Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
BY:
AGUSTIN, GERALDINE G.
ARDE, CARLEIL S.D.
FERNANDEZ, GWENDALINE
E.
TERMINOLOGIES
FLAGSHIP STORE- CHAINS LARGEST STORE THAT HOLDS OR SELLS THE HIGHEST
VOLUME OF MERCHANDISE OR A CHAINS FIRST RETAIL OUTLET.
KEEPS IN
MARKS & SPENCER (M&S) IS A BRITISH RETAILING INSTITUTION. FOUNDED IN 1884 BY MICHAEL
MARKS, A POLISH JEW WHO HAD EMIGRATED TO ENGLAND, THE COMPANY HAS BEEN A NATIONAL
CHAIN SINCE THE EARLY 1900S. BY 1926 THE COMPANY HAD A BRANCH IN EVERY MAJOR TOWN IN
THE COUNTRY AND HAD BECOME BRITAINS LARGEST RETAILER, A POSITION IT STILL HELD IN
1996. PRIMARILY A SUPPLIER OF CLOTHING AND FOODSTUFFS, M&S IS ONE OF THE WORLDS MOST
PROFITABLE RETAILERS. IN 1992 M&SS 280 UNITED KINGDOM STORES HAD SALES OF $7.5 BILLION.
M&S ACCOUNTED FOR 15.0 PERCENT OF ALL RETAIL CLOTHING SALES IN THE UNITED KINGDOM,
AND 4.6 PERCENT OF ALL FOOD SALES. ACCORDING TO THE GUINNESS BOOK OF RECORDS, IN 1991
THE COMPANYS FLAGSHIP STORE AT MARBLE ARCH IN LONDON HAD A TURNOVER OF $3,700 PER
SQUARE FOOT, MORE THAN AY OTHER DEPARTMENT STORE IN THE WORLD.
ON
ANOTHER
ANOTHER CENTRAL
CENTRAL FEATURE
FEATURE OF
OF M&S
M&S IS
IS ITS
ITS PIONEERING
PIONEERING APPROACH
APPROACH TO
TO HUMAN
HUMAN
RELATIONS.
RELATIONS. LONG
LONG BEFORE
BEFORE IT
IT BECAME
BECAME FASHIONABLE
FASHIONABLE TO
TO DO
DO SO,
SO, M&S
M&S HAD
HAD
DEVELOPED
DEVELOPED A
A COMMITMENT
COMMITMENT TO
TO THE
THE WELL-BEING
WELL-BEING OF
OF ITS
ITS EMPLOYEES.
EMPLOYEES. M&S
M&S HAS
HAS
ALWAYS
ALWAYS VIEWED
VIEWED ITSELF
ITSELF AS
AS A
A FAMILY
FAMILY BUSINESS
BUSINESS WITH
WITH A
A BROAD
BROAD RESPONSIBILITY
RESPONSIBILITY
FOR
FOR THE
THE WELFARE
WELFARE OF
OF ITS
ITS EMPLOYEES.
EMPLOYEES. M&S
M&S HAS
HAS ALWAYS
ALWAYS VIEWED
VIEWED ITSELF
ITSELF AS
AS A
A
FAMILY
FAMILY BUSINESS
BUSINESS WITH
WITH A
A BROAD
BROAD RESPONSIBILITY
RESPONSIBILITY FOR
FOR THE
THE WELFARE
WELFARE OF
OF ITS
ITS
EMPLOYEES,
EMPLOYEES, M&S
M&S OFFERS
OFFERS EMPLOYEES
EMPLOYEES MEDICAL
MEDICAL AND
AND PENSION
PENSION PLANS
PLANS WITH
WITH
BENEFITS
BENEFITS THAT
THAT ARE
ARE WELL
WELL ABOVE
ABOVE THE
THE AVERAGE
AVERAGE WITHIN
WITHIN THE
THE INDUSTRY.
INDUSTRY. LIKEWISE,
LIKEWISE,
THE
THE COMPANY
COMPANY PAYS
PAYS ITS
ITS EMPLOYEES
EMPLOYEES AT
AT A
A RATE
RATE THAT
THAT IS
IS WELL
WELL ABOVE
ABOVE THE
THE AVERAGE
AVERAGE
WITHIN
WITHIN THE
THE INDUSTRY,
INDUSTRY, AND
AND IT
IT MAKES
MAKES A
A PRACTICE
PRACTICE OF
OF PROMOTING
PROMOTING EMPLOYEES
EMPLOYEES
FROM
FROM WITHIN,
WITHIN, RATHER
RATHER THAN
THAN HIRING
HIRING OUTSIDE.
OUTSIDE. FURTHERMORE,
FURTHERMORE, THERE
THERE ARE
ARE A
A
SERIES
SERIES OF
OF IN-STORE
IN-STORE AMENITIES
AMENITIES FOR
FOR EMPLOYEES,
EMPLOYEES, INCLUDING
INCLUDING SUBSIDIZED
SUBSIDIZED
CAFETERIAS,
CAFETERIAS, MEDICAL
MEDICAL SERVICES,
SERVICES, RECREATION
RECREATION ROOMS,
ROOMS, AND
AND HAIRDRESSING
HAIRDRESSING
SALONS.
