Integration of Business Functions
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This essay examines the integration of business functions in Marks & Spencer, a leading multinational retailer. It explores strategic changes observed in the past decade, their impact on various aspects of the organization, and the role of key business functions in influencing the performance of M&S.
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INTEGRATION OF BUSINESS
FUNCTIONS
FUNCTIONS
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Theme 1: Strategic changes observed in past few years in business functioning of Mark &
Spencer........................................................................................................................................1
Theme 2: Impact of strategic changes on marketing strategies..................................................3
Theme 3: Variations in business culture due to changes in strategic directions: .......................3
Theme 4: Impact of strategic changes on Structure of the organisation:....................................4
Theme 5: Impact of strategic changes on leadership:.................................................................4
Theme 6: Impact of strategic changes on internal and external environment of M&S:.............4
Theme 7: Business functions and impact of marketing business function on performance of
Marks & Spencer.........................................................................................................................5
Theme 8: Role of human resource management in M&S...........................................................6
Theme 9: Role of operation management in influencing performance of M&S........................7
Theme 10: Significance of finance business functions in organisation......................................8
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Theme 1: Strategic changes observed in past few years in business functioning of Mark &
Spencer........................................................................................................................................1
Theme 2: Impact of strategic changes on marketing strategies..................................................3
Theme 3: Variations in business culture due to changes in strategic directions: .......................3
Theme 4: Impact of strategic changes on Structure of the organisation:....................................4
Theme 5: Impact of strategic changes on leadership:.................................................................4
Theme 6: Impact of strategic changes on internal and external environment of M&S:.............4
Theme 7: Business functions and impact of marketing business function on performance of
Marks & Spencer.........................................................................................................................5
Theme 8: Role of human resource management in M&S...........................................................6
Theme 9: Role of operation management in influencing performance of M&S........................7
Theme 10: Significance of finance business functions in organisation......................................8
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10
INTRODUCTION
Business function integration is defined as the strategy which provides understanding of
external and internal factors influencing the organisations in context of management and
business (Sanyal and et.al., 2018). The essay will explore strategic advancements observed in
past 10 years, which have completely altered the management and business operations of
organisation. It will consider the role of business functions like human resources and operation
management, marketing and accounting operations in relation with Marks & Spencer (M&S) that
is one of the most successful multinational retail organisations. It has its dominance in retailing
of clothes, food products as well as home appliances. The essay will also explain the impact of
various strategic changes on marketing forces, leadership approaches and organisational
environment of Marks & Spencer.
MAIN BODY
Theme 1: Strategic changes observed in past few years in business functioning of Mark &
Spencer
The last decade has marked significant changes in strategic direction of organisations
especially in retail sector. The biggest change observed by M&S is that with changing
technologies, it is now expanding its operating frame globally via online retailing. The
organisation provides the facility of e-commerce also so that customers can receive products and
services without reaching to M&S stores.
The profit share of M&S in online environment is greater than compared to that in
established stores. So organisation is continuously engaged in improving its website, which has
easy user interface, convenient interaction facility, safe and secure payment tools and quick
monitoring services for resolving complains and feedbacks at the earliest (Gillespie and Riddle,
2015).
Instead of focusing and targeting potential buyers, M&S focuses on implementing use of
STP strategy (Segmentation, targeting and positioning), which assists the firm in targeting wide
range of buyers at one time according to their buying preferences. For instance, M&S provides
clothing range as well as food products and home products without restricting to any single type
of product and service.
1
Business function integration is defined as the strategy which provides understanding of
external and internal factors influencing the organisations in context of management and
business (Sanyal and et.al., 2018). The essay will explore strategic advancements observed in
past 10 years, which have completely altered the management and business operations of
organisation. It will consider the role of business functions like human resources and operation
management, marketing and accounting operations in relation with Marks & Spencer (M&S) that
is one of the most successful multinational retail organisations. It has its dominance in retailing
of clothes, food products as well as home appliances. The essay will also explain the impact of
various strategic changes on marketing forces, leadership approaches and organisational
environment of Marks & Spencer.
MAIN BODY
Theme 1: Strategic changes observed in past few years in business functioning of Mark &
Spencer
The last decade has marked significant changes in strategic direction of organisations
especially in retail sector. The biggest change observed by M&S is that with changing
technologies, it is now expanding its operating frame globally via online retailing. The
organisation provides the facility of e-commerce also so that customers can receive products and
services without reaching to M&S stores.
The profit share of M&S in online environment is greater than compared to that in
established stores. So organisation is continuously engaged in improving its website, which has
easy user interface, convenient interaction facility, safe and secure payment tools and quick
monitoring services for resolving complains and feedbacks at the earliest (Gillespie and Riddle,
2015).
