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Marks & Spencer: The Downfall and Leadership Vacuum
Word Count: 2,996 Strategic Management 1 : BSM 506
Contents
Contents 2
Executive Summary 3
Section I ? Past Glory 4
Section II ? Present Failure 6
Section III ? The Value Chain?Demolished 8
Section IV ? Back to the Future 10
Appendices 12
Appendix A ? PESTLE Analysis 12
Appendix B ? Porters 5 Forces 13
Appendix C ? Value Chain 14
Appendix D ? Cost Drivers and Value Drivers 15
Appendix E ? Core Competences ? M&S 16
Appendix F ? Critical Success Factors & Competitor Position Profile ? M&S vs. H&M 16
Appendix G ? Ansoff Matrix 17
Appendix H ? Barriers to Change 17
References 18
Executive Summary
M&S as an organisation has faced a number of challenges in its 124 year existence, but has successfully weathered each challenge as it presents itself with relative aplomb. The foundation upon which the whole business has rested since its inception in 1884 was "making life easy for [the] customer" (Bevan, pp13, 2001), which, in it's initial form, involved selling carefully chosen, good quality goods with low margins, and achieving volume sales (relatively speaking, at least) through Michael Marks' Penny Bazaars in the North West of England. This strategy was overwhelmingly successful, and continued to be the central tenet of M&S strategy for many years.
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