Analyzing Macro Environment and Internal Capabilities of M&S

This report analyzes the macro environment and internal capabilities of M&S using frameworks like PESTLE analysis, Ansoff's matrix, SWOT analysis, McKinsey's 7S model, and VRIO analysis. It discusses the opportunities, threats, strengths, and weaknesses of M&S and provides strategic recommendations.

BUSINESS
STRATEGY

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................4
P1 Application of appropriate frameworks for analysing the macro environment ...............4
M1: Critically analyse the macro environment to determine and inform strategic management
decisions.................................................................................................................................8
TASK 2............................................................................................................................................8
P2 Evaluate the capabilities and internal environment of a company by using appropriate
frameworks.............................................................................................................................8
M2 Critically analyse the internal environment to asses strengths and weaknesses of an
organization’s internal capabilities structure and skill set....................................................13
TASK 3..........................................................................................................................................14
P3 Implement porter's five forces to evaluate competitive forces of a market sector for a firm
..............................................................................................................................................14
M3: Devising of proper strategies to improve competitive edge and market position based on
the outcomes.........................................................................................................................15
TASK 4..........................................................................................................................................15
P4 Apply different models and concepts to explain strategic planning...............................15
M4 : Strategic management plan including different strategic priorities & objective.........18
D1: Critique and interpret information by application of environmental & competitive
analysis for producing a valid strategic directions objectives & tactical actions................20
CONCLUSION..............................................................................................................................21
REFERNCES.................................................................................................................................22

INTRODUCTION
Forming a competitive business Strategy is very important for a business organisation in
for their survival. Present report is based on M&S that is a leading retail brands of UK. They are
offering high quality of products and deal on product segments like food, clothing and home
based products. Present report is based on the discussion of making a macro environment
analysis by use of PETSLE analysis as a macro environment framework and tools like SWOT
analysis, VRIO analysis is used for the purpose of developing a detail overview of internal
strength and weakness that is part of a organisation (Anwar and Hasnu, 2016). Further there is
use of porters five forces analysis for the purpose of understanding external forces that can
posses a influence on functioning of a business organisation. With help of analysis made from all
these frameworks there is development of a strategic management plan that has to be achieved in
long run by a business organisation.

TASK 1
P1 Application of appropriate frameworks for analysing the macro environment
Mission statement:
Mission statement of M&S is to make inspirational quality available to their customers.
Vision statement:
Vision of M&S is to accomplish their future goals and create a platform to lay down behaviour
guidelines that is reflecting in their value statement to offer high quality commodities.
PESTLE Analysis:
This is a macro environment tool that is applied of developing a detailed perception of
various perspectives that are part of external environment and can generate opportunities &
threats for a business organisation:
Illustration 1: PESTLE analysis

Political: These factors are related to the rules and norms set up by the government of a
organisation. Recently Brexit has resulted into huge impact on the functioning of retail brands in
UK.
Positive : When all the rules and regulation are timely followed by a organisation then it leads to
positive impact on their overall brand image.
Negative: Brexit impact might result into loss of certain policies with the European suppliers
and can lead to higher cost for consumers that might impact the present level of sales for M & S.
Economic: There are certain economic factors that is affecting organisations of UK.
Positive: There is a positive impact of economic conditions flourishing in a country such as
decision of M & D to switch to use of foreign suppliers have fuelled these competitors
(Whitehead, 2017).
Negative: Many new competitors in the retail industry are part of UK now and this is affecting in
form of new competitors are leading to loss of market from retail brands such as M&S by
encouraging their customers to have related type of products at low prices.
Socio cultural: This factor is associated with preferences and taste of customers who are part of
society.
Positive: M & S has been able to set up a brand image in all these years that has helped them in
creation of a image for their customers that has resulted into high sales of all products that are
being launched.
Negative: Trendy chains are popping up and is affecting the reputation of M & S as they are
becoming a less updated and trendy brand because of these new entrants (Zhao, Nie, and Shao,
2017).
Technological:
This factor is having relation with use of upgraded technology by a organisation.
Positive: M & S has adopted the latest technology that is part of modern day retail business in
food stores and retail brands like self checkout. This is helping their customers in having a self
checkout experience.

