M&S in Global Markets: Entry Strategies, Performance & Recommendations

This report delves into the reasons behind Marks and Spencer's (M&S) withdrawal from international markets, focusing on China, France, and the United Kingdom. It assesses market structures, demand conditions, and obstacles encountered by M&S, utilizing theoretical frameworks like PEST analysis and Porter's Diamond to evaluate both external and internal factors contributing to the company's retreat. Furthermore, the report examines M&S's entry and adaptation strategies, performance in foreign countries, and cultural issues using Hofstede's Dimensions. Ultimately, it provides recommendations for a successful re-entry into a chosen foreign market, emphasizing marketing mix strategies to enhance revenue generation and achieve a competitive advantage. Desklib offers a variety of solved assignments and past papers for students.

Running head: GLOBAL AND TRANSNATIONAL BUSINESS
Global and Transnational Business
Name of student
Name of University
Author note

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Table of Contents
1.0 INTRODUCTION................................................................................................................3
1.1 M&S background.............................................................................................................3
1.2 M&S international strategy..............................................................................................4
2.0 MARKET STRUCTURE.....................................................................................................4
3.0 DEMAND CONDITIONS...................................................................................................9
4.0 ENTRY STRATEGIES FOR FOREIGN MARKETS......................................................12
4.1 Pest analysis....................................................................................................................13
4.2 Porter’s diamond analysis...............................................................................................14
5.0 ADAPTATION STRATEGY FOR FOREIGN MARKETS.............................................15
5.1 EPRG framework...........................................................................................................15
6.0 M&S PERFORMANCE IN FOREIGN COUNTRIES.....................................................16
7.0 ISSUES FACED BY M&S IN FOREIGN MARKETS....................................................17
7.1 Hofstede Dimensions of culture.....................................................................................18
8.0 RECOMMENDATIONS FOR RE-ENTERING INTO ONE FOREIGN COUNTRY:.. .20
8.1 Marketing mix................................................................................................................21
9.0 CONCLUSION..................................................................................................................23
References................................................................................................................................24

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1.0 INTRODUCTION
The report is presented to discuss about the reasons due to which Marks and Spencer
has withdrawn its business from the international markets with the assessment of market
structure and conditions for demand. The three major foreign markets from which, the
business has withdrawn are China, France and United Kingdom and the obstacles due to
which, he company has withdrawn from are illustrated in this report. The report will also
demonstrate the three theoretical frameworks that shall be used for determining the external
factors associated with the retreat of Marks and Spencer from the international markets along
with the internal factors as well (Piekkari, Welch & Welch, 2014). Based on the analysis, the
topic will also present ideas about how the business can re-enter any of these foreign markets
with ease and make sure to succeed within the competitive business environment considering
the fact that he business aims to generate higher revenue and attain competitive advantage
within the business as well.
1.1 M&S background
Marks and Spencer is a well-known British multinational fashion retailer located in
London that sells clothing products, home products, luxury food products, as listed in the
London Stock Exchange and thus has been a major constituent of the FTSE 100 Index. At
present, the company has more than 979 stores all across UK and over 600 stores that sell
only food products. It is a public limited company and it has its headquarters in London,
United Kingdom. The key persons include the chairman named Archie Norman and the Chief
Executive is Steve Rowe (Banalieva & Dhanaraj, 2013). The operating income is £690.6
million and the net income is £115.7 million with a revenue generated over £10.622 billion.
The total number of employees is 84939.

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1.2 M&S international strategy
For the management of improved business effectiveness and enhanced level of
responsiveness and optimisation, Marks and Spencer made sure to integrate the
organisational structure with the transnational network for transferring consumer and market
knowledge to ensure international business expansion and generate higher revenue to attain
competitive advantage in business as well (Twarowska & Kąkol, 2013). For example, to enter
the Chinese market M&S adopted the franchise model and opened up new stores for targeting
the foreign market segments and manage good internationalisation strategy to sustain in the
competitive marketplace. The e-business further contributed to the management of global
business expansion with the delivery of products and services online, furthermore created
strategies scopes and opportunities to ensure future growth and development in terms of
design, size, nature and trends in the international markets. The consideration of foreign
culture and reviewing the global strategies along with use ownership models also assisted the
organisation to gain higher global market share and manage cultural differences with ease
and efficiency (Tian, 2016).

