Analysis of Marks and Spencer: Porter's Five Forces and PESTLE

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Added on  2023/06/10

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This presentation provides a comprehensive analysis of Marks and Spencer (M&S), a multinational food chain and grocery retail store. The presentation begins with an introduction and then utilizes Porter's Five Forces to evaluate the competitive environment, considering factors like competition, potential entrants, supplier power, customer power, and the threat of substitutes. Following this, a PESTLE analysis is conducted, examining political, economic, social, technological, environmental, and legal factors influencing M&S. The presentation also explores key drivers of change within the company. The conclusion emphasizes the importance of evaluating both internal and external models to address market changes, with PESTLE and Porter's Five Forces aiding in identifying strengths and weaknesses. The presentation concludes with a list of references, including sources on strategic initiatives, mobile payments, and land consolidation strategies.
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Table of Content
Introduction
Porters five forces
Pestle Analysis
Key drivers of change
Conclusion
References
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Introduction
Every business organisation is
needed to manage their
resources in an effective and
efficient manner so that they
can face the competition. These
resources should be utilised in a
effective way so that they yield
better results. There are various
frameworks that can help in
identifying the factors that can
impact adversely and lowers the
performance of the
organisation.
This project report is based on
Marks and Spencer, a
multinational food chain
grocery retail store,
headquartered in London, UK
(Hongcheng, and Junchao,
2020). This PPT will cover the
porter's five forces along with
PESTEL analysis in order to
identify the competitiveness in
the market. In addition to that it
will also include how it can
impact on business organisation
with the key drivers.
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Porters Five Forces
Competition in the industry
Potential of new entrants
Power of Suppliers
Power of customers
Threats of substitute
It may be defined as the framework tool that vis used to
analyse the operating environment of a business's
competition. These five forces can be used to direct the
business strategy in order to increase the competitive
advantage. They are used in understanding both corporate
strategy and industry structure. It has been analysed that
these five forces are non-deniable that contributes in
shaping the market and industry.
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PESTLE Analysis
It helps in constructive corporate
strategy for business by telling the pros
and cons of an external factors. the
context of M&S the factors which
influence the business of a company.
Political
Economic
Social
Technological
Environmental
Legal
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Key drivers of change
In order to manage the growth and the
general adequacies key drivers are the
most important element as this helps
in maintaining the growth and the
general production of the company.
this generally helps in progressing the
general operations and the positions
with which the transparency and the
performance pf the company can be
obtained.
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Conclusion
From this above PPT it is showcased that, it is important to evaluate the external and the internal models as
it analyse the current changes in the market and also the requirements with which the company can hinder
and make optimum changes. PESTLE and Porters five forces evaluates the macro environmental factors
through which the core strength and the weakness of the company can be addressed and managed.
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References
Bhattacharyya, S.S. and Thakre, S., 2021. Coronavirus pandemic and economic lockdown;
study of strategic initiatives and tactical responses of firms. International Journal of
Organizational Analysis.
Boateng, R. and Sarpong, M.Y.P., 2019, June. A literature review of mobile payments in Sub-
Saharan Africa. In International Working Conference on Transfer and Diffusion of IT (pp. 128-
146). Springer, Cham.
Hongcheng, W.A.N.G. and Junchao, C.H.E.N., 2020. Research on the Land Consolidation
Strategy of Dalian City Based on PESTEL Analysis Model. Meteorological & Environmental
Research, 11(4).
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