Instead of focusing and targeting potential buyers, M&S focuses on implementing use of
STP strategy (Segmentation, targeting and positioning), which assists the firm in targeting wide
range of buyers at one time according to their buying preferences. For instance, M&S provides
clothing range as well as food products and home products without restricting to any single type
of product and service.
1
The most drastic advancement implemented by M&S is in its marketing strategies.
Before 10 years, the main policy of an organisation was to advertise with brand value and quality
of products without considering the cost factor. The organisation aimed at maintaining high
prices with strong belief that brand name of M&S will force customers to pay even high prices.
Nevertheless, in the last few years with huge competitive environment, M&S is trying to sustain
customers by providing discounts and other benefits. The main cause for this is that online
retailing has increased transparency, competitive forces and thus customers have great number of
choices.
M&S is trying to introduce innovations in business functioning. Innovations were
considered as the least priority by M&S in earlier decades but from last few years, it maintained
the strong position among its competitors and is trying to keep its approaches and strategies
innovative.
Contrary to the trends of previous year's, organisation now involves corporate social
responsibilities (CSR) in its strategies so that customers can consider M&S as responsible and
social and can connect with organisation emotionally (Spence, 2016). M&S achieved this
marketing strategy by involving in charity programs and making environment friendly products.
Organisation is strongly making strategic directions such as establishing long-term public
relation, maintaining brand equity to resolve difficulties for customers. Since customers have
variety of choices so M&S is not leaving any stone unturned to retain its customers.
Earlier Marks & Spencer was involved in expanding its market in UK only but since
2010, it started investing great amount to make its presence visible in international market. The
aggressive expansion strategy in the international market by M&S Is the result of easy global
exposure provided by digital technologies.
Organisation is also aiming at effective human resource management. Before 2010, M&S
was aiming at human resources with great communication and management skills but with
online expansion of M&S, The organisation is concern about technical skill development of its
human resources so that they can also adopt the new strategic directions of digitalization (Whittle
and Myrick, 2016).
2
Before 10 years, the main policy of an organisation was to advertise with brand value and quality
of products without considering the cost factor. The organisation aimed at maintaining high
prices with strong belief that brand name of M&S will force customers to pay even high prices.
Nevertheless, in the last few years with huge competitive environment, M&S is trying to sustain
customers by providing discounts and other benefits. The main cause for this is that online
retailing has increased transparency, competitive forces and thus customers have great number of
choices.
M&S is trying to introduce innovations in business functioning. Innovations were
considered as the least priority by M&S in earlier decades but from last few years, it maintained
the strong position among its competitors and is trying to keep its approaches and strategies
innovative.
Contrary to the trends of previous year's, organisation now involves corporate social
responsibilities (CSR) in its strategies so that customers can consider M&S as responsible and
social and can connect with organisation emotionally (Spence, 2016). M&S achieved this
marketing strategy by involving in charity programs and making environment friendly products.
Organisation is strongly making strategic directions such as establishing long-term public
relation, maintaining brand equity to resolve difficulties for customers. Since customers have
variety of choices so M&S is not leaving any stone unturned to retain its customers.
Earlier Marks & Spencer was involved in expanding its market in UK only but since
2010, it started investing great amount to make its presence visible in international market. The
aggressive expansion strategy in the international market by M&S Is the result of easy global
exposure provided by digital technologies.
Organisation is also aiming at effective human resource management. Before 2010, M&S
was aiming at human resources with great communication and management skills but with
online expansion of M&S, The organisation is concern about technical skill development of its
human resources so that they can also adopt the new strategic directions of digitalization (Whittle
and Myrick, 2016).
2
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Theme 2: Impact of strategic changes on marketing strategies
The variations in strategic directions of Marks & Spencer not only affects performance of
organisation but it also influences organisational aspects such as strategic leadership,
organisational structure, driving marketing forces, operational environment and behaviour and
working culture of M&S. With the interactive strategies, M&S tries to ensure that effective
communication is always a priority. Communication may be used to resolve issues of customers
or to convince them about higher prices (Krush, Sohi and Saini, 2015).
In the last decade retail industry observed regular price falls in products but M&S
maintained its higher prices. It uses its advertising and regular interaction with customers to
retain them with higher prices. Thus, M&S strictly follows its strategy to maintain good
customer relations on the basis of quality and brand value only instead of lowering prices.
Marks & Spencer is now making strategies of promotion via digital marketing because
they are more effective as compared to other promotional tools. Organisation is giving equal
importance to the UK market as well as international market. M&S is also taking product
quality, digital technologies and requirements of customers into consideration so that effective
marketing strategies can be framed.