Negative: Timely up-gradation requires high amount of financial investments that lead to a huge
impact on regular course of functioning of a organisation.
Legal:
Legal factors are having relation with legal laws and regulations of a organisation.
Positive: Marks and Spencer is engaged in carrying out training activities and all the updations
that are required to ensure their legal protection.
Negative: Large number of changing rules affect the functioning of organisation and also lead to
higher resistance on part of employees if changes are implemented very frequently.
Environmental:
This is a factor is having relation with the factors that are part of external environment and are
continuously affecting functioning of a business organisation (Lubis, Absah,. and Lubis, 2019).
Positive: M & S is continuous engaged in establishment of policies in form of “Plan A” and
“Plan B” that is affecting their brand image in positive way. They have also announced a 100
point plan for five year so that they are able to re engineer themselves and become a carbon
neutral organisation.
Negative: There is a lot of pressure ion rte retail industry that us to make continuous change sin
their policies of sustainable sourcing and health promotion type of businesses ( Prashar,, 2018).
From the above discussed PESTEL analysis it can be said that each factors is associated with
development of certain opportunities and threats for a business organisation.
Ansoff's matrix
It is a growth vector matrix that can be defined as a strategic tool that can be adopted by
manager of a organisation for the purpose of selecting the best suitable strategy according to
detail analysis. In relation to M & S this framework is mentioned below:

 Product development: This strategy can be used by a organisation while there is a launch
of a new product so that existing customers can be attract towards them. In M & S this
strategy can helpful in earning of higher revenue. Market development: It is a growth related strategy where present products are placed for
a new customer segment so that present base can be enhanced. It will help M & S in
enhancing their sales and profitability ratio (Marks and Spencer plc, 2020). Market penetration: It is a strategy in which a organisation wants to increase market
share by assistance of their present product in the exiting markets. This strategy will be
very helpful in offering complementary services for their customers to enhance share of
market by earning of higher revenue.
 Diversification: This is one of the most high-risk strategy where fresh products are
launched and the market is also complete different from existing markets scenario. If the
product fails then it is a huge loss for a organisation.
From the above made discussion of various strategies Marks and Spencer can make use of
market penetration for the purpose of offering more offers and discounts to their existing
customer base to enhance their revenue share without making high amount of investment in
launching of new products (Dahl, and Fløttum, 2019).
Illustratio
n 2: Ans off matrix

M1: Critically depict the macro environment for strategic decisions.
From the above made discussions of PESTEL analysis and use of Ans off matrix it can be
said that there are certain opportunities and threats that are affecting M & S in long run. For this
there are certain strategies applied for the purpose of strategically accelerating the present growth
and profitability of a organisation (Gong, 2016). Based on the above discussed models and
analysis there are certain opportunities and threats that are part of a business organisation have
been discussed below:
Opportunities:
 M & S can expand their business in Asian and African countries. M & S can make investment in different types of marketing activities by using a low cost
strategy for the purpose of approaching a completely different segment of customers that
is low income group of people who presently are not able to afford products of M&S
because of its high prices(Marks and Spencer to reopen 118 M&S cafes in UK tomorrow
- full list of branches, 2020).
Threats:
 There is a rising threat because of the rapid changing dynamic environment and the
changes taking place in global business operations that can act as a barrier in having
effectiveness in M & S.
 There are major competitors in retail brands like H&M, Zara that is providing tough
competition and can be a big threat for future strategies of M & S.
TASK 2
P2 Assess the ability inner environment of organization
strategic capabilities are regarded as procedures that is related with different strategies
that can be used as action of a organisation to deal with various competitors that are part of
external environment (Raut, Cheikhrouhou, and Kharat, 2017). This has major six elements like
strategic purpose, key goals, action planning, analysis tools, vision and values, these
components are responsible for shaping the process of strategy implementation of a business
organisation.
Resource based view strategy

Resource based view is regarded as a framework that can be use by a organisation for
discovery of certain resources that can be utilized by a organisation for attainment of competing
advantage. There are 2 resources tangible & intangible. Tangible resources include machinery,
land, capital, equipments and intangible resources include physical presence of a organisation
and further includes intellectual property rights, trademarks and brand reputation of a particular
organisation (Galbreath, 2018).
SWOT analysis:
Strengths Weaknesses
 There are high quality products that are
offered by M&S and is helps in
achievement of higher competitors
advantage in the structure.
 M&S has high prices because of high
quality that they offer in their product
and this results into not being able to
cater to acquirement of low income
based group of costumers unlike other
competitors.
Opportunities Threats
 There is a available business strategy
that is use of business explanation in
 There is a threat of losing market share
in coming future because of high
Illustration 3: Resource based view of
organisations