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2.0 MARKET STRUCTURE
China market structure
China, being one of the largest consumer markets in the entire world and with a huge
population, there has been increased in Gross domestic product or GDP, which indicated
accelerated growth in economy and influenced the consumption of clothing and apparel
products to expand scopes for businesses to expand in China as well. The increase in clothing
products’ consumption with the increase in GDP and disposable income has further
contributed to increase in per capita consumption expenditure (Shenkar, Luo & Chi, 2014).
Figure: Retail revenue generated in China (Shenkar, Luo & Chi, 2014)
The market has become more challenging for the fashion retail brands and with the
evolvement of Chinese consumer behaviours, the assessment of their ability to spend and
things that they are willing to purchase have been identified as well. With the market
fragmentation, there have been multiple small and medium sized enterprises that have
constantly allowed for enhancing the revenue generated from the retail sector. There has been

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consistent increase in revenue from 2007 to 2017 and with the online channels distributing
products and services, more customers are attracted to make purchases online (Puffer et al.,
2013).
Figure: Consumer expenditure in China (Puffer et al., 2013)
From the table, it is understood that the consumer expenditures have increased and
there has been increase in purchases of clothing and apparel products, which has further
influenced consumer buying behaviours. It shows that the fashion retail market structure is
quite good andthis can allow companies to expand into the Chinese foreign market with ease.
French market structure

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Figure: France clothing retail sales and forecast (Cuervo-Cazurra, 2016)
The clothing retail sales are moderate due to the weak economic structure and
increasein level of unemployment along with poor household income though the clothing
market has gained slight growth in the past few years (Cuervo-Cazurra, 2016).
TheGovernment of France has provided discounts in summer and winter and during
occasions where the consumers are willing to pay the most amount of money during
purchase, which has reduced the sales revenue.

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Figure: retail sales value and growth (Ang, Benischke & Doh)
The sales value and growth are very negligible with the years though it could be seen
that the online share for expenses done on clothing has increased, which can create new
scopes for the businesses to expand globally.
Figure: Online share for clothing consumptions (Musso & Francioni, 2014)
UK market structure
The market structure of UK in terms of fashion clothing is quite good and the growth
in higher than the previous years, though with the inflation rate, there could be weak pound
that should drive the costs of manufacturing and import activities, furthermore reduce the
disposable income and prioritise more on food & grocery or leisure activities. It is a fast
growing market

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Figure: Retail sales monthly(Ang, Benischke & Doh, 2015)
The retail sales are quite good and it has remained consistent from the year 2016 to
2018, though considering the fact that due to some major issues, the sale have declined
sometimes. Hough there has been fluctuations, still the retail market draws enough sales to
achieve the desired level of profit as expected from the clothing industry (Ang, Benischke &
Doh, 2015).

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The online share of retail trade is the highest in UK, and it has increased constantly like in
2015 and 2016, it is 15.2 % and 16 % while in 2017, there has been huge increase up to 17
percent.
3.0 DEMAND CONDITIONS
Market demand in China
The Chinese market comprising of high income groups and higher spending power,
there has been increased demands for the clothing items considering both the quality of
clothing and shopping experience. The Chinese clothing market has grown exponentially
with an increase of 6.2 percent over the previous year and it is considered as a fast growth,
which facilitates expectation of market value to reach RMB1096.1 billion by 2021.
According to Musso & Francioni (2014), the demand for personal style clothing has
increased and with limited edition fashion brands, niche brands, the clothing market has
gained increased popularity among the clients all over China (Musso & Francioni, 2014). The
e-commerce business has enabled changes and increased the demands for clothing items’
consumption largely, thus favouring the consumer market demand to increase consistently on
an annual basis.

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Figure: Global apparel retail industry value based on demands (Musso & Francioni, 2014)
Market demand in UK
Figure: Clothing market sales forecast(Holtbrügge & Baron, 2013)

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The clothing market in UK has increased and is expected to increase market value up
to 60.7 billion euros along with the increase in annual expenditures on clothing items and
increase in sales volume too. The majority of consumption of clothing is based on the
women’s consuming behaviours while with the major businesses like M&S, Primark, etc. and
online shopping, the demand have increased (Holtbrügge & Baron, 2013). This has also
allowed for purchasing clothing in physical stores and online platforms too, thus expecting to
reach more than 70 percent sales by the year 2020.
Market demand in France
The revenue generated from the clothing industry accounts to more than US$17,344m
in 2018 and there has been consistent annual growth of more than 7.6 percent, which can
result in market volume of more than US$23,262m by the year 2023 in France.
Figure: Growth in revenue for clothing industry in France (Laufs & Schwens, 2014)
4.0 ENTRY STRATEGIES FOR FOREIGN MARKETS
From the analysis of market conditions and global market penetration, it could be
understood that Marks and Spencer followed different market entry strategies for entering the
foreign markets in China, France and UK. The global growth strategy has been used by M&S

