in the market. With regard to Marks & Spencer‚ we can categorise them as follows: External Internal -Fast changing market and tough trading conditions -Poor management - failure to recognize and react to changing market trends -Consumers’ change of taste -Decentralised marketing function: inconsistent brand image -War in Iraq - slower economy -The versus the Euro - imports/exports -Increased competition locally and from foreign companies Marks & Spencer - SWOT Analysis. What follows is
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MARKS AND SPENCER (a) MARKS AND SPENCER’s SUCCESS This question is answered in relation to the success achieved before the downturn in performance in the late 1990’s. • The strategic intent was to have a simple pricing policy and the use of the ST MICHAEL LOGO as a sign of quality. • Had structured formula for all its stores whereby a set of principles were held as core to the organisation • The value chain was well managed suppliers been local and control could be exercised over suppliers
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REPORT ON MARKS AND SPENCER & THE CORPORATE CODE Contents Executive Summary 1. Introduction (pj4) 1.2 Company background (pj4) 1.3 Combined Code (pj5) 1.4 Cadbury Committee (pj6) 1.5 Greenbury Committee (pj6) 1.6 Turnball Committee (pj6) 1.7 Provisions for the board (pj6) 1.8 Provisions for chairman and chief executive (pj7) 1.9 Provisions for chairman and chief executive
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generation Psychographic: Dividing a market into different segments based on social class‚ lifestyle‚ or personality characteristics. Behavioral: Dividing a market into segments based on consumer knowledge‚ attitudes‚ uses‚ or responses to a product. Case study Geographic: This was demonstrated by Darden in the Longhorn chain. Longhorn restaurants are currently only in the eastern half of the US. This is an opportunity for expansion. Demographic: demographic segmentation is represented by Red Lobster’s
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Porter‚ M Taylor‚ Lumpkin and Dress. (2005)‚ Strategic Management‚ 2nd Edition‚ McGraw-Hill: New York Thompson and Strickland‚ (2001)‚ Crafting and Executing Strategy‚ 12th edition‚ Thompson A. and Strickland (2003)‚ Strategic Management: Concept and Cases‚ McGraw-Hill: NY M&S (2009)‚ Retrieved from: http://marksandspencer.com‚ (accessed August 30 2010) J-sainsbury (2009)‚ Retrieved from: http://www.j-sainsbury.co.uk/cr/index.asp?pageid=10 (accessed August 30 2010) Retailtech (2009)‚ Retrieved from:
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Dick Spencer Case Analysis Strengths as a Salesman Dick Spencer has had an interesting career. He began as a salesman at Tri-American Corporation and quickly worked his way up the corporate ladder to management level. He experienced many achievements and also many roadblocks during that time. This case analysis will examine some of the contributing factors to his successes and failures as well as provide recommendations on how he could have been more successful as a manager. Dick Spencer experienced
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Corporate Ownership & Control / Volume 4‚ Issue 4‚ Summer 2007 96 CORPORATE GOVERNANCE: SHAREHOLDERS’ INTERESTS’ AND OTHER STAKEHOLDERS’ INTERESTS Elena F Pérez Carrillo* Abstract Much of the traditional Company Law doctrine considers that Corporations must be managed to promote‚ above all‚ shareholders’ rights. Activities in favour of non-shareholder constituencies such as suppliers‚ consumers‚ employees or the Community at large can be perceived as a means of Management to increase its
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Zara International was a retail shop originated in La Coruna‚ Spain in 1975. It was clothing and accessories shop and imitated the latest fashion trends and sold them at a lower cost. It became Zara International after entering Portugal in 1988 and then the United States and France in the 1990s. The distributor for this brand is Inditex and is considered the most successful retail chain in the world. Zara has a business strategy that is very different from the retailers nowadays. If a customer orders
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Case: “Zara: IT for Fast Fashion” Student ID: U00235538 Issue Zara‚ the flagship chain of Spanish based holding company Inditex‚ has grown to great prominence in the international retail fashion industry. It has done so by advantage in recognizing and responding to changing fashion. Recognizing and quickly responding to the changes in fashion trends is largely achieved through a collaborative system of store managers and mid-management level commercials. The exponential growth of Zara
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Talk of a consumer downturn has resonated about the City and government in recent weeks. Now there is no doubt. Marks & Spencer‚ purveyor of 10% of the nation’s clothing and specialist in foodie treats‚ is hurting. After two years of growth‚ the food and fashion giant has been stopped in its tracks by a grim combination of economic factors‚ ranging from bad mortgages in the US to rising petrol prices and the mountainous personal debts of British shoppers. City experts had expected M&S‚ reinvigorated
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