George the 3rds Reign: Public Perceptions

George the 3rds Reign: Public Perceptions Discuss the public perception of George III in the first half of his reign. The sixty year reign of George III from 1760 to 1820 is the second longest of any British monarch save Victoria, his granddaughter. It endured the as yet unrivalled Gordon Riots of 1780, in which 10,000 troops were deployed and some  £100,000 of damage caused, the independence of America after years of expensive war and witnessed the French Revolution of 1789 and the horrors and war that followed. When George III died in 1820 he was well mourned: 30,000 people attended the supposedly private funeral, despite the fact that the king had been out of the public eye since 1810; shops were shut and laudatory sermons penned (Colley 1984, 94). Yet the public perception of George in the first half of his reign is somewhat more ambiguous and controversial: Samuel Romilly wrote that ‘from the beginning of his reign to the close of the American War, he was one of the most unpopular princes that ever sat on he throne’ (quoted in Colley 2005, 208). Picard (2000, 288), on the other hand, notes that the accession of George III was greeted by the people with ‘delirious enthusiasm’. On his coronation at the age of 22, George may indeed have seemed an attractive prospect, in particular because, unlike his two predecessors on the throne, he had been born and educated in England and spoke English as his first language. The stigma of being foreign did not apply to him and his attachment to Hanover, regularly preferred by George II, was not great, in fact he described it as that ‘horrid electorate’ (Ditchfield 2002, 23). In his first speech before parliament, George emphasised this, ‘born and educated in this country, I glory in the name of Britain’ (Shapiro 1972, 30). As for his character, Horace Walpole noted, the king seemed good-natured, walking about and talking to everybody as well as occupying the throne with dignity and grace and answering addresses well (Long 1962, 67). Even so, Colley has noted that while the new king may have been better received than the previous Georges, he received less public acclaim than William Pitt the Elder, whom he had rebuffed upon the death of George II (Colley 2005, 401 n.28; Colley 1984, 94; Long 1962, 64-65). Despite what might have been an optimistic beginning, the popularity of George seems to have waned, at least in certain quarters, during the 1760s. Early cartoons undermine him, showing him under the control of his mother and Lord Bute (Colley 2005, 209). A cartoon of 1770 vividly compares the reception of the king in 1760 and 1770 (Clarke 1972, 75). In contrast to the crowded street of celebrants in 1760, in 1770 the king’s procession proceeds alone through London as the driver comments ‘we are no longer plagued with the acclamation of the people’. Clarke (1972, 74) comments that this visible discontent was caused by rising population and deteriorating living standards. Other prints from the late 1760s show George as a blind, pliable child, in 1773 and 1780 he was portrayed as a drain on Britannia, in 1779 and 1784 he was shown as an oriental tyrant and (Colley 1984, 102). Perhaps due to his friendship with members of the Catholic elite and his sponsorship of the sons of Catholic ‘gentlemen of reputable character’ as well as his support for measured Catholic relief and suppression of the anti-Catholic Gordon Riots of 1780, he was even represented as a closet Catholic (Ditchfield 2002, 100-101, 106). It was during the early 1760s that John Wilkes rose to public prominence and popularity, often at the expense of the king and Bute. Wilkes, an English MP, had begun to publish a paper, The North Briton, in opposition to the Scottish Bute’s paper The Briton, which supported peace with France, (Shapiro 1972, 37). Wilkes was, amongst other things, anti-Scottish and pro-English, a womaniser and a member of the Hell Fire club (Colley 2005, 106). As such, he stood in stark contrast to the king, and seems to have been a more popular figure with the public. In response to George’s speech proposing peace with France, he published number 45 of The North Briton, in which he notoriously criticised the king and his new minister Grenville, causing his arrest under a general warrant (Clarke 1972, 42). He then capitalised on the unpopular use of general warrants, presenting himself as a champion of liberty against tyranny, and they were later declared illegal (Shapiro 1972, 47). George’s early unpopularity seems to have been due to his break with the Whigs and his promotion of his former tutor and relative political outsider Bute and their policy of peace with France (Clarke 1972, 38). He was suspected of trying to increase royal power and acting unconstitutionally, leading to accusations of tyranny, although it is only natural that Whigs and the excluded would respond in such a way after their years of prominence. His early proclamation of Britishness, while inclusive in spirit, rankled with sections of the majority English, as did his choice of the Scottish Bute, a Stuart, who was also reputedly the lover of the king’s mother and a Tory (Shapiro 1972, 32-33). His unpopularity may also have owed something to the king’s perceived dullness and ordinariness and a lack of ceremony