M & S Case Study

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3.1 Discuss the implications of this strategic approach for human resource management 3.1.1Introduction Due to the ever changing nature of the global business environment, more and more companies realises that human resources can be a unique asset that can provide sustained competitive advantage. People are viewed among the most important resources to firms and human resource. M&S is one of the leading retailers of UK. About 21 million people visit their stores every week. They operate around 895 stores around the globe. 600 of these stores are in UK while 295 of these stores are operated in countries outside UK. The first M&S store was opened in the year 1894 at 21 Cheetham Hill Road, Manchester. M&S is the largest clothing retailer in United…show more content…
It is arguably evident that the decline of resource played a significant role in reducing its growth and encouraging profitability for the case of M&S (Nadine & Anne, 2009). During the year 2000, the company promoted all its internal managers, implying that there was no new ideas and innovation brought into the organization. Lack of adequate resource affected customer satisfaction significantly because of the few staff that performed most of the tasks in the organization (Bevan, 2007). Opening up of new branches implied that the company constrained its financial resources, instead of diverting them towards meaningful strategies like sales and marketing and brand image. In addition, the available capital was misplaced in internet shopping and the streamlining of the company’s international relations rather the strengthening of existing retail outlets. All these strategies deployed by M&S imposed negative impacts on the customer satisfaction. In addition, its customers raised issues of discontent citing the arrangement of the products on grounds that they could not differentiate casual and work outfits (Nadine & Anne,…show more content…
The strengths of M&S include the development of high quality products, good employee relationship through better pay, quality reputation in its brands and maintaining long term relationship with the company’s suppliers (Nadine & Anne, 2009). The weaknesses of the company include increased reliance on UK suppliers instead of using cheap overseas suppliers, failing to keep up to date with the changes in the retail clothing market, absence of precise marketing strategy and non-consumer focus. The opportunities for M&S included speedy technological changes, whereby the company must be ahead of its competitors, focusing on the market segmentation of the retail clothing market through variables such as age, men and women clothing and product diversity. The potential threats that affect M&S include extreme competition from Gap, Oasis, Zara, Top Shop and ASDA, maturity of the retail clothing market in the UK meaning that consumers are always searching for other new trendy products; global expansion has not been successful (Nadine & Anne,

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