Group 14 Shreya Banerjee - 10927201 Raj Mohan M - 10927807 Arun Karthik B - 10927841 Udayarajan V - 10927850 Piyush - 10927866 P P Singh

h - 09927843

Founded in 1884 by Michael Marks and Thomas Spencer in Leeds Headquartered in London & Current CEO is Marc Bolland 700 stores in United Kingdom and 300 more in 41 countries Specializes in the selling of clothing and luxury food products Number one provider in women's wear in UK Clothing and home ware sales constitutes 49% of total sales

Clothing
North coast Portfolio Autograph Blue harbor
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Shoes
Airflex Classic Footgloove Per Una

Cosmetics
Harvard Autograph Butterfly Natural Beauty

Home
Alfresco Lyon Maxim Dine with me

Food & drinks

Cook India Cook Chinese Bistro range Lunch Togo

Gift Shop
Cut flowers Greetings cards Jewelry Watches
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Strengths
High Quality Customer Services Shopping Environment Manager Training

Weakness
Clothing - lack Segmentation Stock Control Waste Store Spaces

Opportunities
Internet Technology Healthy Eating Market Extension

Threats
Strong Competitors Social Environment Chemical Pollution

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Factors to consider Political

Unstable in Government

Effect on M&S
Potential changes in tax structure.

Opportunity & Threat

n/a Have reacted to this by adapting their brand slogan to affordable quality accessible to everyone they also promoted wise buys and special offers. M&S took advantage of this by introducing

Customers have lower disposable income &

Economic

Global Recession

therefore the M&S brand has to be promoted effectively to attract

Consumer Behaviour has

Socio-Cultural

changed in relation to economic uncertainty

More people are staying in at weekends and are reluctant to spend.

Dine in for 10 which enabled them to target couples who were now staying in rather than going out.

Customers are expecting things done

M&S invested 400m in IT infrastructure hand held computers for quicker stock taking a dedicated warehouse for e-commerce were a few of the changes made. M&S have always been conscious of this and have lead the way by offering ethically sourced produce supporting recycling

Technological

Changing Technologies.

quicker and more efficiently M&S had been criticised for being slow and outdated in regards to IT.

Ecological

Society more aware of being ethically friendly Need to be aware of

Customers demanding greener products and supporting greener brands.

Legal
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employment law etc especially in unfamiliar countries

In France M&S did not comply with the law in regards to informing staff about closures.

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Responding to Online queries within a Hour

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FATEP Model

Twiggy

Take That Been around for a long time established band for many years a sense of a family unit and until recently have been renowned for being well mannered. Ties in with M&S brand values, Good fit.

Danni Minogue

Naomi Campbell

Good fit as Twiggy

Not British but high profile

Although she is a famous British

Fit / Match Celebrity-Brand Fit

considered classy and has been around for decades people can associate with her.

celebrity who is well liked by supermodel She does not fit with public. Doesnt quite fit with the brand values as her style is a bit edgy. the brand values as has reputation for being rude, moody and aggressive.

Target Segments Fit (Celebrity/Brand)

Fits with middle aged women

Considered a fashion Icon Women and men aged 18-45 among the 18-40 female segment.

She is not very well liked and not sure what segment shed appeal too maybe fashionistas

Promoting suits - Will encourage men to

AttractivenessIdentification

Classic British Fashion Icon.

buy who aspire to be like them and also to women to buy for their partners as they fancy them.

An attempt by M&S to show that they can be fashionable and edgy.

Little attraction although as she is a British supermodel she would make the clothes look good.

Trustworthiness Expertise

Very Fashion High power and authority seen as a

Were at time of campaign but Not Recently Music Had high power at time of campaign but recently exposed scandals in the media drug abuse and marital affairs.

Very Music/Fashion The celebrity of the moment in all the fashion magazines for her good taste in fashion high power.

Not at all Fashion

Low power has had lots of negative media attention due to violence, drugs and being a diva.

Power/Authority

trend setter. Aspired by many middle aged

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females.

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Huge Dip in Profits (more than 90% in 3 years) Very High Inventory (more than 75% of yearly sales is in inventory) Inferior Product quality (Customer s Perception) Priced Very High - Low Sales (Priced higher than other players) Focused only on Short term gains from Successful products (Per Una) Perceive of Mis-trust by employees due to external consulting Anarchy in taking Decisions No Clear roadmap for Strategy Implementation & measuring Output

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Changing from inward looking to customer facing Changing from supply led strategy to demand led one Use in house talent rather than looking for consultants opinions

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 Identified major Thrust movers (Quality, Value, Service, Trust and Innovation)  Comparing current scenario with 1965 year (Quality)  Investing in staff (Attracting Right Talent by increased Pay scale Current Attrition rate 80%)  Major store by store refurbishment (House keeping)  Change in Reward Structure Based on Output (not by experience)  Standardizing Working Hours  Modifying Carrier Structure (Quicker & Effective decisions)  Investing in Advertising and Celebrity Endorsements  Carbon Neutral Sustainable Marketing (Ethical Standards)  Implemented 100 Point Plan
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Supply chain management Employee Training

Housekeeping

Product Environment Service

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Work culture

Online services

Brand management services

Career consultancy

New store format

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 Around 20% of customers shop from home department  Segmented into 3 life styles

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Customer's store and Dominant

Sincere, Vibrant, Competent

Brand Identity
Customer centric, Open

Professional, Cosmopolitan, Freedom

Vibrant, Friendly, Dynamic

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Dominating, High turnover

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 Focus on UK
Only at M&S strapline to position technology for clothing available at M&S Cross selling

 Multi Channel
New platform to provide multichannel customized experience

 International
Leadership position in priority markets like Turkey and Czech Republic Appropriate ownership model for different markets

 IT, logistics and supply chain

Using project 2020, 5% improvement in food availability by 2013-14 and 9% improvement in clothing and home b 2015

 Investment and returns

Additional capital expenditure for stores, systems and marketing
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 Close or discontinue the non performing brands and stores  Retailing heartland Focus on both core customers and teenagers Missing the latest trends in many stores Market share of 23 per cent for women aged 55 to 64 & 12.1 per cent for women a decade younger Teenagers' line, Per Una Due, was discontinued in 3 months whilst the adult lines had flourished  Focus on customers value for money Service, Quality of products & Store layout - premium that customer pays Store layouts confusing, difficult to shop, needs better lighting  Increase in staff count especially during Christmas season  Customer information and feedback from customers  Advertising - To strengthen the companys overall brand image  Revamp its website (Display prices in many currencies)  To separate the food and clothing divisions
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