and majesty to promote the royal image (Colley 2005, 202). For example, the royal couple were brought to their coronation in sedan chairs and Samuel Johnson comme nted that the crown was too often ‘worn out of sight of the people’ (Colley 2005, 203). In the 1770s and early 1780s, with Lord North as his minister, it was the loss of the American colonies and defeat by them that became a real public humiliation for George, as well as a political crisis (Cannon 2004). In 1775, John Wesley commented that most people ‘heartily despise his majesty, and hate him with a perfect hatred’ (quoted in Colley 2005, 208). Even so, public opinion on the war was ‘seriously fractured’ on both sides and Colley notes that the experience of this particular war, against a colony perceived as the mirror of Britain and without allies in Europe, ‘seems actually to have resolved some of the uncertainties and divisions of the 1760s and early 1770s’, although North was forced to resign in 1782 (Colley 2005, 137, 143). Indeed, North absorbed much of the responsibility and images of George himself tend to become more positive, often portraying him as St George, John Bull or later as the guardian of the nation (Colley 1984 , 102). This is especially the case following the king’s illness in 1788, which showed his vulnerability and aroused great pity (Colley 2005, 212). A more conscious fostering of royalism and its link with nationalism in second half of George’s reign inevitably casts a shadow back over his public perception in the first half. For example, the first royal jubilee was held on 25 Oct 1809 and celebrated around the empire as well as in 650 locations around England (Colley 2005, 218). While George’s famed domesticity may have been unexciting in a young king, his morality and example perhaps influenced the shifting virtues of the late eighteenth century towards an idea of the family and sensitivity and away from indecency, especially popular amongst the developing middle classes (Porter 1990, 305-307). There was also an increasing sentimental female attachment to royalty (Colley 2005, 218-19). Through his long life he became a symbol of continuity and stability in Britain against the anarchy that had overtaken much of Europe (Colley 2005, 223-24). Public ceremony and pomp also was taken more seriously with some 27,000 vol unteers displaying in Hyde Park in 1803 (Colley 2005, 225). Inevitably, the public perception of George III varied from person to person and it is imprudent to overgeneralise; there is evidence for both popularity and approval and their opposites and there is undoubtedly much that is partisan in popular publications (Colley 2005, 208, 228). However, the increasing popularity of George in the latter half of his reign does seem to highlight his more ambiguous public status in the first half, but should be taken in the context of increasing concern for fostering the royal image. Insofar as it is possible to gauge public perceptions, he was viewed in the first half of his reign with a mixture of optimism, suspicion, ridicule, love and hatred. He may have offended Wilkes, the Whigs and the old elite and seemed weak and under the control of his mother and Bute, but his loyalty to his country, delight in family, home and farm and sheer longevity eventually offered a unifying factor in a changing country and a changed world. Through the loss of Ameri ca, and his very public illness and confinement, George, rather than becoming less popular, could be seen to embody a more national feeling, and indeed this changing image, rather than power, of royalty has been developed by monarchs ever since. Thus Colley (2005, 401 n.28) observes that it was from the 1780s that there was a sustainable rise in his popularity and patriotic significance. Bibliography: Cannon, J. 2004. George III and History’s Poisoned Well. Available at: http://www.bbc.co.uk/history/state/monarchs_leaders/george_iii_poisoned_well_01.shtml (22/10/5) Clarke, J. 1972. The Life and Times of George III. London: Weidenfeld and Nicolson. Colley, L. 1984. The Apotheosis of George III: Loyalty, Royalty and the British Nation 1760-1820. Past and Present 102 (February), 94-129. Colley, L. 2005. Britons: Forging the Nation 1707-1837. New Haven and London: Yale University Press. Ditchfield, G.M. 2002. George III: An Essay in Monarchy. Basingstoke: Palgrave Macmillan. Long, J.C. 1962. George III: A Biography. London: Macmillan. Picard, L. 2000. Dr Johnson’s London: Everyday Life in London 1740-1770. London: Phoenix. Porter, R. 1990. English Society in the Eighteenth Century. Revised edition. London: Penguin. Shapiro, H. 1972. John Wilkes and Parliament. London: Longman. GIS Basics: Spatial Data Structure and Module GIS Basics: Spatial Data Structure and Module GIS Basics: Spatial Data Structure and Module Introduction The forth chapter of the book, GIS Basics, deals with spatial data structures and models. The author organizes this chapter in a way that gives a breakdown of different elements that comprise the topic and creates the relationship between them, thus forming a background with which to understand the differences between data structures and models as well as their application in geography. The essence behind such elaborate explanations is to allow for entry and application of various data