Exploring Corporate Strategy in Marks and Spencer

INTRODUCTION

Marks and Spencer (hereinafter called M& international ampere;S) is one of UKs leading retailers of clothes, food, home products and financial services (Kippenberger 1997). M&S has a present of success and profitability since its establishment with well known reputation for its innovative, quality products and reasonable price which offers customers value for their money. M&S sales and services been declined in mid to latish 1990s. The purpose of this report to identify the key drivers that made M&S falls in their performance.

The external purlieu scanning is concerned with the forces and factors that impact upon M&S. However, analysing those forces and factors impart assist M&S in identifying the careen in the environment, is often referred to as the macro-environment, planning in how to sleep together with such a change, and being ahead of the competitors in the variation to the new environment and the response to the market demands. PESTEL framework and Porters fivesome Forces model are the techniques that author uses to identify and analyse the problems that M&S experienced in the mid to previous(a) 90s. Then the author carries out an internal analysis of the organisations resources and competences. vision audit, value chain and SWOT analysis are the techniques to probe the activity of the M&S in tack to reveal what was the basis of their competitive advantage.



Furthermore, the author uses the pagan electronic network analysis in order to identify what were the main ethnic features of M&S until the mid 90s. And discusses were the resistance to cultural change originated and what aspects need to be changed. Finally the author identifies and evaluates the strategical choices available to M&S by victimization BCG matrix, Strategy Clock and Ansoff model techniques. A brief consequence and recommendations for the strategy of M&S for the next 3 years will follow.

EXTERNAL MACRO-ENVIRONMENT...

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