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• In a long piece analyzing Tesco’s US plans, The Economist writes that in America, Tesco’s operation “is veiled in secrecy and furtiveness - Tesco is anxious not to tip its hand to competitors … The secrecy and the speed with which Tesco is expected to open its new stores points to the risks. If Tesco gambles small and wins, competitors will have time to copy it before it reaches critical mass. Placing a big bet is more dangerous, but it may be the best way to exploit a model that can be scaled up rapidly into thousands of stores across a market that rewards innovation like no other.”

“In retailing there aren't huge barriers to entry,” Tesco CEO Sir Terry Leahy tells The Economist. “That's one of the reasons you can't hang around and trial this thing. You have to launch and go … Clearly it's high risk. But we've carefully balanced the risk. If it fails it's embarrassing. It might show up in my career (and) it'll cost an amount of money that's easily affordable by Tesco—call it £1 billion if you like. If it succeeds then it's transformational.”

• The Wall Street Journal reports that the UK’s Office of Fair Trading has given notice that it will be looking into Tesco’s proposed acquisition of the Dobbies Garden Centres there.

Tesco’s planned purchase of the company is by no means assured, since there is at least one competitor also looking to acquire the garden center retailer.

• The Economic Times reports that Tesco “does not plan to enter India unless foreign direct investment (FDI) is allowed in the retail sector,” and will not consider a Wal-Mart-style joint venture in the country.
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