types and information into computer applications and programs that allow the utilization of the same in the form of useful information. Spatial data comprises data mostly applicable in the field of geography concerning physical elements and features from the earth and human interaction and relation to such features and structures. Data and information There exists several differences between data and information. The main difference between the two is that data serves as a source of information, but information does not necessarily entail data. The presumption in this statement is that data is an ingredient of information. Data undergoes processing to create a transformation that results in a form with more meaning to the recipient, especially in terms of understanding the various aspects that prove important in making a decision. The usefulness of data in creating useful information depends on the application of such information after the conversion process. In establishing the usefulness of information, several principles apply. These principles include relevance, reliability, timeliness, intelligibility, consistency, completeness, and convenience among others. The relevance of useful information depends on the intention of such information and the appropriate level of detail. Reliability means that the user of the information h as to ensure that it is accurate and it emanates from a verifiable source, which is often acquirable via independent means. The principle of timeliness requires information to remain useful depending on the purpose for the conversion of the data. The principle of consistency incorporates the need to check with other sources while convenience means that information should be easy to handle for the user and obtain protection form malware and unsupervised access. An information system changes data into information through various processes. The first process, viz. conversion, involves the transformation of data from one format, unit of measurement, or feature of classification to another in order to match the usage. Organization of data forms the second process, which often involves arrangement of data according to database management rules and procedure for easy access and use. Structuring means that data has to undergo formatting or reformatting so that it is acceptable to a certain software application. On the other hand, modeling involves the inclusion of spatial analysis and visualization of data so that it is useful to the user in terms of understanding and decision-making. Organization and structuring are elements of crucial importance to the proper functioning of information systems as their absence makes turning data to information impossible. Information organization The data perspective of information organization People understand information organization from four main perspectives, viz. data, relationship, operating system, and application architecture. In the data perspective, people consider the organization of data in terms of their descriptive and graphical elements. Therefore, the two elements possess distinctive features necessitating different storage requirements as well as storage options. A person thus needs to understand the correct sequence in which entities occur and build up until they eventually form a data file. A data item that falls under descriptive data is one of the most basic elements in the organization of information. It is the smallest unit of storage in a database and it goes by the term ‘stored field’ in the database terminology. It may appear in the form of a number, date, an expression, or character string. A group of related data items forms a record and often appears in the form of different characteristics pertaining to the same entity. A set of related record forms a data file. The element of relation often occurs in terms of different occurrences of the same type or class of entities, regardless of whether the said entities are people, things, events, or phenomena. A collection of data items of the same type and size goes by the term ‘array’ and it can occur either in one dimension or two. When the organization of data takes the form or arrangement of entries in rows and columns, the final product is a table, which often applies to relational databases. A list, on the other hand, is a finite sequence of data items and it may follow a specific arrangement or lack any sort of order. A tree constitutes yet another form of data arrangement that falls under relational data in which each data item has an attachment to one or more data items and often takes the shape of an inverted tree. The concept of a database is one that has developed due to the introduction of computers as media for data storage. Essentially, a database and a data file contain very similar information with slight differences. The main differences that set the two apart are the type of information and medium of storage they demand. A data file contains records with the same data type and format description. A database, on the other hand, contains a group of related records organized in one or more data files with similar or different data types or formats. The type of storage for a data file is flexible enough to be manual or digital while that of the database relies strictly on computers. These differences