The Mckinsey 7-s model
This model is an effective tool for organisational analysis. It will help Marks & Spencer
to monitor and evaluate the impact of strategic changes in internal environment of organisation
such as in its marketing and execution policies.
Hard elements: It analyses the strategies, system dependencies and behavioural structure of
M&S as hard elements of the organisation. These components can be easily influenced by the
management of M&S.
Soft elements:On the other hand the factors like human resources and their skills, shared values
and polices of M&S are considered as soft element which significantly influence the decision
making of the organisation. The marketing strategies of organisation are analysed and framed on
the basis of these factors.
Theme 3: Variations in business culture due to changes in strategic directions:
Unlike previous decades, M&S is not limiting its operations to UK only. With global
expansion strategies, organisation is working to lead in global market. The global existence can
3
The variations in strategic directions of Marks & Spencer not only affects performance of
organisation but it also influences organisational aspects such as strategic leadership,
organisational structure, driving marketing forces, operational environment and behaviour and
working culture of M&S. With the interactive strategies, M&S tries to ensure that effective
communication is always a priority. Communication may be used to resolve issues of customers
or to convince them about higher prices (Krush, Sohi and Saini, 2015).
In the last decade retail industry observed regular price falls in products but M&S
maintained its higher prices. It uses its advertising and regular interaction with customers to
retain them with higher prices. Thus, M&S strictly follows its strategy to maintain good
customer relations on the basis of quality and brand value only instead of lowering prices.
Marks & Spencer is now making strategies of promotion via digital marketing because
they are more effective as compared to other promotional tools. Organisation is giving equal
importance to the UK market as well as international market. M&S is also taking product
quality, digital technologies and requirements of customers into consideration so that effective
marketing strategies can be framed.
The Mckinsey 7-s model
This model is an effective tool for organisational analysis. It will help Marks & Spencer
to monitor and evaluate the impact of strategic changes in internal environment of organisation
such as in its marketing and execution policies.
Hard elements: It analyses the strategies, system dependencies and behavioural structure of
M&S as hard elements of the organisation. These components can be easily influenced by the
management of M&S.
Soft elements:On the other hand the factors like human resources and their skills, shared values
and polices of M&S are considered as soft element which significantly influence the decision
making of the organisation. The marketing strategies of organisation are analysed and framed on
the basis of these factors.
Theme 3: Variations in business culture due to changes in strategic directions:
Unlike previous decades, M&S is not limiting its operations to UK only. With global
expansion strategies, organisation is working to lead in global market. The global existence can
3
be supported only with digital transformation of an organisation. Therefore, M&S is executing
its operational activities via digital tools like website, online payment methods and online
booking along with locally established stores (Baker, 2016). The online stores of M&S are
providing more profit share as compare to physical M&S stores thus organisation is trying to
concentrate more on e-commerce.
The environment supporting strategies followed by Marks & Spencer is also promoting
innovation. Organisation is making efforts to support environment friendly procedures in product
development as well as in packaging of products. Organisational culture of M&S supports more
interactive culture so that customers as well as employee relations can be maintained long term
and effective.
Theme 4: Impact of strategic changes on Structure of the organisation:
For providing the quality services to the customers M&S also need to modify its
organisational structure. A few decades ago the organisation was focused on maintaining its
stores only but now as M&S is active globally through digital platforms like social media and
websites the certain new areas gains importance for consideration. For instance M&S need a
strong information and technology (IT) system. This system ensures that organisation is
performing well and desired response is provided by customers.
Since with digital transactions it is essential for M&S to protect its sensitive information
from unauthorised access and cyber threats, a technically strong team of human resources has
become mandatory. This requirement breaks the stereotype structure of few years ago in which
IT teams was requirement of technical organisations only (Gillespie and Riddle, 2015). M&S
has also managed to implement monitoring tools and strong security devices for monitoring its
routine activities as well as working of its employees.
Theme 5: Impact of strategic changes on leadership:
For achieving the organisational goals of M&S leadership style has key role. For creating
a highly skilled and efficient team leaders employ the leadership development programs. These
programs are in accordance with the strategic directions. For example for customer relation
strategy leaders of M&S train the employees in a way that they are able to address the issues
faced by the customers. Innovative strategies can be implemented only when leaders provides
4
its operational activities via digital tools like website, online payment methods and online
booking along with locally established stores (Baker, 2016). The online stores of M&S are
providing more profit share as compare to physical M&S stores thus organisation is trying to
concentrate more on e-commerce.
