working knowledge of IB as Tesco rapidly be ame the world's third-largest food retailer, it faced questions. How could it go about managing flourishing growth in Asia while maintaining and even enhancing the competitive position of Tesco in the UK? Was there a way to transfer Tesco's leading-edge data, purchasing, and distribution resources across its global operations while also learning from the best practices evolving from operations in its foreign subsidiaries? And would it be possible to do all this and still maintain a globally integrated corporate culture? Was this a job for a consulting company? Could outsiders help solve this puzzle? Thoughts went back to 2010, when, for the first time in over two decades, Tesco was losing its UK competitiveness while sales were down .5 percent for the year. Still, world wide profits had risen by 12.9 percent, a growth led by th performance in Asia. Clearly there was a lot that Tesco migl learn from its Asian subsidiaries. But how