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to ensure entry into the Chinese market with the purpose of attracting more clients and
generate higher revenue.
As stated by Laufs & Schwens (2014), to manage global business expansion in
France, M&S implemented the franchising strategy to make an entry into the foreign market
and influence investors to make investments, furthermore raise own capital to create good
supplier relationships and manage open logistics. This helped in managing the international
supply chains as well as increased the level of dependence on the outsourcing units to
generate higher revenue with the expansion of range of products and services along with
improvement of value and quality (Laufs & Schwens, 2014).
The joint ventures strategy allowed M&S to combine with other businesses through
shared ownership and make an entry into the market to obtain scale efficiency. This
facilitated accessibility to skills and capabilities of both companies and reduced the risks of
investments experienced during entry into foreign markets (Brouthers, 2013).
4.1 Pest analysis of China
Political  Inclusion of WTO and relationship with suppliers could allow
for dealing with the political issues easily.
Economic  The GDP growth in Chinese clothing market create scopes for
entry into China for M&S (McCormick et al., 2014).
 Increased foreign direct investments and free market economic
structure
Social  Focus on western culture and demands for retail products in
China enhances opportunities for global business expansion

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Technological  E-commerce business growth and increase in online purchases
in China (Chung, 2016)
Figure: GDP growth (Data.worldbank.org 2019)

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Figure: Annual GDP growth (Data.worldbank.org 2019)
PEST analysis of France

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Figure: GDP in France (Data.worldbank.org 2019)
PEST analysis of UK

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Figure: Current GDP (Data.worldbank.org 2019)
4.2 Porter’s diamond analysis
Figure: Porter’s diamond model (E. Dobbs, 2014)

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According to the Porter’s Diamond model, while entering China, France and UK, the
market structure and rivalries within the clothing industry are identified along with the
demands in market. Based on this, the related and supported industries are also assessed to
understand how good the clothing and apparel market fares within the foreign marketplace,
thus can allow the company to forecast the revenue generated along with how to sustain
within the competitive business environment for a long time period (E. Dobbs, 2014). This
kind of model can also be followed by the business to make sure that the consumers are made
aware of the clothing items, furthermore implement cheap cost costs and focusing on
production without compromising on the quality to facilitate international business
expansion.
5.0 ADAPTATION STRATEGY FOR FOREIGN MARKETS
As Mark & Spencer Plc in all over the world has followed adaptation approach, this
report will be using the EPRG Framework to reveal the factors of failure in the markets of
China, France and he UK.
5.1 EPRG framework
The EPRG framework is concentrated in the four chief areas like ethnocentric,
polycentric, region-centric and geocentric. According to this framework, the main idea is to
target the global consumers more successfully. The ethnocentric segment focuses on the
adaptation of the products or services according to the needs and wants of the people where
the company is operating. Th polycentric approach is associated with the equal importance to
the domestic market of every countries where the company is operating presently. The
region-centric approach helps the companies to follow the economic, political and cultural
similarities among the region of the markets. Finally, the geocentric approach helps the

18GLOBAL AND TRANSNATIONAL BUSINESS
company to borrow positive style of operation from different part of the markets and cater the
needs of the global consumers who have same tastes.
Fig. 1. EPRG framework
(Source: created by the author)
6.0 M&S PERFORMANCE IN FOREIGN COUNTRIES
In the Chinese market, the company has followed the ethnocentric approach in which
the company Mark & Spencer Plc preferred to follow the stranded of it home country to be
superior. In case of Mark & Spencer Plc, the UK is the host country hence it did not follow
the methods of product specifications in the Chinese market and not even the price and
promotion measures among the native market and the market of China. This is the reason
why the company did not get support from the local suppliers, employees and Chinese
consumers and had to retreat from the Chinese market. Not even the 70 per cent closing down
discounts could tempt accountant Li Mingzhen, 30, to step inside the market (Connor, 2019).