The environment supporting strategies followed by Marks & Spencer is also promoting
innovation. Organisation is making efforts to support environment friendly procedures in product
development as well as in packaging of products. Organisational culture of M&S supports more
interactive culture so that customers as well as employee relations can be maintained long term
and effective.
Theme 4: Impact of strategic changes on Structure of the organisation:
For providing the quality services to the customers M&S also need to modify its
organisational structure. A few decades ago the organisation was focused on maintaining its
stores only but now as M&S is active globally through digital platforms like social media and
websites the certain new areas gains importance for consideration. For instance M&S need a
strong information and technology (IT) system. This system ensures that organisation is
performing well and desired response is provided by customers.
Since with digital transactions it is essential for M&S to protect its sensitive information
from unauthorised access and cyber threats, a technically strong team of human resources has
become mandatory. This requirement breaks the stereotype structure of few years ago in which
IT teams was requirement of technical organisations only (Gillespie and Riddle, 2015). M&S
has also managed to implement monitoring tools and strong security devices for monitoring its
routine activities as well as working of its employees.
Theme 5: Impact of strategic changes on leadership:
For achieving the organisational goals of M&S leadership style has key role. For creating
a highly skilled and efficient team leaders employ the leadership development programs. These
programs are in accordance with the strategic directions. For example for customer relation
strategy leaders of M&S train the employees in a way that they are able to address the issues
faced by the customers. Innovative strategies can be implemented only when leaders provides
4
proper guidance and support to its employees. It is the responsibility of the team leaders to
promote the innovative ideas from every individual of the team. Globalisation strategies
motivates the leader to always keep an eye on moves of competitors (Hair and et.al., 2015). In
this way leaders of M&S can formulate the most effective decision making.
Theme 6: Impact of strategic changes on internal and external environment of M&S:
The sustainable development through corporate social responsibility gives another
challenge to the team members as well as competitors of M&S. For ensuring the high quality
services M&S management must regularly monitor the operational activities. With global and
customer retention strategies it has become essential for M&S to maintain the quality and on
time delivery of products and services. Quality compromise in any store of M&S or the
dissatisfaction by a single customer can readily widespread through social media tools. It can
affect the brand value of organisation in negative manner (Zhang, 2015). It is also tough task for
the organisation to retain the skilled and talented human resources for long term. There are
numerous opportunities for skilled resources and thus for achieving benefits from them M&S
gives proper attention to the welfare of its valuable employees.
Porter's five forces:
For understanding and analysing the impact of external competitive environment M&S
can use Porter's five force model as an efficient analysis tool.
M&S must monitor the behaviour of its competitor to stay ahead in the race.
For enhancing the profits the organisation must also evaluate its suppliers and if
organisation requires searching for alternative then must select stronger and cheaper
suppliers.
Porter's model helps organisation to identify the threat of substitution by other rivalries.
M&S must make strategies to deal with the rising values of competitive threats.
This model helps M&S to analyse the areas in which new emerging organisations can
defeat the performance of M&S.
This model will analyse that the customer segment of M&S will continue for long term or
it may shift to other organisations or whether it may cause organisation to change its
decision.
5
promote the innovative ideas from every individual of the team. Globalisation strategies
motivates the leader to always keep an eye on moves of competitors (Hair and et.al., 2015). In
this way leaders of M&S can formulate the most effective decision making.
Theme 6: Impact of strategic changes on internal and external environment of M&S:
The sustainable development through corporate social responsibility gives another
challenge to the team members as well as competitors of M&S. For ensuring the high quality
services M&S management must regularly monitor the operational activities. With global and
customer retention strategies it has become essential for M&S to maintain the quality and on
time delivery of products and services. Quality compromise in any store of M&S or the
dissatisfaction by a single customer can readily widespread through social media tools. It can
affect the brand value of organisation in negative manner (Zhang, 2015). It is also tough task for
the organisation to retain the skilled and talented human resources for long term. There are
numerous opportunities for skilled resources and thus for achieving benefits from them M&S
gives proper attention to the welfare of its valuable employees.
Porter's five forces:
For understanding and analysing the impact of external competitive environment M&S
can use Porter's five force model as an efficient analysis tool.
M&S must monitor the behaviour of its competitor to stay ahead in the race.
For enhancing the profits the organisation must also evaluate its suppliers and if
organisation requires searching for alternative then must select stronger and cheaper
suppliers.
Porter's model helps organisation to identify the threat of substitution by other rivalries.
M&S must make strategies to deal with the rising values of competitive threats.
This model helps M&S to analyse the areas in which new emerging organisations can
defeat the performance of M&S.