occur due to the capacity of a computer to process more information at a time than a person does, the ability to process different data files, create a relationship between them, and store the data files within the shortest time possible. The creation of data files often occurs manually, thus limiting the amount of processing that is applicable to a particular data type or format description at any one time. Secondly, the aim for data file processing usually touches on the creation of a particular solution and often stops after the establishment of the solution. Database processing often aims at a myriad of solutions for the different data files, the creation of relations between such data files and sometimes the formulation of predictable variables that aid organizations in the decision-making process. Thirdly, a database often complies with the central control of data in order to ease the redistribution of the same within different departments in an organization. Through computer networking, this characteristic ensures that different departments within an organization receive the same information, depending on the need for such information. Databases are classifiable into relational table like, network have pointers linking them to associated files, hierarchical data tree like relationship, and object-oriented data, which are associated with specific objects. Graphical data, which is the second organization of information in the data perspective, has its most basic element known as basic graphical element. There exist three basic graphical elements, viz. point, line, and polygon or area. These elements can be employed to represent geographical features as single entities or collectively to form complex geographical features. The use of these basic graphical elements to represent geographical data yields vector data. The vector data is conventionally organized into layers of related themes, which yield entities such as base maps, vegetation, soil, and political boundaries among many others. Several themes of vector data about a specific geographical region constitute the spatial component of a geographical database. This method of representation is based on the object view of the real world. Graphical data yielded by imaging devices gives another form of graphical data known as raster data. This form of data comes from the representation of geographical data in the form of picture elements (pixels). Thus, raster pixels capture a generalized representation of a given area. This form of data can also be arranged into themes, which eventually give information such as vegetation cover and land use among others. This method of representation is based on the field view of the real world. The relationship perspective of information organization Relationships are important in information organization and they can be either categorical or spatial based on what they describe. Categorical relationships are concerned with how individual features in a classification system are linked. Classification follows the concept of scales of measurement of which there are four distinct types, viz. the nominal scale (qualitative, non-ranking, non-numerical), ordinal scale (nominal, with ranking), interval scale (ordinal, with ranking, numerical values based on arbitrary data), and ratio scale (interval scale with numerical values based on absolute data). Categorical relationships that use measurement scales, which involve ranking, have their data sorted into varying levels of detail. At the highest level of classification, data is broadly classified, but this aspect changes down the classification hierarchy. Descriptive data follows this system of classification. On the other hand, spatial relationships are concerned with how different features in space are linked to one another. In graphical data, one can effortlessly make out spatial relationships, but transferring these graphical spatial relationships into a database remains a challenge. Implicitly capturing spatial relationships into databases is characterized by the need for large storage and slow data computation. Yet spatial relationships are very important in geographical data handling. Thus, the aim of information organization and data structure in this context is to establish ways of handling spatial relationships with the least possible storage or computation thresholds. Operating system perspective of information organization In this perspective, information is arranged in the form of directories, which are special computer files that arrange other files into a hierarchy. With reference to systems that employ graphical user interfaces, directories are also known as folders. Directories fall into different levels such as root directories (top most), sub-directory (under another), and parent directory (above another). Usually, files of similar characteristics are placed in one directory such that the path that leads to a file comprises the directory name and the file name. Geographical information systems borrow the same concept, but they refer to it as the workspace. This aspect implies that in geographical information system terms, a workspace is a directory that contains files relating to a given project. The application architecture perspective of information organization Today, computer