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In the case of French market, Mark & Spencer Plc has found the cultural, political and
economic similarities among the region for satisfying the similar needs of the potential
customers. Therefore, it followed similar product standardisation method as well as price
structure for the French consumers like the customers of the UK (Wood & Butler, 2019).
This has created issues as the French consumers are far more different from those of the UK
and their standard of life and economic situations are also quite different from those of the
UK (Elsmore, 2017). By following the same product standardisation, Mark & Spencer could
not develop a strong customer base on France which led it to leave the market quickly. The
company lost £596,000 on sales of £71 million due to the limited growth opportunities in
clothing, which did not resonate with the customers.
In the UK Market, Mark & Spencer Plc faced issues regarding the employee
dissatisfaction, matters with revenue in different products and product issues leading to the
dissatisfaction of the consumers. This is due to the fact that the company’s operation has
focused on the expansion process following the polycentric approach. This has led the
company to work more on the entering other markets rather than following and managing the
internal issues. In addition to this the company follows identical procedures, layout, image
and design which has limited the process of introducing changes in the structure and process
of the company.
7.0 ISSUES FACED BY M&S IN FOREIGN MARKETS
According to Piercy (2016), there are evidences that showed that often the western
fashion retail brands fail to make a mark in China with the presence of millennial consumers
taking all over the country and the same happened for Marks and Spencer. The company
failed to understand the consumer in China properly and their buying behaviours and
patterns, which created complexities in sustaining in the Chinese marketplace (Piercy,

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2016). The Chinese market has often acted as a great opportunity for the retailers to manage
business expansion because of the increased demands for good quality products and services
by the Chinese clients and the higher level of income of theirs. But, for a waster brand like
M&S, it has fallen much shorter in the pursuit of consumers in China. Another major reason
is the lack of making any proper decisions regarding the implementation of strategies
and not undertaking research and development activities to assess the culture and
buying behaviours of consumers (Jary& Wileman, 2016). With the high competition level,
the fashion brand further faced problems to cope up with the other trendier and fashion
brands whereas theincreased costs of rents and combination of British food and
clothingcreated confusion among the consumersin China. The low brand awareness further
contributed to the management of sustainable business within the industry (Khan, 2013).
The reasons for retreat from France also include cost drives and lack of ability to
draw in enough investors or shareholders to invest on the global business expansion. The
adaptation of poor pricing strategy and choosing the wrong place for distribution of
products by opening stores, further contributed to the issues in international business
expansion. The company lost £596,000 on sales of £71 million due to the limited growth
opportunities in clothing, which did not resonate with the customers (McCormick et al.,
2014).
The issues due to which, M&S managed its withdrawal from UK markets are lack of
proper restructuring plan and to promote food business ahead of the clothing business.
The poor amount of wages paid to staffs and closure of benefit pension schemes further
create complexities in entering the foreign markets with ease. The lack of sales revenue in
clothing department and additional charge for wrong selling of insurance also resulted in
poor sustainable returns (Thompson& McLarney, 2017).

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7.1 Hofstede Dimensions of culture
Hofstede dimension China:
Individualism: China is a collective country so the people here work for the welfare of their
own groups rather than focusing on the individualistic grows. The employees are hired with
closer in groups through preferential treatments. This is completely different from the culture
of the UK and France.
Uncertainty avoidance: China scores low in the uncertainty avoidance dimension. To the
people, truth may be relative though there are concerns for rules that lead to truth directly. In
this society, adherence to the laws and regulations are flexible only to act flexibly for suiting
the actual situation (Acar & Gürol, 2018). The people of Chia are quite comfortable with
ambiguity that the western people so they are more adaptable to change.
Indulgence: the indulgence factor of the Chines people is low as they think indulgence in the
materialistic desires. These Chines society is quite pessimist and restrained. The cynicism
factors are quite visible in the market. The society do not put much stress on having the
leisure time hence control the gratification of their desires.
Hofstede dimension France
Individualism: In the individualism dimension France scores high which records that the
employees first strive for their success first and then think about the others. The team
structure in this country is less preferred (Surminski, 2015). The individuals do not prefer
working in the teams rather work individually and paly the responsibilities. The people take
care of themselves and their immediate families therefore, competition level among the
employees is higher than the other markets.

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Uncertainty avoidance: France scores high in the uncertainty avoidance factors. They do not
like surprises and stick to the plans structured intimately before the beginning of the
operation. The French are good in developing complex technologies so that perfection can be
attained in one hand and perfect observance of laws can be attained.
Indulgence: the French sociality somehow scores in the middle of this particular dimension.
The people follow combination of restraints and indulgence in operating in the business. The
French people are less relaxed with the concerns for survival and put importance on the
regulations for working better in the competition. They tend to have a work life balance and
enjoy life quite successfully without hampering any of their desires.
Hofstede dimension the UK
Individualism: UK is a highly individualistic country as the people here are quite private and
thrive for personal success, the children from the early ages are taught to think for themselves
and achieve the personal goals first. The employees perform better when perform in person
rather than a team. The recruitment process is based on the merit of the employees rather than
the closer circles. People in this society are encouraged to contribute uniquely in the growth
of the society. The rout of happiness is understood through personal achievements. This
enhances the competition among the employees.
Uncertainty avoidance: the UK operates and score low in the uncertainty avoidance
dimensions. The employees keep on changing their plans and methods of doing tasks and can
start fresh knowing nothing about it. There are generally no many rules in making the
strategies to operate in the UK market but the people are comfortable in dealing with
ambiguous situations and bring changes in the plans to accomplish a task.