new areas and price penetration to
expand in the present market areas.
competitive strategies that is adopted by
other retail brands like Zara and their
growing popularity can impact the
present market segment of M&S to
switch to these attractive brands.
McKinsey's 7S model
Mckinsey 7s model can be used by a organisation for analysis of organisation design of a
organisation by developing a detail understanding of seven basic components. These components
are below:
 Strategy: It is formulated by a organisation to attainment of a competitive factor in
comparison to their competitors. M&S need to form a robust strategy in order to survive
for a longer duration of time period (PESTLE Analysis Of Marks And Spencer, 2019).
 Structure: It is used for depicting the way in which business are organised and sharing
information to each other. In M&S there is a requirement to have a proper structure to

maintain effectiveness in the organisation it can be divisional, functional or matrix
structure (Amran, and et. al., 2016).
 Systems: It is a process that cab be used for detecting the daily function and process of
decision making in a organisation. There is a need to maintain a appropriate system to
implement any type of organisational change in M&S.
 Skills: It is very important to maintain a competent firework to ensure that there is proper
performance of all the employees in a organisation and help them in handling all the
complex areas of regular functioning in M&S.
 Style: It represents the way organisation is being managed by top management of a
organisation. There is a particular style of leadership that is adopted in M&S that is
democratic in situations where employees view points are considered for decision making
and autocratic when the decision is solely made by top management only.
 Staff: This is a element that is related to number and type of employees that are presently
employed in M&S it consist of employee hiring, training and then rewarding them so that
they are always motivated to contribute towards organisations smooth functioning (
Marks and Spencer SWOT & PESTLE Analysis, 2019).
 Shared values: There are certain norms and standards that are guiding the cations of a
organisation and employee behaviour such as in M&S organisation is willing to provide
higher value to their customers and this value is reflect in their internal-functioning.

VRIO analysis:
This tool is applied by organisation for the intention of identification of several resources
that are available and are related to internal capabilities of a organisation. It is very helpful for
them in achievement of higher competitive advantage, VRIO analysis of M&S is mentioned
below:
 Valuable: It is very crucial for managers in M&S to utilised their available resources and
there are certain resources that have been identified to be extremely important in
providing a competitive advantage to M&S as mentioned like brand reputation,
competent workforce, supply chain network and timely innovations.
 Rareness: This aspect of VRIO model is related with understanding of a organisation
that are the resources rare to be posses by a organisation. In M&S resources like
Competent workforce, brand reputation,, supply chain network are among the rare
resources.
 Imitable: It is very important for a organisation to posses some resources that are
valuable rare and not easily imitated by any other competitor. In case of M&S it consist
of brand image and the supply chain network that cannot be easily copied by other
competitors of this retail brand (Ghezzi, 2013).
Illustration 5: VRIO analysis

 Organisation: It is vital that every organization has to manage their resources in such a
manner that it helps in achievement of long run competitive advantage. In M&S the
brand image is a resource that is going to provide a long term competitive advantage and
help in their survival.
Valuable Rareness Imitable Organisation:
Brand image Yes Yes Yes Yes Sustainable
and unused
competitive
advantage
Supply chain
network
Yes Yes Yes No Temporary
competitive
advantage
Timely
innovations
Yes No No No Competitive
disadvantage
Competent
workforce
Yes Yes No No Competitive
Parity
M2 Critically make a analysis internal environment to assessment of strengths & weaknesses of
an organization
From above made discussion of various strengths and weakens of M&S it can be said that
they are offering high quality of products and have a wide product range in all different segment
of products like home products, kids wear, men and women wear that is providing a wide variety
to choose from the available large number of options. Based on these strength of business there
can be formation of tow major strategies that is expansion of their present share of market and
use of price penetration strategy to enhance the satisfaction level of their present base of
customers (The business strategy of marks and Spencer, 2016).

