Strategic Management Report: M&S Business Strategy Analysis

This report provides a comprehensive analysis of Marks & Spencer's (M&S) strategic management practices. It begins with an introduction to strategic management and provides background information on M&S, highlighting its mission and vision. The report then delves into the methods of development employed by M&S, including the application of the Ansoff Matrix to analyze market development, product development, market penetration, and differentiation strategies. It examines the leadership styles adopted by the company, such as transformational, situational, and transactional leadership, and discusses their importance. The report further explores change management, utilizing the Kaleidoscope change management model to assess organizational, contextual, and internal factors influencing change. Finally, it addresses M&S's sustainability strategies, including protecting forests, reducing plastic usage, and lowering operational emissions, concluding with recommendations for future growth. The report emphasizes the importance of strategic planning, leadership, and sustainability for M&S's continued success in the competitive retail industry.

Strategic Management

Table of Content
INTRODUCTION ..........................................................................................................................3
M&S Background information ..................................................................................................4
Methods of development ............................................................................................................4
Leadership style..........................................................................................................................5
Change management...................................................................................................................6
Sustainability...............................................................................................................................8
Conclusion and Recommendations..................................................................................................9
REFERENCES ...............................................................................................................................9

INTRODUCTION

Strategic management can be understood as one of the most advanced crucial aspects
for planning, monitoring and analysis, assessment of various scaled fundamental objectives with
which new profound scale growth can be identified. Marks &Spencer is one of the top most
brand within fashion retail industry where report will be analysing methods of development,
leadership styles adopted among company and also aspects of change management model to
identify functional sale growth. Research will be further discussing scope within future of
sustainability to raise up consistent functional growth vividly and also to raise up keen efficacy
scenarios informatively where M&S has varied scope.
M&S Background information
Marks and Spencer is British multinational retailer that specializes in selling
fashionable clothes, home products and food services under brand label which has made it one
of the top rated brand for stringent scale innovation. M&S was found in 1884 by Michael Marks
and Thomas Spencer, with 959 stores across UK including 615 stores that sell food products,
beverages and also offers online services within global parameters. Marks and Spencer has
been strategically growing due to its products and quality services goodwill, higher performance
scenarios vividly impacting profitability within recent horizons where strategic developed
efficacy raises profound scale abilities.
MISSION: M&S mission is to bring on competent scale innovation within its fashionable
clothing products and food services, where there are varied stores opened at global level.
VISION: The brand has vision on long term time frame to expand within various parts of world
and also enhance digital marketing for advanced scale promotion practices and also to actively
generate potential domains within varied global retail industry aspects (Fauzi, Santosa ,and
Nurhayati, 2021).
Methods of development
Strategic importance for methods of development analysis for M&S can be understood
to be widely essential for generating specific functional scale target growth and to harness
innovation actively within products , services at competitive global industry level. Within
global competitive retail industry M&S aims to enhance functional scale targets widely, also
generate new profound synergies imperatively to be dynamically strong actively. Ansoff matrix
strategic model will enable us to identify strategies which are as follows:

 Market development: The market development is growth strategy by which M&S will be
able to form new market segments for extending new scale products growth
innovatively, and also to raise up work growth efficacy horizons. The market
development will enable M&S to explore new scale functional growth within consumer
targets and generate revenue targets strategically (Managing Strategic Change. 2020). Product development: M&S will be able to evolve on innovative products quality
range, bring on advanced work growth structure aspects by heading on product evolving
aspects and actively generating keen promotive standards. By product development new
competitive quality aspects shall be focused on for profound scale revenue growth, to
generate keen pathways for evolving determinants. Market penetration: M&S by heading towards market penetration will be able to identify
new growth factors for more exploratory functional paradigms, on which scaled
functional paradigms can be learned on for stronger vision oriented scope domains.
Market penetration will enable M&S to evolve on competitive horizons for specific
efficacy among performance parameters actively towards innovation, and also to evolve
towards keen quest determinants for functional growth.
 Differentiation: This factor specifically focuses on aspects of differentiation within
products and services,for which profound scale scope can be reached on profoundly on
which higher informative goals can be reached on (.Kombate, Emmanuel and Richard,
2020).
The above discussed aspects of strategical development has been found to be widely crucial
for developed efficacy towards varied scale targets on which profound scale informative reach
can be reached on profoundly. M&S by focusing on market development, within products and
services aspects will be able to competitively raise on varied growth horizons for scaled up
services and keenly evolve towards higher vision oriented scaled factors.
Leadership style
Steve Rowe and Archie Norman as leaders have been growingly active to focus on vision
oriented leadership to develop strategically, functionally enhance vision oriented scope domains
and generate functional synergies to effectively raise on strengths. Leadership at companies
have been identified to be actively strong element for keen scale aspects, explore technical
informative domains and also generate scaled up targets actively.

