Tesco is one of the worlds leading international retailers. Since the company first the trading name of Tesco, in the mid 1920s, the group has expanded into different formats, different markets and different sectors. The UKs leading retailer Tesco was floated on the stock exchange in 1947 and in 1995 took over rival Sainsburys position as the UK number one. The principal activity of the group is food retailing, with over 2,000 stores worldwide. Tesco has a long term strategy for growth, based on four key parts: growth in the Core UK business, to expand by growing internationally, to be as strong in non-food as in food and to follow customers into new retailing services. The company launched a home shopping service in 2000, allowing customers to order their shopping online. Tesco is now expanding its convenience stores and overseas into areas such as Taiwan, Malaysia, Poland, the US and Ireland.

Upper graph = 12 month share price with 6 month moving average
Lower graph = 12 month volume (red line = volume average).

so much to see that i'ld have thought at least 2 days depending in how easily you hit site-overload and whether you just want to view and tick off the list or see properly.
important to work out where to stay - budget level?
lots of god restaurants too - the most important bit

Thanks for that C. We were thinking of a week max.

solely in istanbul?

Yes. Sorry for the late reply but I've been out for the afternoon.

i'll write further by e- but meanwhile you eed to work out whereabouts you want to stay and at what sort of price

Morgan Stanley downgraeds Tesco to underweight. "Must lower short term profit to reset business"

Credit Suisse reiterates it's Hold TP 370p

Didnt realise you were still long skinny. Thoughd you sold these. Must be getting mixed up. ........ oh it was me ohhh sold them thats right. now short.

12:13 FLASH: Morgan Stanley downgrades Tesco from equal weight to underweight, target price cut from 345p to 310p

Yes - I guess that now makes me a "holder".

Out yesterday @ 335.5 + 10
Back in today @ 329.5 target 350.0.

Tesco 'hasn't invested enough in UK', says Morgan Stanley analysts Edouard Aubin and Gillian Robb .........

http://tgr.ph/HytEBD

Stop to entry for risk free trade.

Tesco gives up its Arthur Daley second hand motor ambitions -

http://goo.gl/hqwJf

presumably div date will be announced on trading statement day, 18th i think?.,.

Yes - Financial Calendar.

Stopped out for nowt, watching :O)

looks like a short to us after recent profit warning which as we all know usually come in threes.

tesco abandons its "value" brand, new branding "everyday value" imitates waitrose, are they trying to move up market and get away from their "chav" image?

April 4, 2012 8:40 pm Tesco’s top team needs to reconnect
By Alison Smith
It is a corporate commonplace that the exit of a longstanding chief executive poses challenges for his or her successor. In the case of Tesco, Sir Terry Leahy’s departure has provided interesting times not only for Philip Clarke, but for the new chairman of the UK’s largest retailer by sales: Sir Richard Broadbent.

Mr Clarke says Tesco must reconnect with customers. For Sir Richard the task is reconnecting with shareholders.
That relationship had begun to fray even while Sir Terry was at the helm. In July 2010, for example, Tesco suffered a substantial investor revolt on pay.

After January’s profit warning wiped £5bn from the market value, shareholders’ targets multiplied, taking in not just poor performance in the core UK business but the “defensive” attitude of management, including board members.

Investors think Sir Richard knows the corporate culture must change and sees the attitudes of new directors as critical.

The shift will be tricky. The group has a tradition of growing its own talent: will the mindset Sir Richard seeks be found among Tesco lifers? Equally, a business with such a strong identity may be difficult to join at a senior level.

Reconnecting with customers is, in some ways, more readily addressed – although probably not on the one-year turnround timescale to which Mr Clarke has committed himself.

The revamp of Tesco’s £1bn value own-label range is a start, as are commitments to recruiting 20,000 extra staff, and softer colours in stores. Not that any of that will provide instant cause for investor cheer.

The underlying task is longer term. A key element in Tesco’s UK expansion was its ability to take its brand into non-food areas such as personal finance because the trust it had established with customers meant they were happy to follow it into less familiar terrain.

The supermarket will have to provide a reliably positive experience for many months if it is to revive that glow and persuade more people to shop at Tesco because they want to, rather than because they feel they have to.