TASK 3
P3 Implement porter's five forces for understanding of different competitive forces for a firm
The Porter Five Forces System is applied for evaluating the competitiveness of a
company. This method consists five models which defines about availability of competition in
the external environment. This model is used by those companies who are exist in the
environment from a long time period. Like Mark and Spencer company is a reputed firm which
is operating in United Kingdom from many years. In regards with Mark and Spencer company,
this model has been applied in such manner:
 Threat of new entrants- This is challenging for M&S but there is a low threat because
high entrance costs are required before enetring the retail industry (Mukherjee, 2018).
M&S has long been established in its market, and has multiple delivery platforms and
cost benefits for potential entrants due to their expertise of this area. As a consequence,
the danger to potential competitors is little due to big resources and the trust to consumers
is a leading barrier to entry & this industry is also prone to credibility.
 Bargaining power of buyers- The negotiating power of the purchasers is strong.
Customers were either looking for classic garments became price conscious or looking
for high picture became clothing attuned (Chenyuand Wen, 2016). M&S competition
have focused more on customers that has taken away prospective consumers. M&S
misinterpreted its target audience, even though Internet users were not inclined to pay a
higher prices for supporting the brand goods, they just wanted a reduced cost with
advanced quality products, so a consumer-oriented tactic is needed rather than a product-
oriented tactic.
 Bargaining power of suppliers- 90% of outlets M&S providers seem to be British
providers. M&S purchased all their products directly UK manufacturers, generating a
scenario where the manufacturer relied on M&S and vice versa. Suppliers ' bargaining
power is low even though M&S has focused purchases only from a few providers
(Huang, 2019).
 Threat of substitutes- Substitution can decrease the appetite of consumers for a certain
'class' of goods, because buyers would be free to turn to substitutes. There are a number
of distributors working with international products at a cheaper price in the fabric retail
market (Chen and Cheng, 2019). Consumers may be prepared to pay a label higher price

or to purchase related products at a cheaper cost. As a consequence, the danger of M&S
replacements is strong.
 Competitive Rivalry- Competition is likely to increase because substitutes are at risk,
and sellers and customers are attempting to control the industry. M&S was confronted
with the risk of good advantages by other companies entering its market with similar
quality products at a reasonable price and up-to - date style (Varelas and Georgopoulos,
2017). For starters, Gap, Oasis and Next have begun selling similarly priced products, but
more contemporary fashion-focused style.
M3: Devising of proper strategies for improvement of competitive edge and their market position
From the above discussed porters five forces analysis it can be said that most suitable
strategy is to increase share of market for M&S is to change their share of market by making use
of present wide range of product (choles, 2015). There is low threat of new entrants that can be
used as a advantage but there must be use of proper tactics to deal with the threat of high threat
of substitution and high competitive rivalry for M&S.
TASK 4
P4 Apply various models & concepts to understand strategic planning
Porter's generic strategies:
Generic strategy of Porters is used for identification of ways by which a organisation
can attain competitive advantage in market (Wang and Verma,, 2012). There are three different
strategies that are part of this model and can be used for the purpose of strategic planning for
M&S:

Differentiation: It is a strategy in which a organisation is offering innovate and new
products to their present customer base that have helped them in attainment of a differentiation
advantage (Lewis, 2017). M&S is offering highly innovative products that are leading towards
enhancement of sales.
Cost leadership: This strategy is associated with targetting price sensitive customer by a
business. It is a strategy M&S will be offering commodity that are lower in prices by providing
them with attractive offers and discount coupons especially to their loyal and permanent
customers. It helps in attracting and enhancement of present level of sales by people willingly
using and availing these attractive offers.
Focus: This strategy is basally based on two major aspects that is differentiation focus
and cost focus. In strategy of Cost focus M&S will be having more focus on offering lower
priced products and in differentiation focus there will be requirement of product that are different
trendy and timely innovated to attract customers based on differentiation advantage that is used
by this organisation.
Illustration 6: Porters generic strategies

Bowman's strategic clock
This model is applied by business organisation for exploring their strategic positioning
and have a andante over their competitors in the external market. There are certain aspects that
are part of this model as mentioned below:
Low price and low value added: It is a low competitive position for a business
organisation like M&S as in this products are not differentiae and consumers are perceiving less
value for the products even if they are offered at lower prices ( Yoffie and Cusumano, 2015).
Low price: This strategy can help M/&S in creating a positions of low cost leaders by use
of cost minimisation technique. In this profits are low prices for every product but the sales
volume is very high.
Hybrid: This Strategy consist of elements of high produce differentiation and low prices.
In this positioning strategy can be used by M&S.
Differentiation: It is a strategy M&S will have to focus on offering high innovation in
products so that they can be differentiated with comparison to other similar products.
Focused differentiation: This strategy is used by brands that are functioning at global
level. In M&S this strategy can be used by highly innovating the present Value that is provide to
their customers.
Illustration 7: Bowman's strategic clock

