Strategic Management- Marks and Spencer's 2011

According to Marks and Spencer’s 2015 annual report, this year they have seen exceptional implementation in some areas of the business but implementation below their expectancies in others. M&S have achieved a number of the strategic priorities set out at the start of the year, becoming a more accomplished company with a considerably stronger infrastructure, but they experienced some implementation problems

This document/report throws light on the business environment of Marks and Spencers and the analysis of strategic position, strategic direction, success criteria and backed up by future recommendations for the company based on all the mentioned aspects. The frameworks used to analyse the company are:

Marks & Spencer is a large company listed on various stock markets, which a widely spread operations in many countries. The size of operations of the company and high reputation in the

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.

Marks & Spencer is a British retailer with over 800 stores in more than 30 countries around the world. It is the largest clothing retailer in the UK, aswell as being a food retailer. Most of it’s domestic stores sell both clothing & food, and since the year 2000 Marks & Spencer have started to expand into other ranges

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.

There has been a large amount of research into what strategy is, since Michael Porter’s perennial work in the 1980s. Studies done on the execution of strategy have been far less numerous. However, there is one major understanding about the execution of strategy. The execution of strategy is a vital part of success in business. A summary of many myths surrounding various strategic executions will be outlined, along with their subsequent analyses.

This report will demonstrate, apply and evaluate knowledge and understanding of key managerial disciplines of the chosen high street retailer, Marks and Spencer, in different real-world global contexts. According to the report by Deloitte, the retail industry is undergoing immense changes and faces a tough competitive

Marks and Spencer founded in the late 1800’s by Michael Marks and Tom Spencer started out as open stalls all over Britain which grew into one of the largest and most popular retailers in the UK, ‘in 2010 they had 885 stores’. Marks and Spencers gained their reputation in the early 1980s when they adopted a policy of selling only British made clothing and food and started selling under the brand of St. Michael. Also their returns policy which gave cash returns to customers no matter when the bought the item made them popular. Marks and Spencer continued grow steadily and the profitability of the company peaked in 1998 when it became the first British retailer to make profits of £1 billion. However shortly after this the company saw a decline in profits and fell into a bit of financial trouble. With change and the introduction of a number of key CEO’s the company recovered and won back the

Technology is very important in the retail market. In order to grow your business, make their business more secure and complete with the competitors, Marks and Spencer has to move along with the new technology. To do this they must manage their brands carefully. Major brand marketers often spend huge amounts on

Marks & Spencer was once a top-of-the-line company in terms of its quality and selection. However, it is reported that the company has become" an out-of-date, uncompetitive blur on the UK stock market. The decline for Marks & Spencer began in the latter part of the 1990s and due to the pressure of a "changing economic demand causing Marks & Spencer to undergo continual business realignment"¦" (IBM, Ltd. 2005, p.1)

* Marks and Spencer currently has 703 stores in the UK with a further 390 stores in 44 countries worldwide (planned space growth of 3% per year until 2015/16). Employs 78,000 people with 21m customers per week in the UK.

Part A of this report examines the resources and capabilities of Marks & Spencer (M&S) up to the mid 1990's and how they lead to creating a superior competitive advantage (CA) over all competitors.

Marks and Spencer Company is one of the biggest retailers in UK, which it has known by providing the finest qualities of goods and services including clothing, home product, foods and groceries. In currently, M&S Company operates 852 UK stores, 480 international stores and e-commerce platform includes approximately 83,069 employees, while M&S Company is one of the UK’s leading market positions in Menswear, Women-wear and Lingerie products (Mark and Spencer 2016.

Marks and Spencer (M & S) was started by Michael Marks and later joint by a partner Tom Spencer in 1884. It is one of the largest British retailers that sold clothes, home furnishings, food, gifts etc. and was formerly known as St. Michael. It has markets in Europe, Far East, America and Asia. The company suffered a series of losses and a dip in the market share from a few years before the stepping down of the then CEO, Sir Richard Greenbury, in 1999. In 2001 the company underwent a drastic strategic change and the