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Introduction
Strategy Implementation Plan – Marks & Spencer, The organization selected for the following writing is Marks & Spencer which is a UK based retail grocery chain. It is currently among the most premier clothing, food and financial service retailers of United Kingdom and therefore, is committed to service, quality and customer value. The vision statement of Marks & Spencer is to be the standard against which others are measured. In order to achieve this vision, strategic plan benchmarked include climate change, Strategy Implementation Plan – Marks & Spencer customers health and well-being and fair partnership with the associates (Spencer, 2005).
The major aim and purpose of this strategic plan is to reduce the amount of waste and unused substances produced by the factories of Marks & Spencer and to protect the natural resources of earth to promote a healthy lifestyle among all of their consumers. Marks & Spencer is also aiming towards application of fair trading with the company’s companions and to have great diversity of organic products. Through the implementation of this strategy, Marks & Spencer wants to create new jobs, counteract the adverse effects on climate and provide protection to animal rights in order to deliver high quality goods to the consumers in an affordable price range (Wilson, Gilligan, 2005).
Evaluation of the Organisation’s Current Governance Structure
The level and style of framework provided by Marks & Spencer is no doubt unsurpassed. The governance structure of this company has delivered enhanced integration across the accounts and great insights have been observed in company’s board of directors. The discussions of panel are now majorly focused on investment deliberations, their annual offsite meetings and their view towards overall performance of the company. The reason behind success of Marks & Spencer is the fruitful implementation of their multichannel programmes to move away from old styled online appearances towards new platforms of designing and built in house websites (Pearce, Robinson, 2000). Furthermore, the governance structure has welcomed an Ecommerce Distribution Centre and National Distribution Channel that are enough for equipping Marks & Spencer for a long time run. Though their short term trading performance has discriminated over the past few years but they are still focused on all the major initiatives that work as a decisive enabler for the company in future accomplishments.
The governance structure is continuously challenging the performance of general merchandise business in order to execute the plans that are essential for improvement. Complete structure of Marks & Spencer has been amended by improving the product quality and data from the insight of their customers, which will be continued as a key demand for years to come (Dobni, Dobni, Luffman, 2001). Authorities of Marks & Spencer review all the outcomes of board evaluation processes, closely monitor all the workings, database findings, key risks, threats to the business, security issues, and customer perceptions to work accordingly. This governance structure is producing good business and good performance and is demonstrating the standards Marks & Spencer has set for itself and its reputation on an international and national level (Fogg, 1999).
According to the theories proposed by Johnson and Scholes “a company’s competitive advantages are the features that give permission to do best even in average industry extensive performance and free entry into the industry as a whole”. In the light of this theory, it can be suggested that Marks & Spencer must have some defined abilities to make the implementation of climate change more noticeable. The company must find ways with unique competences that are hard for the rivals to copy and replicate. Effective use of skills to organize their procedures is also one of the changes required to assist with the delivery of new strategies.
There are three main generic changes that can be used for the implementation of desired strategies. The company can either become a low cost retailer or differentiate its services and products in such a way that its value among coursers enhance to an extent that they agree on paying premium prices (Anagnostopoulos, 2010). Marks & Spencer can also seek activities to achieve maintenance and increment of market shares with currently available products through combination of competitive pricing strategies, advertising sales promotion and by giving more resources to personal selling. The company should also think about restructuring their market by driving their competitors out through hostile promotional campaigns reinforced by a pricing scheme designed to make the market repellent for their opponents. For better implementation of these strategies, analysing about company’s external environment, internal strengths and weaknesses is mandatory (Dobni, Dobni, Luffman, 2001). In such case, diverse and inventive culture of Marks & Spencer can proved to be a persuasive factor for new strategies implementation. For these reasons, some of the most intimate needs for Marks & Spencer include marketing, finance, network business and customer care. All these objectives and aims can be achieved by this company though their improvement of customer focus/ management. According to theory proposed by Robert, in order to bring changes for employment of new strategies Marks & Spencer should apply various approaches to target divisions which have been previously acknowledged and arrive at value propositions (Bowman, 2008).
Culture of the Organisation and Its Dominant Leadership Style
The culture of Marks & Spencer and its leadership style can easily be assessed by determining the environmental basis of the company. These political, social, economic and technical issues that are affecting the strategic management of the company can give complete overview of its culture. Since the European committee for foreign trades between Marks & Spencer and other countries allow free flow of trading and…
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