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Indulgence: the UK society is indulgent in having comfort in life. People in this society
exhibit willingness for realising their own impulses as well as desires to enjoy their lives and
having fun. These people possess positive attitude towards life which is reflected in their
operations. They put higher degree of importance on the leisure time and spend money for
their comfort as the standard of life in the UK is higher than any other commonwealth
countries.
8.0 RECOMMENDATIONS FOR RE-ENTERING INTO ONE FOREIGN
COUNTRY:
The operations of the Mark & Spencer Plc are however being affected by the policies
and structures of business in different region of the world. This is the reasons why the
company is facing different types of issues and difficulties in the markets of the UK, China
and France. In every market, there are some unique issues which are creating problems for
the successful operations of the company (Isoaho & Surminski, 2015). The main issues with
China market are the differences in the expectations of the customers in this particular market
and the organizational culture which is not matching the company’s objectives as well as
growth for which Mark & Spencer Plc has been compelled to leave this particular market. In
case of France, the focus on the global business has marred the operation of France by the
company. However, the issues in the market of The UK is however less than the other
market. Therefore, the company can re-enter the market of the United Kingdom and
overcome the issues by following the marketing mix method of marketing.
8.1 Marketing mix
The marketing mix process is one of the most important and operational part of the
marketing plan. The 7Ps include price, place, product and promotion, process, people and
physical evidence.

24GLOBAL AND TRANSNATIONAL BUSINESS
Fig. 2. 7Ps framework of marketing
(Source: created by the author)
Price: in order to re-enter the market of the UK, the company needs to indulge in the
competitive price structure. The need of higher quality product to match the demand and high
standard of life of the consumers of the market of the UK, the price structure needs to be
changed (Anitha, 2016). The buying and spending power of the consumers in the market is
not appealing the price structure of the products hence the company must provide high
quality of products in a convenient price.
Place: with deep understanding of the target market the company will be able to identify the
most efficient positioning and distribution channels. By bifurcating the Intensive distribution,
Exclusive distribution, Selective distribution and Franchising, the company can lay strategies
(Balabanov & George, 2018). The stores in the UK which has been closed for years need to
be reopened and methods of attracting the customers must be applied. In this regard offers
and free gifts to the customers can be applied.

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Product: the company needs to bring changes in the product and ensure that the customers get
a right type of product to cater the demand of the market (Forbes.com, 2019). Mark &
Spencer Plc must focus in the product development through extensive research on the life
cycle which it is creating. In addition to this, the company must create right product mix. This
can be wise to expand the current product mix though diversification and enhancing the depth
of the product line.
Promotion: in order to re-enter and resume the business in the market of the UK successfully,
Mark & Spencer Plc must boost the brand recognition and sales. Therefore, the elements like
Sales Organization, Public Relations, Advertising and Sales Promotion are to be supported
for growth. By giving advertisement in the local and national television channels, through
audio commercials, internet advertisements and print media the company can promote its
products (Laforet, 2016). In addition to those, the company can arrange for press releases,
sponsorship deals, exhibitions and events. Finally, when the company will be able to operate
successfully in the market, it will be able to reach more customers through words of mouth.
Process: in operating in the market of the UK, the company needs to have a well-tailored
process for minimising costs. This can help in managing entire sales channel, pay system and
other systematic procedures.
People: the company needs to employ effect employees and high-level managers who have
prior experience in operating in the UK market before and know what exactly the demand of
the customers. In operating successfully, the company needs to get assistance from the
efficient supply chain so that no issue can pop up further this time.
Physical evidence: Mark & Spencer Plc did not have a good image or reputation ion the
market of the UK. This is the reason why it had to leave the market by closing different

26GLOBAL AND TRANSNATIONAL BUSINESS
stores. Therefore, this time, when the company re-enters the market, it needs to cater the fat
that the products or services are delivered to the right person and in right time.
9.0 CONCLUSION
Therefore, it can be concluded that the company named Mark & Spencer Plc is one of
the most important corporation that has branches in the different countries of the world. The
company however had to retreat from three of the most important markets like China, France
and the UK. There are issues regarding the internal operations of the company as well as the
external factors in the markets where it has been operating for last few years. The company
therefore has lost the ground in every important country but aims to re-enter the market of the
UK.

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