Strategic Management- Marks and Spencer's 2011
BSP028 Strategic Management | Paul Ioannides A764027 | | Describe and evaluate the main strategic changes of Marks and Spencer since the beginning of Stuart Rose’s Chairmanship. | | | 8/19/2011 | |
Contents Introduction 3 Marks and Spencer 3 Strategy Definition 4 Strategic Change 1 5 Plan A: Aim of becoming the most sustainable retailer 5 Description of Strategy 5 Reasoning of Strategy 5 The Strategy 2010-2011 5 Theoretical Foundations of Strategy 6 Corporate Governance 6 Business/Corporate Level Strategy 7 Vertical Integration 7 Scope of ‘Plan A’ Strategy 8 Utilitarianism 9 Evaluation 9 Suitability 9 Strategic Change 2: 12 Multi Channel Strategy: The Internet and Mobile 12 Description of Strategy 12 Reasoning of the Strategy 12 Theoretical Foundations of Strategy 12 Business/Corporate Level Strategy 12 Ansoff Matrix 13 Evaluation 14 Suitability 14 Feasibility 14 Acceptability 15 Conclusion 15
Introduction
The aim of this report is to outline the chosen strategic changes that Marks and Spencer have incurred since the beginning of Stuart Rose’s chairmanship. The first section of the report will focus on outlining the specific strategic changes that were implemented, including a description of them whilst relating them to theoretical concepts studied. A brief explanation will then be included to explain the reasoning behind the strategic change. The latter half evaluates each of the strategic changes in accordance with the evaluation criteria. For the purpose of this report, Marks and Spencer (M&S) will be considered as a single unit as opposed to treating each constituent of its business as a single entity e.g. clothing, home, food. However, if necessary, the report will explicitly state when appropriate details in relation to individual parts of the business. In order to contextualise the importance of examining the strategic changes of Marks and Spencer, the UK supermarket
Contents Introduction 3 Marks and Spencer 3 Strategy Definition 4 Strategic Change 1 5 Plan A: Aim of becoming the most sustainable retailer 5 Description of Strategy 5 Reasoning of Strategy 5 The Strategy 2010-2011 5 Theoretical Foundations of Strategy 6 Corporate Governance 6 Business/Corporate Level Strategy 7 Vertical Integration 7 Scope of ‘Plan A’ Strategy 8 Utilitarianism 9 Evaluation 9 Suitability 9 Strategic Change 2: 12 Multi Channel Strategy: The Internet and Mobile 12 Description of Strategy 12 Reasoning of the Strategy 12 Theoretical Foundations of Strategy 12 Business/Corporate Level Strategy 12 Ansoff Matrix 13 Evaluation 14 Suitability 14 Feasibility 14 Acceptability 15 Conclusion 15
Introduction
The aim of this report is to outline the chosen strategic changes that Marks and Spencer have incurred since the beginning of Stuart Rose’s chairmanship. The first section of the report will focus on outlining the specific strategic changes that were implemented, including a description of them whilst relating them to theoretical concepts studied. A brief explanation will then be included to explain the reasoning behind the strategic change. The latter half evaluates each of the strategic changes in accordance with the evaluation criteria. For the purpose of this report, Marks and Spencer (M&S) will be considered as a single unit as opposed to treating each constituent of its business as a single entity e.g. clothing, home, food. However, if necessary, the report will explicitly state when appropriate details in relation to individual parts of the business. In order to contextualise the importance of examining the strategic changes of Marks and Spencer, the UK supermarket