Marks and Spencer

EXECUTIVE SUMMARY:
The essence of this report is to focus on the prospect of Marks and Spencer to sustain a growth in profits while amidst strong oppositions in the core retail industry. The intent of the study is to explore the complexities involved in terms of the success and development of the company that is envisaged to challenges. It also studies the various stages that led to the failure of the company inspite of having sustained its success for a long period of time. It begins with introducing the case followed by an analysis of the case. The possible reasons for success and failure and how it connects with the organizational culture, is mainly emphasized. Thereby a set of recommendations are provided followed by a conclusion.
INTRODUCTION:
CASE ANALYSIS:
The main objective of M & S was to provide its customers with high-quality well-designed merchandise at reasonable prices. To maintain good human relations and work with suppliers to ensure high standards of quality control.
ORGANIZATIONAL CULTURE:
The organizational culture is characterized as a reflection of‘taken for granted fashion’ that is the attitude shared by the organizational members. They followed a traditional culture and more emphasis was given to symbol system. They restricted their suppliers to the British only which had an impact on the financial costs. They followed the traditional way of buying from specialist buyers thus overlooking the time factor. Besides no liberty was given to the store managers to interact with their customers thus withholding the chances to develop further good relations with their customers.
SUCCESS OF M&S:
Headed by Richard Greenbury, the CEO it enjoyed success for several years. The reasons behind its success include a traditional strategy to build on customer relationship and thereby being customer focused. Also it claimed itself to be a virtual company with a self-styled manufacturing system without factories. It worked to achieve high... [continues]

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