software replicates a client/server system in their architecture. This system denotes a relationship among computers on telecommunication network, or several processes within a single computer. A client thus denotes a process that seeks services from one or many servers simultaneously. A server, on the other hand, is a process that provides the requested services to one or many computers at once. Information systems have many ways by which they can replicate the client/server. However, there are five commonly used ways, viz. database, file, web, groupware, and transaction servers. The aim of information organization from this perspective is to come up with means of easing the transfer of resources between clients and servers. This goal is achievable by ensuring that data is strategically placed at the appropriate location alongside similar data to ease access to the data. Data Fundamental concepts Data conventionally refers to facts. Some are meaningful the users while others are not. The data that users consider as important is protected in arrangements known as databases. Data can be spatial or non-spatial. Spatial data is concerned with location, orientation, size, and shape. The relationship between these elements leads to spatial relationships, which is typical of spatial data. Non-spatial data, on the other hand, is conventionally linear and autonomous. The difference between spatial and non-spatial data is so pronounced that their storage and management differs. The complex nature of spatial data and its numerous relationships necessitated the development of databases. Databases underscore the information itself, not the storage medium that holds the information. GIS is in a position to be developed and managed due to databases for they form the building blocks for GIS. This aspect is made possible by the concept of database management systems (DBMS). A larger system of information organization and management is the repository. A repository is an arrangement developed with the aim of storing and protecting data. It could consist of several databases, which possibly contain related information or sometimes the databases can be completely unrelated. A repository is developed such that it supports the addition, retrieval, and deletion of the information contained therein. Some allow the changing or updating of data. Repositories are comparable to bank vaults since their primary purpose is to protect their content from theft or destruction. Repositories are known for two key features, viz. security and robustness. Mostly, there is a need for a password in order to access the contents of a repository. The robustness feature also ensures that accidental destruction of data in a repository is minimized. This goal is achieved through the transactional mechanism, whereby a series of database manipulations are designed such that incase of a ny interruption, the database restores itself to the pre-transactional state. Database management systems (DBMS) This system is a type of repository, which allows for the manipulation of a database and whose user interface allows for the administration of the database. A phonebook is the best example of a DBMS. While a repository was likened to a bank vault, a DBMS can be liked to a full-fledged bank with all its services. Thus, they provide comprehensive database manipulation functionalities. Discussion Points The distinction between data and information evades many people. They often find themselves using these two terms interchangeably, that is, one in place of the other. However, it is apparent that the two terms denote very distinct concepts such that using one instead of the other is incorrect and misleading. In the light of this observation, what are the fundamental elements of information that clearly set it apart from data? In highlighting these elements, it is necessary to outline the relationship between the two concepts as well. The advent of computers has revolutionized every field of study including geography. It is now easier to manage data, files and databases because of the improved functionality provided by computer applications that have been developed to enhance these functionalities. In the field of geography, this improvement can be seen in the development of Geographical Information Systems (GIS). With this development in mind, what are the key additions that computers have brought to the field of geography, without which, they would be considered inconsequential to this field? In the current age, information access, sharing and transfer has become easy due technological advancement. This has led to this age being termed as the information explosion age. Thus, the development of information organization systems can be seen as an attempt at making meaningful use of the information at the disposal of humanity. The three information organization perspectives discussed in this chapter all have some relevance to geography. In your assessment, is there a particular information organization perspective that can be considered more appropriate to the field of geography? What evidence supports your answer? Balanced Scorecard Case Study: Tesco Balanced Scorecard Case Study: Tesco Competitive Environment of Tesco Tesco is the largest food retailer in the UK and one of the leading grocery retailers