1 2 3 4 5 6 7 8 9 10 11 CS1208 The Association of Business Executives Advanced Diploma 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 INTERNATIONAL BUSINESS CASE STUDY Marks & Spencer plc afternoon 2 December 2008 This is an open-book examination and you may consult any previously prepared written material or texts during the examination. Only answers that are written during the examination in the answerbook supplied by the examination centre will be marked. CS1208
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With close to 400 shops‚ 11 million customers a week and 66‚000 workers‚ Marks and Spencer is a respected organization and one of the High Street’s most recognized brands. Nevertheless the days when M&S was uncontested have long gone as clothing sales have come under stress from other high street brands like Topman and River Island and food revenue has been hit by Tesco. Over the last 15 years‚ Marks and Spencer have experienced a succession of changes in management and organizational culture following
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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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Marks & Spencer Sustainable Construction Biodiversity GuideContents Foreword 03 Introduction 05 How to use this guide 07 The M&S biodiversity process 08 - M&S biodiversity process diagram - M&S Site Biodiversity Action Plan (SBAP) requirements Guide to biodiversity design features 16 - Building level design features - Building curtilage level design features Case study of M&S Ecclesall Road store‚ Sheffield 45 - Photos of the site - Extracts from the ecological
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Internet Timeline v 8.2‚ Avalible from: http://www.zakon.org/robert/internet/timeline/#1990s (accessed August 30 2010) Leyshon‚ M Christie M. (2002)‚ “Marks and Spencer Enhances Customer Service Across Multiple Channels” Available from: http://betty-sung.tripod.com/marks_&_spencer.htm (accessed August 30 2010) Ciao Stewart‚ A. (2000)‚ ‘Marks and Spencer facing its toughest battle’‚ Available from: http://www.thisisthelakedistrict.co.uk/money/in_the_city/NEWS0.html (accessed August 30 2010) MacMillan
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Accounting policies are specific accounting bases selected and consistently followed by a business.Allowing businesses to make choices on the use of accounting policies may lead to withholding information from the accounts to ensure that the figures appeal to stakeholders. This can be perceived as a potential weakness of accounting policy choices as businesses may have to cease all trading activities and employees will lose their jobs so this can affect stakeholders. Accounting policy choices
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1. Introduction 1.1 Company overview Marks and Spencer‚ also known as M&S‚ is a major British retailer. It currently specializes in selling of apparel and luxury food items. M&S was founded in 1884 by Michael Marks and Spencer Leeds. The establishment started out as market stalls throughout England. In the beginning‚ M&S built its reputation on the policy of only selling British made merchandise and using British suppliers and M&S’s emphasis became on quality and getting value for your money
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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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Marks & Spencer‚ one of Britain’s leading retailers‚ the words scroll relentlessly across a giant electronic ticker. They describe progress against "Plan A"‚ a set of 100 worthy targets over five years. The company will help to give 15‚000 children in Uganda a better education; it is saving 55‚000 tonnes of CO2 in a year; it has recycled 48m clothes hangers; it is tripling sales of organic food; it aims to convert over 20m garments to Fairtrade cotton; every store has a dedicated "Plan A" champion
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