Marks and Spencer

Paper Summary:

This paper explains that, although Marks and Spencer had registered impressive results since its beginnings in the 1880s, since the 1990s, the retailer has experienced difficulties because of changes in society and the market and because of intensified competition. After conducting an external and internal analysis, the author points out that the company should develop several alternative strategies. The author then evaluates each position and its possible outcome and recommends an action plan.

Table of Contents:
Introduction
External Analysis
Internal Analysis
Current Problem Diagnosis
Generation of Strategic Options
Evaluation of Strategic Option
Description of Selected Strategy
Action Plan for Implementation
Conclusions

From the Paper:

"When Richard Greensbury resigned as CEO, his position was taken by Peter Slasbury, who had the ambition to turn Marks and Spencer around. He divided the organization in three, based on the operations conducted: financial services, retail business in the U.K. and international operations. He also aimed to reinvent the corporate culture and implement a customer-based orientation; his strategies, continued by his followers, had some success and in early 2000s, the company began to revive. Today however, their stability and growth is once again being challenged."

Sample of Sources Used:

• Collier, N., Marks and Spencer - Case Study
• Fleming, J., Senior, B., February 2006, Organizational Change, 3rd Edition, Prentice Hall
• Hosking, P., March 15, 2004, The Business: The Design Industry Desperately Wants Vittorio Radice to Succeed at Marks and Spencer but it should Recall How Badly Sir Terence Conran Failed at Bhs, News Statesman, Volume 133
• Paley, N., April 1999, Manager's Guide to Competitive Marketing Strategies, 2nd Edition, CRC Press
• August 12, 1999, Back to School: Top Marks from Marks and Spencer, The News Letter

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