in the world. It supplies 30% of the food purchases made in the UK. More than 550,000 employees service the companys customers in nearly 5,000 locations spread across 14 countries in Europe, Asia and North America (Tesco plc, 2010, p 1-3). The companys operations in the British retailing space, coupled with its steady overseas expansion, have opened it to numerous competitive challenges and threats. In the UK, the company faces strong and increasing competition from its heavyweight rivals like ASDA-Walmart, Sainsburys and Morrison (Finch Wood, 2010, p 1-2). Each of these organisations is constantly trying to improve its market share through various customer focused and efficiency oriented strategies (Finch Wood, 2010, p 1-2). Whilst Tesco continues to lead in market share, sales and profitability in the UK, it remains under constant competitive pressure and any strategic or market place error could have adverse results (Finch Wood, 2010, p 1-2). The economic environment in the UK is possibly going through its worst turmoil since the 1980s. Increasing unemployment, thousands of job losses and a very slowly reviving economy have dampened the enthusiasm of supermarket shoppers and created difficult market conditions fo r market participants (Kollewe, 2010, p 1-2). Sharp reduction in government spending, the proposed elimination of thousands of public sector jobs by the present coalition government and the three-fold increase in academic fees have already led to widespread protests and are expected to affect the economic climate further (ABC Inc, 2010, p 1). Whilst the company is steadily increasing its global footprint, the UK continues to be its overwhelmingly large market and accounts for practically 67 % of its total sales and 71 % of its profits (Tesco plc, 2010, p 1-3). The economic and social turmoil in the country, along with increased competitive pressure from its main competitors will certainly intensify environmental and competitive challenges for the company intense in the coming years (Tesco plc, 2010, p 1-3). Tesco has in recent years been working at steadily expanding its global operations. Its global presence is however less than that of Walmart, Carrefour and Metro and its position in the global retail market, whilst strong and increasing, do not mirror its dominant position in the United Kingdom and it is the grocery leader in only two overseas markets, Malaysia and Thailand (Finch Wood, 2010, p 1-2). Tesco, like other major firms expanding strongly into international markets often faces different and difficult environmental and competitive conditions in its various operational regions. Much of the competition in its overseas markets comes from numerous local competitors who not only operate with far lesser overheads but also understand local tastes and preferences much better. Tesco is combating competition in its overseas markets and trying to establish its presence with the help of well established local firms and different store formats (Tesco plc, 2010, p 1-3). However the globa l experiences of various supermarket majors like Walmart and Carrefour reveal that global expansion is not easy and significant market failures can occur from incomplete understanding of market requirements and choice of market strategies (Sarkar, 2009, p 1-3). Tescos Corporate and Marketing Strategy Tescos rapid growth in recent decades has been driven by its carefully planned and sustained customer focused strategy. The company is possibly the only retailer to appeal to different market segments, upmarket, midrange and low price. It constantly focuses on improvement of customer value and services with focused action in areas like supply chain management, pricing, quality, product range and in-store as well as on-line customer convenience. The company initiated a major strategic change in the mid 1990s with the adoption and customisation of the balanced scorecard approach, soon after it was first advanced by Robert Kaplan and David Norton. Balanced Scorecard Approach The balanced scorecard approach was developed by Kaplan and Norton to provide businesses with a holistic tool for performance measurement in different critical areas of business firms. Whilst much of performance measurement in the past focused on the financial aspects of the business, the balanced scorecard approached performance measurement from four viewpoints, namely the financial perspective, the customer perspective , the business process perspective and the learning and growth perspective (Kaplan Norton, 1996, p 7-13). The balanced score card whilst originally constructed for measurement of performance is now used for formulation and implementation of strategy by business firms. Organisations adopting the balanced scorecard set objectives in each of these areas and thereafter formulate targets and initiatives for meeting such objectives, as well as measures to assess actual progress in meeting them (Kaplan Norton, 1996, p 7-13). Its use enables firms to clarify strategy in terms of the different dimensions outlined by the balanced scorecard tool, communicate strategic objectives in different areas, plan set targets and align strategic initiatives, and implement systems for achievement of feedback and engagement of double loop learning (Kaplan Norton, 1996, p 7-13). Adoption of