This model will analyse that the customer segment of M&S will continue for long term or
it may shift to other organisations or whether it may cause organisation to change its
decision.
5
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Theme 7: Business functions and impact of marketing business function on performance of
Marks & Spencer
The routine operational activities for achieving the profit goals of the organisation are
known as business functions. The existence and success of the organisation is marked only when
all business functions such as marketing, management of human resources, finance related
activities and operation management activities like production, researches and development are
up to the mark and in alignment with each other. The business function integration is necessary
for Marks & Spencer performance. These functions are directly in line with the strategies of
organisation. The appropriate integration of these functions improves all factors which
contributes in the success of the organisation (Krush, Sohi and Saini, 2015).
One of the most important business function for the M&S is marketing function. Without
effective marketing strategy organisation may not be able to maintain its brand value among
customers. Marketing functions includes various strategies which can influence and motivate
customers for preferring M&S brand. The marketing department of Marks & Spencer defines
and manage the brand value of the organisation. For initiating marketing this department of
organisation conducts campaigns to identify the products which provides the maximum gain and
the products which require improvement strategies. The promotional strategies for M&S is
prepared by this department.
It conducts various researches to analyse the latest trends of organisations so that the
most productive strategy can be framed for M&S. The website and social media content related
to organisational policies must favour M&S. It must not include negative and inappropriate
comments regarding its performance (Shenkar, Luo and Chi, 2014). The negative promotion may
cause losses to the brand value of M&S. The marketing functions regularly monitor the online
presence of the organisation and ensures that brand image of the M&S is not compromised
through any content. These marketing functions are also used to analyse the performance of
other organisations so that M&S can frame policies to gain competitive advantage.
The marketing business functioning team plays a significant role in convincing the
customers about the organisational standards and policies (Spence, 2016). To monitor and
evaluate the performance of organisation they conduct researches and interaction sessions with
customers so that M&S can be established as a well known brand name among majority of target
6
Marks & Spencer
The routine operational activities for achieving the profit goals of the organisation are
known as business functions. The existence and success of the organisation is marked only when
all business functions such as marketing, management of human resources, finance related
activities and operation management activities like production, researches and development are
up to the mark and in alignment with each other. The business function integration is necessary
for Marks & Spencer performance. These functions are directly in line with the strategies of
organisation. The appropriate integration of these functions improves all factors which
contributes in the success of the organisation (Krush, Sohi and Saini, 2015).
One of the most important business function for the M&S is marketing function. Without
effective marketing strategy organisation may not be able to maintain its brand value among
customers. Marketing functions includes various strategies which can influence and motivate
customers for preferring M&S brand. The marketing department of Marks & Spencer defines
and manage the brand value of the organisation. For initiating marketing this department of
organisation conducts campaigns to identify the products which provides the maximum gain and
the products which require improvement strategies. The promotional strategies for M&S is
prepared by this department.
It conducts various researches to analyse the latest trends of organisations so that the
most productive strategy can be framed for M&S. The website and social media content related
to organisational policies must favour M&S. It must not include negative and inappropriate
comments regarding its performance (Shenkar, Luo and Chi, 2014). The negative promotion may
cause losses to the brand value of M&S. The marketing functions regularly monitor the online
presence of the organisation and ensures that brand image of the M&S is not compromised
through any content. These marketing functions are also used to analyse the performance of
other organisations so that M&S can frame policies to gain competitive advantage.
The marketing business functioning team plays a significant role in convincing the
customers about the organisational standards and policies (Spence, 2016). To monitor and
evaluate the performance of organisation they conduct researches and interaction sessions with
customers so that M&S can be established as a well known brand name among majority of target
6
audience. Customers can directly interact with these representatives and their emotional
connectivity also acts as one of the reason for the success of the organisation.
In the absence of marketing function the organisational strategies of M&S may not align
with the latest market trends and the requirements of customers. The promotional strategies
without marketing concepts and researches are not effective and does not lead to desired output
results in terms of financial gain as well as customer retention (Baker, 2016).
Theme 8: Role of human resource management in M&S
Human resources are the key force behind execution of every business function. M&S is
using various digital technologies but the importance of skilled human resources cannot be
replaced by any of the alternatives. For all the stores of M&S, human resources which have
fluent communication skills, convincing powers and ability to maintain the brand value of M&S
are required. These resources not only have direct interaction with customers but also executes
all functional activities.
