Submitted by: Submitted by mm12
Views: 604
Words: 2865
Pages: 12
Category: Business and Industry
Date Submitted: 12/29/2012 10:40 AM
The Strategic capabilities of Marks and Spencer
Table of contents
Contents Page 2
Executive Summary Page 3
Introduction Page 4
Internal environment Page 5
Resources and competences Page 5
SWOT analysis Page 6
Value Chain Analysis Page 8
Strategic directions Page 10
Conclusion Page 11
Bibliography Page 12
Executive Summary
This report is seeking to identify current strategic capabilities of Marks and Spencer and their competitive advantages by analysing their internal environment. “A strategic capability is defined as the adequacy and suitability of the resources and competences of an organisation for it to survive and prosper” (Johnson et al 2011). The report will also suggest future strategic directions for the company.
Marks and Spencer has been trading for over 100 years, building extremely strong intangible resources including its brand, sound reputation and consumer trust in the quality of their products. The company operates selling clothing, food and products for the home benefiting currently from strong board members including Chief Executive Officer Mark Bolland making decisive innovative plans in place for expansion Internationally. Focusing on the customer and through innovation the company seeks to increase their market share and profits whilst improving their weaknesses. The organisation has prioritised the environment and sustainability as key to their future changing the structure of their suppliers and processes at all levels with the goal of being the world’s most sustainable retailer by 2015.
Marks and Spencer currently operates in highly competitive markets where the economic downturn, inflation, VAT increases and other external factors have detrimentally affected most retailers. Customers are seeking increased value and lower prices. With...