Establishment[ edit ] Marks and Spencer on Briggate not far from their original branch in Leeds. In he met Isaac Jowitt Dewhirst while looking for work.
To study the process of strategic change this report analyses the concept of strategic change in detail. This report analyses Marks and Spencer and studies its strategic change in the past five years and determines how the company developed competencies to bring about this change and what were the underlying reasons for the failure of Marks and Spencer's.
The report also looks at the change management theory and applies it to Marks and Spencer to asses what the company achieved through its change process and why change was necessary for the company.
Also, the report will focus on whether the company achieved any organizational learning through the change process. In the Marks and Spencer launched a new strategy of revitalizing the business, which led to the closure of many stores around the world and the emphasis on the UK business, which had become unprofitable because of increased competition and because the company had lost the focus of consumer needs and wants.
The new strategy of the business included the focus on increasing customer relationship and introducing new products and services. The company redesigned their stores to offer a unique shopping experience to the consumers. The company has also put a lot of emphasis on creating a business that is socially responsible.
British retailer Marks and Spencer (M&S) is a private limited company, their main aim is of a commercial nature. It is one of the most iconic and widely recognised chain stores in the UK. They have stores located throughout the UK and stores worldwide. Oct 24, · Consequently, following this specific structure which offers a quick response to change while being strongly supervised and an appropriate level of innovation without risking compromising the company’s image, fits with Marks & Spencer’s goals. 1. INTRODUCTION. Marks & Spencer is British institution. Opened in , the company emerged as a major retailer of clothes, food, household items and financial services. By , Marks & Spencer was an international company with sales of over £8 billion and very high net profit margins.
To regain the market share of in the UK market the company had to increase the appeal and value of their products. In the retail sales went up by 6. Strategic Transformation The strategic change process requires time and cannot happen overnight, it entails that the organization learns and develops certain skills.
To achieve the strategic transformation the organization has to go through four distinct stages, which include the first stage where the organization lacks any strategic transformation skills. Over time the organizations become aware of the importance of these skills, which is described as conscious incompetence, as at this stage they are still not developed.
The third stage is where the organization develops a conscious competence in strategic transformation and the management creates a strategic planning system.
The final stage is when organizations integrate strategic transformation in their business information and it becomes a part of their unconscious competence Stockport, The main reasons for the failure of Marks and Spencer is that it was unable to interpret change and failed to change its strategy.
In addition, the success of the company for so many years made the senior management complacent. Other problems of the company included the overseas expansion through the expansion of Brooks Bothers in the USA.
The company was also highly centralized under Mr. The growth strategy of the company was too ambitious, and it created a huge burden on the company Gary, The management had also failed to monitor the competitor threat, which was taking away the share of the company.
The customer services levels at the company were declining and unable to read all these variables the company failed to strategically transform itself Stockport, Bowman identified that the reutilized processes in an organization can limit strategic change process and innovation.
Therefore, it is important for the management to encourage alternative methods of encouraging strategic thinking within the organization. For the change, process to be effective leadership is required which can change implement an organizational culture that supports these change strategies.
Zeffane, Strategic Organizational Change Organizational change has become an integral part of planning and formulation. In a turbulent environment change is a strategic issue. Therefore, most organization favors contingency planning Appelbaum et al, Strategic organizational change involves the whole organization.
Change can emanate from either the external environment as seen in the case of Marks and Spencer or other variables such as economic conditions and technological advances. In some cases, change can also come from within the organization.
The most common factors influencing organizational change include the emergence of new competitors and technology innovation.
The change can be either reactive or proactive in the case of Marks and Spencer's it was reactive. Change Management In any situation when the management is trying to change the existing structures it always leads to resistance. However, there are certain techniques that can be used successfully to offset this resistance and make this change process very smooth.
At Marks and Spencer everyone was aware of the urgency of change as the survival of the company depended on the change process. Change within an organization can create uncertainty as to what the future holds, and it can lead to personal insecurity where changes create ambiguity and uncertainty.
Then resistance to change is likely to emerge.Introduction In this essay, in scope of the subject Organizational Management I, we will study the case of one of UK’s leading retailers that is Marks & Spencer.
We are proposed to answer 3 given questions regarding the firm, specifically its strategy. The company was founded by a partnership between Michael Marks, a Polish Jew from Słonim (Marks was born into a Polish-Jewish family, a Polish refugee living in the Russian Empire, now in Belarus), and Thomas Spencer, a cashier from the English market town of Skipton in North Yorkshire.
Marks & Spencer has more than stores and 11 million shoppers each week and employs 66, workers. The company is one of High Street's best known companies however, Marks & Spencer, for a long time unchallenged, has undergone a chain of management and corporate structure changes due a decline in their sales.
Oct 24, · The pattern followed by Marks & Spencer plc*, multinational British retailer (clothing, food and homeware), illustrates the concept of hierarchical structure and the effectiveness of the chosen structure on the culture .
British retailer Marks and Spencer (M&S) is a private limited company, their main aim is of a commercial nature. It is one of the most iconic and widely recognised chain stores in the UK. They have stores located throughout the UK and stores worldwide.
History of Marks and Spencer • Marks and Spencer started as a stall by Michael Marks in Leeds Market in • His philosophy is to sell durable merchandise at a moderate price • Thomas Spencer joined the business in and became a joint partner of the company.