If human resources of the Marks & Spencer are not skilled and understanding then
customers will find it difficult to interact with them and will never be willing to be part of M&S
organisation. It depends on human resources of organisation to covey the brand value of M&S
ahead by building customer relationship. When customers of M&S feels emotionally connected
with human resources then, they always find it easy and convenient to choose M&S over other
alternatives. Since M&S is using strategies like global expansion and digital transformation
organisation is also adopting variable standards for recruiting human resources. Organisation is
now seeking to recruit the professional who have technical skills and can play effective role in
digital marketing strategies.
Most of the target audience prefers website and digital support. So along with the
communication skills M&S is finding technical skills as an essential asset in its human resources.
Skilled human resource are vital assets for any type of business. Thus, M&S must monitor that
employees get comfortable working atmosphere. Any kind of activities or atmosphere which is
not in favour of employees such as workplace discrimination, violence of employment rights,
unsatisfactory wages and working conditions can make efficient human resources to choose
other organisations as employer. It will not only cause deprivation of talented pool but can also
cause legal troubles. When human resources of the organisation are not in support of the
7
connectivity also acts as one of the reason for the success of the organisation.
In the absence of marketing function the organisational strategies of M&S may not align
with the latest market trends and the requirements of customers. The promotional strategies
without marketing concepts and researches are not effective and does not lead to desired output
results in terms of financial gain as well as customer retention (Baker, 2016).
Theme 8: Role of human resource management in M&S
Human resources are the key force behind execution of every business function. M&S is
using various digital technologies but the importance of skilled human resources cannot be
replaced by any of the alternatives. For all the stores of M&S, human resources which have
fluent communication skills, convincing powers and ability to maintain the brand value of M&S
are required. These resources not only have direct interaction with customers but also executes
all functional activities.
If human resources of the Marks & Spencer are not skilled and understanding then
customers will find it difficult to interact with them and will never be willing to be part of M&S
organisation. It depends on human resources of organisation to covey the brand value of M&S
ahead by building customer relationship. When customers of M&S feels emotionally connected
with human resources then, they always find it easy and convenient to choose M&S over other
alternatives. Since M&S is using strategies like global expansion and digital transformation
organisation is also adopting variable standards for recruiting human resources. Organisation is
now seeking to recruit the professional who have technical skills and can play effective role in
digital marketing strategies.
Most of the target audience prefers website and digital support. So along with the
communication skills M&S is finding technical skills as an essential asset in its human resources.
Skilled human resource are vital assets for any type of business. Thus, M&S must monitor that
employees get comfortable working atmosphere. Any kind of activities or atmosphere which is
not in favour of employees such as workplace discrimination, violence of employment rights,
unsatisfactory wages and working conditions can make efficient human resources to choose
other organisations as employer. It will not only cause deprivation of talented pool but can also
cause legal troubles. When human resources of the organisation are not in support of the
7
organisational policies or strategies then it may become difficult for M&S to implement them or
to achieve support of the customers
Ansoff Matrix model
This model will help M&S to effectively manage its human resources and thus with this
management M&S can effectively analyse the associated risks. This model analyses the
following growth and management strategies:
For achieving more profits and utilizing existing resources in the best possible manner
M&S can expand its existing services and products. This market penetration strategy will
help organisation to increase market share.
M&S can follow the market development process by exploring new markets in new and
developing economies.
To ensure the customer retention for long time M&S can also focus on product
development and innovations. The skilled human resources can contribute in this aspect
significantly.
M&S has great brand value so it can use development of both product and market for
achieving diversified market share.
Theme 9: Role of operation management in influencing performance of M&S
Despite attractive advertisement strategies and brand management, the only way to retain
the customer support is the quality of products and services. Operation management function
ensures that only best products and services are delivered to customers. These functional
activities regulate that product quality is as per standards and regulations. It is necessary for
M&S to monitor the availability of all required resources so that the delivery is not delayed due
to lack of resources.
These functions are performed jointly by the production, quality assurance team and
research and development team. The research and development team of M&S makes regular
researches that which are the latest trends in particular products, what strategies is followed by
competitors and how executing methods can be evolved to optimize the profit results (Brewster,
2017). M&S is also associated with different dealers and shareholders and service providers thus
organisation also estimates the cost structures involve in this management. Operational
8
to achieve support of the customers
Ansoff Matrix model
This model will help M&S to effectively manage its human resources and thus with this
management M&S can effectively analyse the associated risks. This model analyses the
following growth and management strategies:
For achieving more profits and utilizing existing resources in the best possible manner
M&S can expand its existing services and products. This market penetration strategy will
help organisation to increase market share.
M&S can follow the market development process by exploring new markets in new and
developing economies.
To ensure the customer retention for long time M&S can also focus on product
development and innovations. The skilled human resources can contribute in this aspect
significantly.
