M&S Fashion

8/3/2019 M&S Fashion

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Group 14

Shreya Banerjee - 10927201

Raj Mohan M - 10927807

Arun Karthik B - 10927841

Udayarajan V - 10927850

Piyush - 10927866

P P Singh - 09927843


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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 Shoes Cosmetics HomeFood &

drinksGift Shop

North coast Airflex Harvard Alfresco Cook India Cut flowers

Portfolio Classic Autograph Lyon Cook Chinese Greetings cards

Autograph Footgloove Butterfly Maxim Bistro range Jewelry

Blue harbor Per Una Natural BeautyDine with

meLunch Togo Watches

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Strengths

High Quality Customer Services Shopping

Environment Manager Training

Weakness

Clothing - lackSegmentation

Stock Control Waste Store

Spaces

Opportunities

InternetTechnology

Healthy Eating Market Extension

Threats

StrongCompetitors

Social Environment Chemical Pollution

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Factors to consider Effect on M&S Opportunity & Threat

Political Unstable in Government Potential changes in tax structure. n/a

Economic Global Recession

Customers have lower disposable income &

therefore the M&S brand has to be

promoted effectively to attract

Have reacted to this by adapting their brand

slogan to affordable quality accessible to

everyone they also promoted wise buys and

special offers.

Socio-Cultural

Consumer Behaviour has

changed in relation to

economic uncertainty

More people are staying in at weekendsand are reluctant to spend.

M&S took advantage of this by introducing

Dine in for 10 which enabled them to targetcouples who were now staying in rather than

going out.

Technological Changing Technologies.

Customers are expecting things done

quicker and more efficiently M&S had

been criticised for being slow and out-

dated in regards to IT.

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.

EcologicalSociety more aware of being

ethically friendly

Customers demanding greener products

and supporting greener brands.

M&S have always been conscious of this and

have lead the way by offering ethically

sourced produce supporting recycling

Legal

Need to be aware of

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 Danni Minogue Naomi Campbell

Fit / Match

Celebrity-Brand Fit

Good fit as Twiggyconsidered classy and

has been around for

decades people can

associate with her.

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.

Not British but high profilecelebrity who is well liked by

public. Doesnt quite fit with

the brand values as her style

is a bit edgy.

Although she is a famous Britishsupermodel She does not fit with

the brand values as has

reputation for being rude, moody

and aggressive.

Target Segments Fit

(Celebrity/Brand)

Fits with middle aged

womenWomen and men aged 18-45

Considered a fashion Icon

among the 18-40 female

segment.

She is not very well liked and not

sure what segment shed appeal

too maybe fashionistas

Attractiveness-

Identification

Classic British Fashion

Icon.

Promoting suits - Will encourage men to

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 VeryWere at time of campaign but Not

RecentlyVery Not at all

Expertise Fashion Music Music/Fashion Fashion

Power/Authority

High power and

authority seen as a

trend setter. Aspired by

many middle aged

females.

Had high power at time of campaign

but recently exposed scandals in the

media drug abuse and marital

affairs.

The celebrity of the moment

in all the fashion magazines

for her good taste in fashion

high power.

Low power has had lots of

negative media attention due to

violence, drugs and being a diva.


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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 (Customers 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 ledone

Use in house talent rather than looking for

consultants opinions


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Identified major Thrust movers (Quality, Value, Service, Trust andInnovation)

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 EndorsementsCarbon Neutral Sustainable Marketing (Ethical Standards)

Implemented 100 Point Plan


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ProductEnvironment

Service

EmployeeTraining

Supply chainmanagement

Housekeeping


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Brandmanagement

services

Workculture

Careerconsultancy

New storeformat

Onlineservices

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Around 20% of customers shop from home department

Segmented into 3 life styles

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BrandIdentity

Sincere, Vibrant,Competent

Professional,

Cosmopolitan,Freedom

Dominating,

High turnover

Customer's storeand Dominant

Customer centric,

Open

Vibrant, Friendly,

Dynamic


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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 experienceInternational

Leadership position in priority markets like Turkey and Czech Republic

Appropriate ownership model for different markets

IT, logistics andsupplychainUsing 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 heartlandFocus 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 adultlines 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)

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M&S Fashion

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