Balanced Scorecard by Tesco Tesco adopted the balanced scorecard method in the mid 1990s to drive its strategy and operations. Tescos adoption of the balanced scorecard method led to the development of the famous Tesco Steering Wheel, which was originally divided into four quadrants, namely Customers, People, Operations and Financials (Kaplan, 2008, p 1-2). The Tesco Steering Wheel (TSW) originates from the companys core purpose and long term objective, namely the creation of value for customers in order to earn their constant loyalty. The company added a fifth dimension to the TSW in 2007, namely community, in order to encourage employees to become excellent citizens and improve their communities. A diagram of the new Tesco Steering Wheel with five quadrants is provided as under (Kaplan, 2008, p 1-2). (Source: Kaplan, 2008, p 1) Tescos steering wheel helps in ensuring that its 550,000 employees in multiple countries work towards delivering distinctive and unswerving buying experiences to consumers in each and every store. The concept of the TSW came about from the adoption of the balanced scorecard in the early 1990s when Tesco engaged in a process to elucidate its mission and strategy to ensure the realization of this objective. Tesco, (in the words of Sir Terry Leahy, CEO) doesnt want one leader. We want thousands of leaders who take initiative to execute the strategy. (Kaplan, 2008, p 1) Tesco used the steering wheel, a clear symbol for a tool to drive performance and assist employees find the way into the future, to communicate to its employees. The original TSW has had four equal arcs, representing the four areas of balance scorecard focus, namely financials, customers, operations, and employees. The company added another dimension, community, to the TSW in 2004 to encourage and support workers to participate in and help the communities where they work and live (Tesco plc, 2010, p 1-3). Tescos steering wheel is not easy to implement. Extensive efforts are required by way of consumer research, collection of data, and analytics to ensure that objectives and metrics continue to remain appropriate, even as consumer tastes and preferences change and competition intensifies (Kaplan, 2008, p 1-2). All Tesco stores get monthly updates on the steering wheel, summaries of metrics of the five arcs four arcs, so that Tesco employees in different regions and multiple formats get appropriate performance feedback. Tesco adds to the effectiveness of its steering wheel report with small lists that explain important strategic key elements simply so that employees can pursue in their routine functions. The TSW has assisted the company in focusing on its strategy during its rapid growth in the 1990s and the 2000s (Kaplan, 2008, p 1-2). Tescos Strategic Map in the Coming Years Tesco has an established and steady growth strategy that is based upon broadening business scope in order to achieve sustainable long-term growth by pursuing customers into large and growing markets at home and new markets overseas (Kaplan, 2008, p 1-2). The companys growth strategy has five main components, namely (a) to achieve success in international retailing, (b) to increase the core UK business, (c) to achieve equal strength in non-food businesses, (d) develop retailing services and (e) place the community at the centre of all operations. Tescos business strategy has been based on diversification during the last decade and the company intense to strengthen its various businesses across multiple countries and formats during the next two years (Kaplan, 2008, p 1-2). The companys strategic objectives for the coming two years are indicated in the BSC chart provided below. These objectives have been based essentially on increasing and maintaining the important thrust areas of the company. Financials Improve group sales by more than 10% Reduce start-up losses in the US and make US operations profitable Improve international sales by more than 25% Improve return on capital employee to 15% Improve UK market share by 1% Customers Focus on customers having to spend less in the UK Gove customers health choices Improve customer choice Improve range of clothing Improve range and quality of general merchandise Increase product range of Tesco bank Make FF a global fashion brand Processes Improve health and safety processes Improve capabilities of people Improve processes for product safety Improve controls for fraud and compliance People Create 20,000 new jobs each year Reward our employees for their work and support their development Develop leaders with greater intensity Improve the effectiveness of whistle blowing policy Improve diversity and inclusivity Improve employee retention to 95% Apart from the above quadrant, Tesco also has the following strategic objectives in Community Care. Tesco has undertaken numerous initiatives in labeling of products, reduction of carbon footprint, diverting store waste directly to landfill and reduction of carbon emission from stores and distribution centers. The strategic objectives for the next two years in this area have been formed on the basis of Tescos commitment in specific areas of community care. Reduce carbon emission from stores and distribution centers by 10% each year. Support causes in local communities. By and sell products responsive.