M&S has great brand value so it can use development of both product and market for
achieving diversified market share.
Theme 9: Role of operation management in influencing performance of M&S
Despite attractive advertisement strategies and brand management, the only way to retain
the customer support is the quality of products and services. Operation management function
ensures that only best products and services are delivered to customers. These functional
activities regulate that product quality is as per standards and regulations. It is necessary for
M&S to monitor the availability of all required resources so that the delivery is not delayed due
to lack of resources.
These functions are performed jointly by the production, quality assurance team and
research and development team. The research and development team of M&S makes regular
researches that which are the latest trends in particular products, what strategies is followed by
competitors and how executing methods can be evolved to optimize the profit results (Brewster,
2017). M&S is also associated with different dealers and shareholders and service providers thus
organisation also estimates the cost structures involve in this management. Operational
8
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functionality management ensures that products are supplied according to the demands of
customers so that M&S may not face any kind of losses.
It is essential for M&S to regularly monitor the performance of its workforce so that their
efficiency can be maintained and evaluated. Operation management business function also
evaluate the feedbacks of customers and on the basis of evaluation they take appropriate steps to
fulfil the requirements of customers. If operational management workforce do not fulfil their
duties then M&S may not be able to deliver products to its customers on time as per quality. This
will directly cause dissatisfaction among customers and thus brand value of organisation will be
influenced adversely (Spence, 2016).
It is the priority of the M&S that all operational activities are performed on time and are
regularly monitored. The effective execution of operational activities of M&S requires
significant attention on operational business functions.
Theme 10: Significance of finance business functions in organisation
The ultimate goal of M&S is to make profits by raising its sales. The finance and
accounting business function activities performs the all tasks related to monetary flow related to
organisation. The accounts team maintains the track record of all financial transactions so that at
the end of each financial year and quarter M&S can evaluate its performance. In compliance with
legal regulations M&S requires maintenance and records of transaction sheets, statement of cash
flow and income. These documentations can be completed only with the aid of accounting
knowledge (Hair and et.al., 2015). So these operations are managed by finance business
functional team of the M&S. These functions are not only important for calculating performance
but are also important for avoiding any kind of legal troubles.
It is the responsibility of the organisation to accurately manage these financial records
and properly follow the legal regulations related to income tax. This business function also held
the responsibility of management of wages, incentives, and insurance related work of employees.
When employees of M&S have any issue regarding wages then, it is the responsibility of
accounts department to resolve the matter. The payment and transactions by customers is also
managed by these functional units. M&S also supports the payment by cards thus finance team
must employ the payment platform which is safe and is not vulnerable to data leakage (Whittle
and Myrick, 2016).
9
customers so that M&S may not face any kind of losses.
It is essential for M&S to regularly monitor the performance of its workforce so that their
efficiency can be maintained and evaluated. Operation management business function also
evaluate the feedbacks of customers and on the basis of evaluation they take appropriate steps to
fulfil the requirements of customers. If operational management workforce do not fulfil their
duties then M&S may not be able to deliver products to its customers on time as per quality. This
will directly cause dissatisfaction among customers and thus brand value of organisation will be
influenced adversely (Spence, 2016).
It is the priority of the M&S that all operational activities are performed on time and are
regularly monitored. The effective execution of operational activities of M&S requires
significant attention on operational business functions.
Theme 10: Significance of finance business functions in organisation
The ultimate goal of M&S is to make profits by raising its sales. The finance and
accounting business function activities performs the all tasks related to monetary flow related to
organisation. The accounts team maintains the track record of all financial transactions so that at
the end of each financial year and quarter M&S can evaluate its performance. In compliance with
legal regulations M&S requires maintenance and records of transaction sheets, statement of cash
flow and income. These documentations can be completed only with the aid of accounting
knowledge (Hair and et.al., 2015). So these operations are managed by finance business
functional team of the M&S. These functions are not only important for calculating performance
but are also important for avoiding any kind of legal troubles.
It is the responsibility of the organisation to accurately manage these financial records
and properly follow the legal regulations related to income tax. This business function also held
the responsibility of management of wages, incentives, and insurance related work of employees.
When employees of M&S have any issue regarding wages then, it is the responsibility of
accounts department to resolve the matter. The payment and transactions by customers is also
managed by these functional units. M&S also supports the payment by cards thus finance team
must employ the payment platform which is safe and is not vulnerable to data leakage (Whittle
and Myrick, 2016).
9
Marks & Spencer must monitor and ensure that sensitive informations such as bank
details or customers are not accessed illegally by any of its employees. Such attempt can cause
huge legal trouble to organisation. The finance department also monitor the investments and
profits earned by the organisation as well as transactions related to various shareholders of M&S.