SALONS. THE
THE REWARD
REWARD FOR
FOR M&S
M&S IN
IN THE
THE TRUST
TRUST AND
AND LOYALTY
LOYALTY OF
OF ITS
ITS EMPLOYEES
EMPLOYEES
AND,
AND, ULTIMATELY,
ULTIMATELY, HIGH
HIGH EMPLOYEE
EMPLOYEE PRODUCTIVITY.
PRODUCTIVITY.
ALSO
ALSO VITAL
VITAL IS
IS THE
THE COMPANYS
COMPANYS COMMITMENT
COMMITMENT TO
TO SIMPLIFYING
SIMPLIFYING ITS
ITS OPERATING
OPERATING
STRUCTURE
STRUCTURE AND
AND STRATEGIC
STRATEGIC CONTROL
CONTROL SYSTEMS.
SYSTEMS. M&S
M&S HAS
HAS VERY
VERY FLAT
FLAT HIERARCHY
HIERARCHY ;;
THERE
THERE IS
IS LITTLE
LITTLE IN
IN THE
THE WAY
WAY OF
OF INTERVENING
INTERVENING MANAGEMENT
MANAGEMENT LAYERS
LAYERS BETWEEN
BETWEEN STORE
STORE
MANAGERS
MANAGERS AND
AND TOP
TOP MANAGEMENT.
MANAGEMENT. THE
THE FIRM
FIRM UTILIZES
UTILIZES JUST
JUST TWO
TWO PROFIT
PROFIT MARGINS,
MARGINS,
ONE
ONE FOR
FOR FOODSTUFF
FOODSTUFF AND
AND ONE
ONE FOR
FOR CLOTHING.
CLOTHING. THIS
THIS PRACTICE
PRACTICE REDUCES
REDUCES
BUREAUCRACY
BUREAUCRACY AND
AND FREES
FREES ITS
ITS STORE
STORE MANAGERS
MANAGERS FROM
FROM WORRYING
WORRYING ABOUT
ABOUT PRICING
PRICING
ISSUES.
ISSUES. INSTEAD,
INSTEAD, THEY
THEY ARE
ARE ENCOURAGED
ENCOURAGED TO
TO FOCUS
FOCUS ON
ON MAXIMIZING
MAXIMIZING SALES
SALES VOLUME.
VOLUME.
CONTROL
CONTROL IS
IS ACHIEVED
ACHIEVED PARTLY
PARTLY THROUGH
THROUGH FORMAL
FORMAL BUDGETARY
BUDGETARY PROCEDURES
PROCEDURES AND
AND
PARTLY
PARTLY THROUGH
THROUGH AN
AN INFORMAL
INFORMAL PROBING
PROBING PROCESS,
PROCESS, IN
IN WHICH
WHICH TOP
TOP MANAGEMENT
MANAGEMENT
DROPS
DROPS IN
IN UNANNOUNCED
UNANNOUNCED AT
AT STORES
STORES AND
AND QUIZZES
QUIZZES MANAGERS
MANAGERS THERE
THERE ABOUT
ABOUT THE
THE
STORE.
STORE. IN
IN A
A TYPICAL
TYPICAL YEAR,
YEAR, JUST
JUST ABOUT
ABOUT EVERY
EVERY STORE
STORE IN
IN BRITAIN
BRITAIN WILL
WILL RECEIVE
RECEIVE AT
AT
LEAST
LEAST ONE
ONE UNANNOUNCED
UNANNOUNCED VISIT
VISIT FROM
FROM TOP
TOP MANAGEMENT.
MANAGEMENT. THIS
THIS KEEPS
KEEPS STORE
STORE
MANAGERS
MANAGERS ON
ON THEIR
THEIR TOES
TOES AND
AND CONSTANTLY
CONSTANTLYALERT
ALERT TO
TO THE
THE NEED
NEED TO
TO PROVIDE
PROVIDE KIND
KIND
OF
OF VALUE-FOR-MONEY
VALUE-FOR-MONEY PRODUCTS
PRODUCTS THAT
THAT CUSTOMERS
CUSTOMERS HAVE
HAVE TO
TO ASSOCIATE
ASSOCIATE WITH
WITH M&S.
M&S.
I.
II.
SPENCER
IV.SWOT ANALYSIS
STRENGTHS
WEAKNESS
No advertising
The company had a branch in every major town in
Britain
STRENGTHS
Clear focus on the customers by making each
senior manager wears M&S clothes and eat M&S
food, thus they develop understanding of what the
customers like about M&S products.
Pioneering approach to human relations
Simplified operating structure and strategic control
systems.
Supplier of clothing and foodstuffs
Accounted for 15.0 percent of all retail clothing
sales in United Kingdom, and 4.6 percent of all
food sales.
COMPETITIVE ADVANTAGE
EFFICIENCY
DEVELOP AN UNDERSTANDING OF WHAT IT IS THAT THE CUSTOMERS WANT AD LIKE ABOUT M&S PRODUCTS.
INCREASING THE OUTPUT OF LINES THAT ARE SELLING WELL AND REDUCING THE LINE OF OUTPUT OF LINES
THAT ARE NOT MOVING.
STRATEGY OF PROVIDING ONLY A SELECTIVE RANGE OF CLOTHING AND FOOD ENABLES M&S SUPPLIERS TO
REALIZE SUBSTANTIAL ECONOMICS OF SCALE FROM LARGE PRODUCTION RUNS.
- COMBINATION OF HIGH QUALITY AND REASONABLE PRICE ENCOURAGES CUSTOMERS TO ASSOCIATE M&S
WITH VALUE FOR MONEY.