M&S Case Study
CASE ANALYSIS ON
M&S
Lecturer: Mrs. M. Mcpherson Edwards Date of submission: April 8, 2011
Group Members: Asanya Lloyd Ramone Fraser Shevel Barret Jannielle Brown Andrew Williams
Management and Intrapreneurship (ENT 1010) Group 2 Members: Asanya Lloyd
Mrs. M. McPherson Edwards Ramone Fraser
April 8, 2011 Shevel Barrett Jannielle Brown Andrew Williams
Case Analysis – M&S
1. What are the lessons you learned from M&S about how to turn around an ailing, bureaucratic firm?
To answer this question, we must first define what a bureaucratic firm is. According to Stimpson P & Singh K (2008), a bureaucratic organization, is one which is run by the government, or one that has strong centralized authority. It is defined as bureaucratic because there is a lot of red tape involved, meaning, for a single thing to be done it has to be passed through the different heads of departments. With reference to M&S, some lessons that we have learned about how to turn around an ailing bureaucratic firm are: * The first thing you have to do is bring in new people and start from the top. M&S was taken over by Luc Vandevelde, who held both the Chairman and the Chief Executive position. They did this for he was previously the Chariman and Chief Executive for a French hypermarket chain, and they felt as though he would be willing and able to bring this business back on its feet, due to his reputation and background experience. In addition to this position, M&S also brought in younger new talent, in order to help them in appealing to the younger generation. George Davies, who was the founder of Next, was brought in to take over this position, and also Yasmin Yusuf who worked for the Warehouse clothing chain was appointed as creative director. They engineered innovation and creativity into the firm and hoped to appeal to its new client base.
* Another lesson learned was that, in order to
M&S
Lecturer: Mrs. M. Mcpherson Edwards Date of submission: April 8, 2011
Group Members: Asanya Lloyd Ramone Fraser Shevel Barret Jannielle Brown Andrew Williams
Management and Intrapreneurship (ENT 1010) Group 2 Members: Asanya Lloyd
Mrs. M. McPherson Edwards Ramone Fraser
April 8, 2011 Shevel Barrett Jannielle Brown Andrew Williams
Case Analysis – M&S
1. What are the lessons you learned from M&S about how to turn around an ailing, bureaucratic firm?
To answer this question, we must first define what a bureaucratic firm is. According to Stimpson P & Singh K (2008), a bureaucratic organization, is one which is run by the government, or one that has strong centralized authority. It is defined as bureaucratic because there is a lot of red tape involved, meaning, for a single thing to be done it has to be passed through the different heads of departments. With reference to M&S, some lessons that we have learned about how to turn around an ailing bureaucratic firm are: * The first thing you have to do is bring in new people and start from the top. M&S was taken over by Luc Vandevelde, who held both the Chairman and the Chief Executive position. They did this for he was previously the Chariman and Chief Executive for a French hypermarket chain, and they felt as though he would be willing and able to bring this business back on its feet, due to his reputation and background experience. In addition to this position, M&S also brought in younger new talent, in order to help them in appealing to the younger generation. George Davies, who was the founder of Next, was brought in to take over this position, and also Yasmin Yusuf who worked for the Warehouse clothing chain was appointed as creative director. They engineered innovation and creativity into the firm and hoped to appeal to its new client base.
* Another lesson learned was that, in order to