This paper details the Tesco turnaround from 2015 when it reported a historic loss and declining brand trust. Consumer perceptions of the supermarket’s value for money and quality had fallen sharply, along with willingness to recommend it. Tesco adopted a new purpose, ‘Serving Britain’s Shoppers a little Better Every Day’, and other changes to make it more customer-led. Media was re-balanced and given new investment. Creative, often featuring Tesco colleagues, focused on communicating helpfulness and stories about quality food. Innovations included Tesco Clubcard Plus, a subscription service. It is estimated the marketing contributed £4.3bn in incremental revenue in 2015-19.