Risky high margins: It is a strategy in which there can be situations of high risk and
might result in business failure. M&S can use high pricing strategy without making any
significant changes in their products.
Monopoly pricing: In this there is a situation of market monopoly. M&S can achieve this
by making timely innovations in their products.
Loss of market shares: It is related to creation of a Strategic position that is not suitable
by any organisation as there is requirement for M&S to set a standard price for their middle
range of product. This might lead to lower market share of M&S.
In M&S,, after there has been a analysis of above two models it can be said that must
suitable Strategy for the purpose expansion of their share in Asian and African countries is use if
differentiation strategy in their Present range of products (Noe, and et. al., 2017)
M4 : Strategic management plan including different strategic priorities & objective
Strategic planning is helpful for a organisation in identification of different priorities and
activities that can help people in achievement of their strategic goals.
Vision: Vision statement of M&S is to provide a range of standard products according to their
competitors strategies, enhancing customer experience, developing care for environment &
community to enhance the overall working environment for their employees.
Mission: The statement of M&S has to offer a plan quality products accessible to their
customers.
Objectives: Following objectors have been set up by M&S to be achieved in the course of their
marketing plan:
 Expansion of their present market share to countries like Africa and Asia
 Expansion of present market share by 10 percent by use of price penetration and
differentiation as their strategies (Marks and Spencer Mission, Objectives and
Responsibilities, 2018).
Tactics:
These are the short term efforts that can be used by a organisation. In case of M&S tactics
will be formed after making a detailed analysis of marketing mix aspects of this retail brand.

Marketing mix of Marks and Spencer:
Elements Tactics to be used by M&S
Product: M&S is offering several different category of
products like women apparels, Men apparels,
footwear, formal wear, kids categories, home
products, beauty products, furniture, wine,
food products, flowers and many such wide
range of products. These wide ran eg can be
used for the purpose off expansion of their
present market share in extending themselves
to countries of Asia and Africa.
Price: M&S can make use of penetration pricing for
purpose establishing themselves in
international and new market segments (
Marketing mix of Marks and Spencer, 2019).
Place: Presently M&S is having presence in countries
like Finland, Canada, France, china, Spain,
Egypt they can further make use of strategies
used in these countries for expanding in to new
Illustration 8: Marketing mix
elements for a organisation

areas.
Promotion: M&S can make use of marketing policy by
aligning themselves to every new innovative
tool. They can make use of digital media
sources for future expansion plans.
Time period: The time period for the present strategic plan of M&S is for a period of five years.
Implementation: It is necessary for a organisation to implement their formulated plan according
to their resources availability. M&S can allocate their financial resources according to need of
strategic business plan.
Financial resources of M&S: There has been a budget of 100 million pounds that has been set
up by the financial department in order to work towards above laid down objectives.
Evaluation : this is the last stage of plan that is considered in order to develop a understanding
of whether results have been achieved according to way they were planned or there has been any
type of deviations. There will be comparison made in M&S of the actual performance with the
standardised performance.
D1: Critique and interpret information by application of environmental & competitive analysis
for producing a valid strategic directions objectives & tactical actions
From the above discussed macro and micro environmental model it can be said that the
most suitable Strategic options that are available with a M&S is to expand themselves to new
market segments as they have already established themselves successfully (RESPONSIBLE
MARKETING, 2020). For the purpose of enhancement of sales and profitability it is very
important to use some tactics and strategies so the Present range of products can be launched at
reasonable prices by making use of price penetration as their approach where quality will be
high but prices have to be lowered down in order to enhance their market share.

CONCLUSION
It can be concluded from above made analysis that there are use of models like PESTLE
analysis and ANS off matrix that helps in detailed analysis of external environment. It leads to
development of opportunities and threats that is related to the external business environment.
Further there are certain models that are used for making internal analysis that is resource based
view of organisation and analysing strategies that could provide long run competitive advantage.
Porters five forces is used for examining major five forces that are prevailing in external
environment and based on these analysis there is formation of a strategic business management
plan to be achieved by a organisation by marketing mix
& different tactics.

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