Such monitoring helps organisation to implement decisions which minimizes the operational
costs and can raise the profit.
CONCLUSION
From the essay it can be conclude that business functions are key components of business
and their existence is required for the successful business. The essay has focused on the various
changes in strategies related to the execution of these business functions. It has also explored the
impact of these strategic changes over organisation in various aspects such as its behaviour,
leadership, competencies and marketing environment. The essay has concluded the role of
marketing and finance business function in smooth and trouble free working of the organisation.
The essay has explained the impact of human resource and operational management on
performance of the organisation. Thus, it can be conclude that organisations must integrate these
business functions in a way that they are able to optimize the profit and can establish their brand
value strongly among the target audience.
10
details or customers are not accessed illegally by any of its employees. Such attempt can cause
huge legal trouble to organisation. The finance department also monitor the investments and
profits earned by the organisation as well as transactions related to various shareholders of M&S.
Such monitoring helps organisation to implement decisions which minimizes the operational
costs and can raise the profit.
CONCLUSION
From the essay it can be conclude that business functions are key components of business
and their existence is required for the successful business. The essay has focused on the various
changes in strategies related to the execution of these business functions. It has also explored the
impact of these strategic changes over organisation in various aspects such as its behaviour,
leadership, competencies and marketing environment. The essay has concluded the role of
marketing and finance business function in smooth and trouble free working of the organisation.
The essay has explained the impact of human resource and operational management on
performance of the organisation. Thus, it can be conclude that organisations must integrate these
business functions in a way that they are able to optimize the profit and can establish their brand
value strongly among the target audience.
10
REFERENCES
Books and Journals
Baker, M.J., 2016. What is marketing?. In The Marketing Book(pp. 25-42). Routledge.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35).
Routledge.
Franks, D.M., Davis, R., and et.al., 2014. Conflict translates environmental and social risk into
business costs. Proceedings of the National Academy of Sciences, p.201405135.
Gillespie, K. and Riddle, L., 2015. Global marketing. Routledge.
Hair Jr, J.F., Wolfinbarger, M., and et.al., 2015. Essentials of business research methods.
Routledge.
Krush, M.T., Sohi, R.S. and Saini, A., 2015. Dispersion of marketing capabilities: impact on
marketing’s influence and business unit outcomes. Journal of the Academy of Marketing
Science.43(1). pp.32-51.
Sanyal, M.K., Biswas, B., and et.al., 2018. A Proposed Model to Integrate Business Intelligence
System in Cloud Environment to Improve Business Function. InInformation Systems
Design and Intelligent Applications (pp. 282-292). Springer, Singapore.
Shenkar, O., Luo, Y. and Chi, T., 2014. International business. Routledge.
Spence, L.J., 2016. Small business social responsibility: Expanding core CSR theory. Business &
Society. 55(1). pp.23-55.
Whittle, R. and Myrick, C.B., 2016. Enterprise business architecture: The formal link between
strategy and results. CRC Press.
Zhang, Y., 2015. The impact of brand image on consumer behavior: a literature review. Open
journal of business and management, 3(1).
11
Books and Journals
Baker, M.J., 2016. What is marketing?. In The Marketing Book(pp. 25-42). Routledge.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35).
Routledge.
Franks, D.M., Davis, R., and et.al., 2014. Conflict translates environmental and social risk into
business costs. Proceedings of the National Academy of Sciences, p.201405135.
Gillespie, K. and Riddle, L., 2015. Global marketing. Routledge.
Hair Jr, J.F., Wolfinbarger, M., and et.al., 2015. Essentials of business research methods.
Routledge.
Krush, M.T., Sohi, R.S. and Saini, A., 2015. Dispersion of marketing capabilities: impact on
marketing’s influence and business unit outcomes. Journal of the Academy of Marketing
Science.43(1). pp.32-51.
Sanyal, M.K., Biswas, B., and et.al., 2018. A Proposed Model to Integrate Business Intelligence
System in Cloud Environment to Improve Business Function. InInformation Systems
Design and Intelligent Applications (pp. 282-292). Springer, Singapore.
Shenkar, O., Luo, Y. and Chi, T., 2014. International business. Routledge.
Spence, L.J., 2016. Small business social responsibility: Expanding core CSR theory. Business &
Society. 55(1). pp.23-55.
Whittle, R. and Myrick, C.B., 2016. Enterprise business architecture: The formal link between
strategy and results. CRC Press.
Zhang, Y., 2015. The impact of brand image on consumer behavior: a literature review. Open
journal of business and management, 3(1).
11
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