1. Introduction
The main purpose of the research is analysing the overall business environment of M&S. The research will be carried out to identify the current issues facing by M&S as a specialist strategic marketing consultant. It explores the relationship between stakeholders and perception of customer attitude toward the organisation. In addition, it finds out the competitive position with rivals, sustainability strategy, marketing tactics, and management structure of communication system, which is presented through strategic audit. However, this analysis helps to understand the clear marketing strategic position of M&S. The research is gathering the evidences of strength and weakness, which is useful to determine future
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Because of higher competitors (John Lewis, Sainsbury, Debenhams, Next, etc.) customers have various choices of shopping that increase their bargaining power in the substitute market. However, M&S is doing very well to build up trust and customer relationship through different activities. For examples, the Big Beach Clean-up program has engaged about 5000 customers in 2013 and Swopping scheme collected a total 3.8 million clothes from customers that raised the £2.3m for Oxfam (MarksandSpencer, 2013). However, the loyalty scheme and involving customers in ‘Plan A’ project, M&S slowly get back their position.
4.2 Findings
M&S is a leading retailer and improving the store layout across the UK (PLC, 2013). The SWOT Analysis in Appendix IV identified different issues recently facing by M&S, but only the major issues are highlighted in this report.
a) Sales decrease in Women’s clothing and General Merchandise
M&S market share in women’s wear down from 10.4% to 9.9% in 2013, which is the main source of revenue. Conversely, the brand position is declined in last 2 years because the customers were moved in variety of inexpensive, high fashionable substitutes (BrookIntellignceCentre, 2013). CEO Marc Bolland says they delivered higher performance in general merchandise, but the unfavourable weather condition hit the sales figure unexpectedly (BBC, 2014; Ruddick, 2014). Mr
In the context of global expansion and competition of numerous businesses, effective marketing management is one of the key factors of success, playing an essential role in obtaining competitive advantage. Hence, the success of a company is determined by its ability to identify customers’ needs and offering products and/or services to satisfy them.
M&S are one of the UK's leading retailers of clothes, food, home products and financial services. Some 10 million people shop with us each week in over 375
Marks and Spencer Group (M&S) is the premier retailer in clothing, foods and home ware within the United Kingdom. The company’s commitment to quality, value, service, innovation and trust is a key contributor to their success as a high street retailer in the UK. Their current core UK operations centre around three divisions, food, general merchandise (including clothing and home ware), and the financial services industry. Therefore Tesco plc is the prime UK retailer to analyse and compare growth, financial performance and the financial status of M&S Plc in line with other competitors within the same industry.
Predominantly M&S are known as a clothing retailer but has grown organically into food and furnishings but, market watchers tend to judge their performance on the
It is very crucial for every business to have a strong supply chain network in order to satisfy its customers before the competitors do. M&S though being one of the UK’s largest retailers is criticised by its Finance
The previous arrangement followed by Marks and Spencer demonstrates the concept of hierarchical structure, however in the last five years, due to a rise in their competitors within in the retail industry in the UK, their strategies have now become more focused on innovation and customer service’s quality. Therefore, their tall structure was redefined to adapt to these changes.
Helen’s is an upmarket fashion boutique store in Sydney’s east. Falling sales have been reflected by surveys that reveal consumers view the business as outdated and no longer relevant to consumers’ needs. Strong competition in the area has placed considerable pressure on pricing. The business’s target market, 50-65 year old females, no longer dominated the now younger demographic character of the area.
Market players generally have a wide variety of potential customers, which considerably weakens buyer power. Although consumers in this industry may be loyal to particular brands or chains, loyalty to retailer brands is arguably less important than competitive pricing. Many supermarkets run rewards programs for frequent shoppers, such as Tesco’s ‘Clubcard’, and these schemes can help companies retain customers and reduce buyer power.
Lack of segmentation: M&S is targeting more on middle age women, whereas clothing market has many segments which are not effectively targeted by the company. For example, younger generation prefer other brands like GAP, NEXT etc., as discussed by Petah Marian.
Marks and Spencer (M&S) p.l.c. is one of the largest retailers in the United Kingdom with a selling space of 12.5 million square feet, was established in 1884 as ‘Penny bazaar’. M&S sells clothing, food, footwear, gifts and home furnishings in its 760 stores around the world. The company’s wholly own and franchise stores operates in Europe, Hong Kong, Far East, Australia, Middle East, the Bahamas and Bermuda making a total of 34 countries.
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It is observed that Argos is the best known and the most reputable retail brand of the UK that offers a unique blend of convenience, value, and choice to the customers. All of these features have also played an inevitable and indispensable role in making Argos, a famous general merchandise retailer of the UK. It has been recognised that the leading retailing company provides customers with the list of approximately 18,000 product lines that can be accessible across all delivery channels. By reinvesting supply chain and buying efficiencies in lower product prices, Argos commits to deliver utmost value to the consumers and to improve its profitability. During the financial year of 2012, the total sale of Argos was found to be around £3.9 billion (Home Retail Group, 2014, p. 6).
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Even though M&S undertakes social responsibility and tries to gain focus of people,distant community will have very low interest and low power on M&S’s operations and industry bodies like British Retail Association and Confederation of British industry might have very low interest and low power.
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