Strategic Reporting of M&S
Science 1st October 2013, the UK companies were asked to include a ‘strategic reporting’ as a part of Annual Report of the companies by UK government. It is known that, Strategic Reporting is a process that allows companies to answer questions addressing progress, outcome, and performance with respect to specific goals (wiseGEEK 2015). In this essay, i will present a discussion about three points, strategic management, business environment, and business performance. In the end, a conclusion according to my discussion will be given.
Strategic Management
In the strategic management, it contains two aspects, strategy and objectives and business model. As we know, M&S is one the UK’s leading and the biggest
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Secondly, through the M&S.com website, it gives M&S flexibility to cater to customers’ changing shopping habits, whether they are shopping online via mobile, on a tablet, or at Shop Your Ways, and there over 7 million registered users. M&S.com produces £636.5m sales, 2% decreases than last year, this should be related to customers liked the enhanced functionality and cleaner look of the sit, as a consequence, when M&S updated its website, sales returned to growth in fourth quarter and it shows gradual improvement such as, weekly sit visits has obtained to £6.1m, 10.9% increased than last year, 22 new Shop Your Way Stores has be opened, and customer satisfaction rose by 18%. Thirdly, due to M&S is a international company, it has 480 wholly-owned, jointly-owned or franchised stores in 59 territories across Europe, Asia and the Middle East, 25 new stores were opened and 5 new territories were explored in the past year. In 2015, the international revenue is £1.1bn, it decreased by 5.7%, this condition should be of relevance to in a number of M&S franchise partners were impacted by political instability and local currency fluctuations which resulted in lower shipment in a geopolitically turbulent year. In other territories such as, the Middle East region, the macroeconomic situation has impacted consumer demand, but fortunately, these franchise partners have adapted to the challenging environment by managing their businesses prudently and ordering less stock. Finally, M&S
Over the last 129 years M&S has grown from a single market stall to become an international multi-channel retailer. They now operate in over 50 territories worldwide and employ almost 82,000 people. Remaining true to their founding values of Quality, Value, Service, Innovation and Trust, we work hard to ensure our
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
M&S´ success has a lot to do with its long-term relationships with its suppliers. Some of them had supplied M&S for over a hundred years (i.e. Dewhirsts). M&S bought directly from a few UK suppliers, without the use of an intermediary, like most of its competitors. This created a heavy reliance of those suppliers on the company. M&S could then try to lower its costs by putting
M&S is the second largest retailer in Great Britain. By only selling own brand products, M&S is able to reduce the prices compared to brand selling.
"Strategic management is a set of managerial decisions and actions that determine the long-run performance of a corporation" (Wheelen & Hunger, 2006, p.3). The benefits of strategic management helps the firm focus on the objectives and develop the steps involved in obtaining the vision and financial wealth of the organization. An effective strategic management plan should include the following three questions: (1) Where is the organization now? (2) If no changes are
Increased focus on corporate governance: M&S is investing increasingly in corporate governance from past few years i.e. in Plan A. This is one of the strengths which will ultimately increase the value of the company.
Strategic Management is the theory and practice of making decisions that shape the future of the firm. This course looks at the content and process of strategic decision making from the perspective of managers who are responsible for an entire business unit. These may be individuals who are acting in the capacity of a Chief Executive of a company, divisional General Managers, or departmental heads. It is also the perspective most
Critically evaluate the key issues that M&S faced in developing and implementing its Strategic Plan
This part of the report is concerned with the impact of external environment, Organisation’s resources, capabilities and core competences on
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.
This document is authorized for use only in Principles of Strategic Management July 2016 by Dr Paul Spee, University of Queensland Business School from June 2016 to August 2016.
Marks and Spenser plc (M&S) is a one of the UK’s leading retailer of clothing, food and financial services. M&S was founded in 1884 by Michael Marks and Thomas Spenser in Leeds. M&S's profits peaked in financial year 1997/1998 with an annual turnover in excess of £ 8 billion and profit before tax of £ 1155 million. Following years its traditional way of doing business have come under pressure of changing environment. A leading worldwide retailer has become uncompetitive in the market industry internationally, especially in the UK. In response to that M&S conducted the strategic review to build on the strengths of M&S and exploit new growth opportunities. The changes helped to recover some of its market share and profit. By 2013
Marks and Spence plc, also known as M&S is one of the major British multinational retailers headquartered in London. The company, founded by Michael Marks and Thomas Spencer in Leeds, is specialised in selling cloths and luxury food products. For more than 129 years, M&S grew from a single market stall to a giant international multi-channel retailer. Today, M&S is operating in more than 50 territories while employing almost 82,000 people. M&S worked hard to offer high quality products to its customers through its founding core values that are Quality, Value, Service, Innovation and Trust. By diversifying its stores, locations, channels and range of products, M&S reduced its dependence on the UK and broadened its international focus (Marks and Spence plc, 2014). The position of M&S in retail industry of UK remained unchallenged for many decades until the company started facing turbulence in 1990s. M&S emerged as a household name internationally by the early 1990s but the last part of the decade remained unfortunate for the company (Collier, 2014).
M&S is one of the UKs largest retailers with around 1382 stores worldwide. The food department (Simply Food) is accountable for 58% of M&S’ overall turnover whereas clothes, beauty and home add up to around 42%. International customers gain the use of the business in three different ways. These three ways are owned, franchise and joint venture where the two businesses will work together. Marks and Spenser’s offer the use of
Strategic planning is defined as a process by which an organization outlines its strategy and makes decision based on the fulfilment of this strategy by the allocation of its resources based on achieving its strategic objective. The senior management of a company is usually responsible for formulating this strategy and hence it is important for them to understand the constantly changing environment to formulate and effective strategy (Mintzberg, 1994). The report deals with a retailing company known as Marks and Spencer (M & S) and the key issues that the company faced in developing and implementing its strategic plan.