m&s fashion
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Group 14
Shreya Banerjee - 10927201
Raj Mohan M - 10927807
Arun Karthik B - 10927841
Udayarajan V - 10927850
Piyush - 10927866
P P Singh - 09927843
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Founded in 1884 by Michael Marks and Thomas Spencer in Leeds
Headquartered in London & Current CEO is Marc Bolland
700 stores in United Kingdom and 300 more in 41 countries
Specializes in the selling of clothing and luxury food products
Number one provider in women's wear in UK
Clothing and home ware sales constitutes 49% of total sales
Clothing Shoes Cosmetics HomeFood &
drinksGift Shop
North coast Airflex Harvard Alfresco Cook India Cut flowers
Portfolio Classic Autograph Lyon Cook Chinese Greetings cards
Autograph Footgloove Butterfly Maxim Bistro range Jewelry
Blue harbor Per Una Natural BeautyDine with
meLunch Togo Watches
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Strengths
High Quality Customer Services Shopping
Environment Manager Training
Weakness
Clothing - lackSegmentation
Stock Control Waste Store
Spaces
Opportunities
InternetTechnology
Healthy Eating Market Extension
Threats
StrongCompetitors
Social Environment Chemical Pollution
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Factors to consider Effect on M&S Opportunity & Threat
Political Unstable in Government Potential changes in tax structure. n/a
Economic Global Recession
Customers have lower disposable income &
therefore the M&S brand has to be
promoted effectively to attract
Have reacted to this by adapting their brand
slogan to affordable quality accessible to
everyone they also promoted wise buys and
special offers.
Socio-Cultural
Consumer Behaviour has
changed in relation to
economic uncertainty
More people are staying in at weekendsand are reluctant to spend.
M&S took advantage of this by introducing
Dine in for 10 which enabled them to targetcouples who were now staying in rather than
going out.
Technological Changing Technologies.
Customers are expecting things done
quicker and more efficiently M&S had
been criticised for being slow and out-
dated in regards to IT.
M&S invested 400m in IT infrastructure
hand held computers for quicker stock taking
a dedicated warehouse for e-commerce were
a few of the changes made.
EcologicalSociety more aware of being
ethically friendly
Customers demanding greener products
and supporting greener brands.
M&S have always been conscious of this and
have lead the way by offering ethically
sourced produce supporting recycling
Legal
Need to be aware of
employment law etc especially
in unfamiliar countries
In France M&S did not comply with the law
in regards to informing staff about closures.
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Responding to Online queries within a Hour
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FATEP Model Twiggy Take That Danni Minogue Naomi Campbell
Fit / Match
Celebrity-Brand Fit
Good fit as Twiggyconsidered classy and
has been around for
decades people can
associate with her.
Been around for a long time -
established band for many years a
sense of a family unit and until recently
have been renowned for being well
mannered. Ties in with M&S brand
values, Good fit.
Not British but high profilecelebrity who is well liked by
public. Doesnt quite fit with
the brand values as her style
is a bit edgy.
Although she is a famous Britishsupermodel She does not fit with
the brand values as has
reputation for being rude, moody
and aggressive.
Target Segments Fit
(Celebrity/Brand)
Fits with middle aged
womenWomen and men aged 18-45
Considered a fashion Icon
among the 18-40 female
segment.
She is not very well liked and not
sure what segment shed appeal
too maybe fashionistas
Attractiveness-
Identification
Classic British Fashion
Icon.
Promoting suits - Will encourage men to
buy who aspire to be like them and also
to women to buy for their partners as
they fancy them.
An attempt by M&S to show
that they can be fashionable
and edgy.
Little attraction although as she
is a British supermodel she would
make the clothes look good.
Trustworthiness VeryWere at time of campaign but Not
RecentlyVery Not at all
Expertise Fashion Music Music/Fashion Fashion
Power/Authority
High power and
authority seen as a
trend setter. Aspired by
many middle aged
females.
Had high power at time of campaign
but recently exposed scandals in the
media drug abuse and marital
affairs.
The celebrity of the moment
in all the fashion magazines
for her good taste in fashion
high power.
Low power has had lots of
negative media attention due to
violence, drugs and being a diva.
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Huge Dip in Profits (more than 90% in 3 years)
Very High Inventory (more than 75% of yearly sales is in inventory)
Inferior Product quality (Customers Perception)
Priced Very High - Low Sales (Priced higher than other players)
Focused only on Short term gains from Successful products (Per Una)
Perceive of Mis-trust by employees due to external consulting
Anarchy in taking Decisions
No Clear roadmap for Strategy Implementation & measuring Output
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Changing from inward looking to customer facing
Changing from supply led strategy to demand ledone
Use in house talent rather than looking for
consultants opinions
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Identified major Thrust movers (Quality, Value, Service, Trust andInnovation)
Comparing current scenario with 1965 year (Quality)
Investing in staff (Attracting Right Talent by increased Pay scale
Current Attrition rate 80%)
Major store by store refurbishment (House keeping)
Change in Reward Structure Based on Output (not by experience)
Standardizing Working Hours
Modifying Carrier Structure (Quicker & Effective decisions)
Investing in Advertising and Celebrity EndorsementsCarbon Neutral Sustainable Marketing (Ethical Standards)
Implemented 100 Point Plan
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ProductEnvironment
Service
EmployeeTraining
Supply chainmanagement
Housekeeping
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Brandmanagement
services
Workculture
Careerconsultancy
New storeformat
Onlineservices
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Around 20% of customers shop from home department
Segmented into 3 life styles
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BrandIdentity
Sincere, Vibrant,Competent
Professional,
Cosmopolitan,Freedom
Dominating,
High turnover
Customer's storeand Dominant
Customer centric,
Open
Vibrant, Friendly,
Dynamic
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Focus on UK
Only at M&S strapline to position technology for clothing available at
M&S
Cross selling
Multi Channel
New platform to provide multichannel customized experienceInternational
Leadership position in priority markets like Turkey and Czech Republic
Appropriate ownership model for different markets
IT, logistics andsupplychainUsing project 2020, 5% improvement in food availability by 2013-14
and 9% improvement in clothing and home b 2015
Investment and returns
Additional capital expenditure for stores, systems and marketing
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Close or discontinue the non performing brands and stores
Retailing heartlandFocus on both core customers and teenagers
Missing the latest trends in many stores
Market share of 23 per cent for women aged 55 to 64 & 12.1 per cent
for women a decade younger
Teenagers' line, Per Una Due, was discontinued in 3 months whilst the adultlines had flourished
Focus on customers value for money
Service, Quality of products & Store layout - premium that customer pays
Store layouts confusing, difficult to shop, needs better lighting
Increase in staff count especially during Christmas season
Customer information and feedback from customers
Advertising - To strengthen the companys overall brand image
Revamp its website (Display prices in many currencies)
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