Business and Business Environment: Analysis of Marks & Spencers
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This report provides an analysis of Marks & Spencers, a British retail company, in the context of business and business environment. It covers the impact of macro environmental factors, internal and external analysis, and the correlation between strengths and weaknesses with external factors.
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Business and Business Environment
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Table of content Introduction Positive and negative factors that impact the macro environment of the business operation internal and external analysis or organisation to determine strengths and weaknesses Strengths and weaknesses co relate with external macro factors Conclusion Reference
Introduction The sum of all the external and internal factors is called as business environment,whichdirectlyinfluencestheprofitabilityand operations. The ability to grow and maintain the businessis defined by various factors that enhances effective customer relationships. This report highlights the detailed analysis of Marks & Spencers, a British retail company that deals with clothes, home products and décor items. This company was founded in the year 1884 by Michael Mark and Thomas Spencer.
Positive and negative factors that impact the macro environment of the business operation It is crucial for Marks and Spencer to analyze the effect of macro environment of the company for improving the performance of the organization in the marketplace. (Chawla and et. al., 2021). The impact of external environmental factors can be determined through PESTLE analysis: Political factors: Economic factor: Social factors: Technological factor: Legal factor: Environmental factors:
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Internal and external analysis or organisation to determine strengths and weaknesses According to organisational improvement in fecundity and effectiveness, it is very crucial to understand strengths and weaknesses so that organisation can prepare an effective business plan actions and aid by strategising to uprise their position in market and business world. This will foster their sustainability globally in business world. To analyse internal and external analysis, Marks and SpenserrequirestoconductSWOT analysiswhichas under mentioned:
Strengths and weaknesses co relate with external macro factors This is very crucial to address the influence of external macro environmental factors which aids in identifying the current position of organisation. Each firm has their own strengths and weaknesses which they can utilize to hold up their own external macro factors. The discussion of this correlation is as mentioned under: Politicalfactors,Economicfactor,Socialfactors, Technological factor, Legal factor and Environmental factors.
Conclusion From the above discussion, it can be conferred that to maintain business environment, it is very crucial that organisation follows all the required tasks efficiently to achieve global brand value. They can maintain their business globally by accomplishing specific strategies, implementations and improvements of required practices which will foster organisational market position globally. Thisprojectdiscussedaboutdifferenttypesofbusinessesandtheirvoluntaryorganisational responsibilities. Moreover, this report also estimated impact of internal and external business environment on their working by determining their strengths and weaknesses which can provide appropriate effect on macro business environments
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References Abdel-Basset, M., Mohamed, M. and Smarandache, F., 2018. An extension of neutrosophic AHP–SWOT analysis for strategic planning and decision-making. Symmetry, 10(4), p.116. Abu-Rumman, A., 2021. Transformational leadership and human capital within the disruptive business environment of academia. World Journal on Educational Technology: Current Issues, 13(2), pp.178-187. Chawla and et. al., 2021. Evaluation of green operations management by fuzzy analytical hierarchy process. Materials Today: Proceedings, 38, pp.274-279. Cherunilam, F., 2021. Business environment. Himalaya Publishing House Pvt. Ltd. Choi and et. al., 2018. Big data analytics in operations management. Production and Operations Management, 27(10), pp.1868-1883.