 % 6

6.7 %

Rest of Europe

6.4 %

5.2 %

5.8 %

5.8 %

5.4 %

Asia

5.3 %

5.2 %

5.5 %

5.3 %

4.9 %

United states

–

–

–

n/a6

n/a

Entire Group

5.8 %

5.8 %

6.2 %

5.9 %

5.9 %

Share of consequences of joint ventures and associates3A ( ?m )

74

82

106

75

110

Net income on sale of investing in associates

–

–

25

–

–

Net finance costs3A ( ?m )

( 132 )

( 127 )

( 126 )

( 63 )

( 362 )

Net income before revenue enhancement ( ?m )

1,894

2,235

2,653

2,803

2,954

Taxation3A ( ?m )

( 541 )

( 649 )

( 772 )

( 673 )

( 788 )

Minority involvements ( ?m )

( 3 )

( 6 )

( 7 )

( 6 )

( 5 )

( Loss ) /profit for the period from discontinued operation4A ( ?m )

( 6 )

( 10 )

18

–

–

Net income for the fiscal twelvemonth attributable to equity holders of the parent ( ?m )

1,344

1,570

1,892

2,124

2,161

Underliing net income before tax5A ( ?m )

1,925

2,277

2,545

2,846

3,128

Enterprise value7A ( ?m )

27,910

30,841

40,469

37,656

35,907

Basic net incomes per share8

17.52p

20.20p

23.61p

26.95p

27.50p

Diluted net incomes per share8

17.30p

19.92p

23.31p

26.61p

27.31p

Dividend per share9

7.56p

8.63p

9.64p

10.90p

11.96p

Tax return on stockholders ‘ funds10

23.2 %

24.9 %

26.7 %

25.1 %

23.9 %

Tax return on capital employed11

11.8 %

12.7 %

12.6 % 16

12.9 % 17

13.0 % 20

Group statistics

A

A

A

A

A

Number of shops

2,334

2,672

3,263

3,751

4,332

Entire gross revenues country – 000 sq ft12

49,135

55,215

68,189

76,338

88,451

Average employees

335,750

368,213

413,061

444,127

468,508

Average full-time equivalent employees

242,980

273,024

318,283

345,737

364,015

UK retail statistics

A

A

A

A

A

Number of shops

1,780

1,898

1,988

2,11518

2,28221

Entire gross revenues country – 000 sq ft12

24,207

25,919

27,785

29,54918

31,28521

Average shop size ( gross revenues country – sq foot ) 13

31,677

32,816

34,209

35,05518

35,21521

Average full-time equivalent employees

163,006

175,459

184,461

193,917

194,420

UK retail productiveness ( ? )

A

A

A

A

A

Gross per employee14

166,534

170,923

177,084

179,840

196,436

Net income per employee14

9,564

10,190

11,292

10,81419

13,065

Weekly gross revenues per sq ft15

23.89

25.06

25.48

25.43

26.21

1. Consequences for the twelvemonth ended 25 February 2006 include 52 hebdomads for the UK and ROI and 14 months for the bulk of the staying International concerns.

2. Operating net income includes integrating costs and profit/ ( loss ) originating on sale of fixed assets. Operating border is based upon gross excepting VAT.

3. Share of consequences of joint ventures and associates is declared cyberspace of the involvement and revenue enhancement of the Group ‘s joint ventures and associates. The Group ‘s charges for involvement and revenue enhancement have been reduced by these sums.

4. Consists of the net consequence of the Taiwanese concern which was sold during 2006/7.

5. IFRS implicit in net income excludes IAS 32 and IAS 39 ‘Financial Instruments ‘ – Fair value remeasurements, the IAS 19 Income Statement charge, which is replaced by the ‘normal ‘ hard currency parts for pensions, IAS 17 ‘Leases ‘ – impact of one-year upheavals in rent and rent-free periods and IFRS 3 Amortisation charge from intangible assets originating on acquisition. For farther inside informations of this step, A see accounting policies.

6. Consequences have been restated to reflect the US as a separate section.

7. Market capitalization plus net debt.

8. Basic and diluted net incomes per portion are on a go oning operations footing.

9. Dividend per portion associating to the interim and proposed concluding dividend.

10. Net income before revenue enhancement divided by mean stockholders ‘ financess.

11. The numerator is net income before involvement, less revenue enhancement. The denominator is the deliberate norm of net assets plus net debt plus dividend creditor less net assets held for sale.

12. Shop sizes exclude anteroom and eating house countries.

13. Average shop size excludes Express and One Stop shops.

14. Based on mean figure of full-time tantamount employees in the UK, gross sole of VAT and operating net income.

15. Based on leaden mean gross revenues country and gross revenues excepting belongings development.

16. Excludes one-off addition from ‘Pensions A-Day ‘ , with this one-off addition ROCE was 13.6 % .

17. Using a ‘normalised ‘ revenue enhancement rate before start-up costs in the US and Tesco Direct and excepting the impact of foreign exchange in equity and our acquisition of a bulk portion of Dobbies.

18. Excluding 53 US shops and 22 Dobbies shops.

19. Excluding start-up costs in the US and Tesco Direct and adjusting mean figure of full-time tantamount employees in the UK to except US and Tesco Direct employees – net income per employee would be ?11,317.

20. Excluding acquisition of TPF and Homever, and India start-up costs, and after seting for assets held for sale. Calculated on a 52 hebdomad footing, ROCE for 2008/9 is 12.8 % .

21. Excluding 24 Dobbies shops.

Appendix 2 ( Tesco Group, 2009 )

Quick facts

Staff worldwide

468,508

Staff in the UK

286,394

Shops worldwide

4,308

Entire shops in the UK

2,282

By format…

177

Excess

A

10

Homeplus

A

448

Superstore

A

174

Metro

A

961

Express

A

512

OneStop

Number of markets

14

Which markets

China, Czech Republic, A Hungary, India, Japan, Malaysia, Poland, Republic of Ireland, Slovakia, South Korea, Thailand, Turkey, UK, USA

Facts correct May 2009

Appendix 3 ( Tesco Group, 2010 )