Transformational leadership: This theory works with terms to identify new changes
informatively towards business oriented services on which committed new scale innovation
profoundly generates dynamic shift towards new growth aspects. Leaders at M&S has been
actively exploring transformational leadership by functionally raising keen aspects of creative
functional horizons and generate specific scaled up profit scenarios.
Situational leadership: The situational leadership is also one of the most advanced aspect for
analysing new vision oriented domains to functionally raise up dynamic working horizons to
bring on potential decisions based on varied determinants. This has been also analysed to be
critically essential for competitive excellence decisions imperatively and to generate new scaled
up potentialities. M&S leaders have been actively heading on situational leadership for
generating stable advanced functional standards to bring on leveraged functional aspects to
evolve on worked up potential scenarios functionally (Darinskaya and et.al 2021).
Transactional leadership: This can be analysed as leadership focusing on supervision within
company, performance parameters widely and also to evolve towards varied scale goals for new
advanced revenue growth targets actively. M&S specifically also raises up potential horizons to
identify scaled up performance determinants subjectively, raise up ken aspect of stringent
innovation actively towards new quest horizons actively. Transactional leaders enable employees
to be trained effectively for prolific growth towards dynamic changes among business horizons
and evolve on larger motivation horizons for strategic structural growth.
Importance of leadership styles:
At M&S the leadership styles have major focus to bring on advanced functional reach
within skilled work horizons for scaled up keen technical growth paradigms to enhance scaled
up working targets, also to develop new quest goals keenly. Leadership of M&S aims to
motivate employees towards new vision oriented determinants for scaled up technical standards
and generate functional domains variably to evolve on specific new varied efficacy.
Change management
Change management is being identified as strong pace demanding efficacy within skilled
work growth domains, to raise up new working targets where change is required and also to
formulate productive business synergies towards longer time run. The Kaleidoscope change
management model is diagnostic framework which is particularly useful for new context
strategic process growth within management scenarios on which stronger vision oriented scale

targets can be reached on. M&S faces competitive pressure form eternal functional domains
where to implement strategic change vision is actively required and also to generate profound
competencies at culture for production efficacy horizons (HabibShin and Park, 2021). Outer ring: Organization, change and context are within outer ring which relays to
broader strategic adjustment to enhance change management domains imperatively.
M&S has been subjectively focusing on new scale change scenarios by technical
exploration aspects for keen revenue targets growth. The outer ring of model specifically
enhances implementation of varied change factors among employees for harnessing
scaled factors of innovation , potentially to yield on keen goals actively towards
longer time frame. Central ring: This relays to specific contextual issues that needs to be considered when
expressing revolution plans where power, time, scope, preservation, diversity ,
capability, capacity and readiness are the main aspects where company needs to focus
on for competitive growth. M&S need to keenly generate specific work goal factors
specifically focusing on resources for keen functional growth vividly, yield on varied
targets at business standards and also evolve on varied larger work horizons.
 Inner ring: This ring focuses towards design clothes , change path, change start point,
change style, change target, change lovers , change roles for in depth analysis functional
work goal motivation within empowering employees vividly towards dynamic change.
M&S will be able to evolve on specific working horizons crucially to productively
generate change within revenue targets and actively enhance scaled up targets.
The change management model also will productively generate M&S new vision oriented
changes into products supply, services development and also to evolve on keen domains of
efficacy horizons for specific scaled up profit revenue targets actively (Elsharnouby and
Elbanna, 2021).
Importance of change management within M&S can be analysed to be crucially connected to
developed work growth diversity for consumer goodwill targets actively, explore untapped
metrics vividly and bring on competent scale exploration measures actively towards higher
expanded business. M&S has been also witnessing change within production synergies, due to
rise in production raw costs and also within strategic evolving scenarios for more evocative
goals productively.

Sustainability
Sustainability strategies can be understood to be widely crucial for larger scale vision
oriented dynamic growth towards future work growth horizons, using materials strategically
essential for evocative performance to evolve towards wider performance metrics.
Substantiality strategies practically have crucial importance for M&S to evolve towards keen
imperative new targets efficiently and also raise up scope to generate scaled up performance
growth targets among societies. M&S sustainability strategies can be discussed as follows: Protecting forests: M&S focuses on vital importance on ecosystem management for
protecting forests, and also provide accountability towards varied communities
productively towards new scale aspects vividly. This also enhances functional domains of
revenue targets, goodwill among shareholders and raise up expanded strategies towards
larger scale factors (Dias, Manuel and Pereira, 2021). Reducing usage of plastic: The brand also aims to reduce usage of plastic within
production scenarios on which products are being produced with eco friendly raw
product. Reuse and recycle factors are also identified to be crucially strong for
functional vision oriented growth towards competitive aspects, also to yield on critical
factors for dynamic competitive scenarios for scaled up targets towards new functional
innovation.
 Reducing operational emissions: M&S aims to reduce its carbon emissions by 80 %
where production scenarios have been identified to be competently innovative and also
to raise on crucial functional scope horizons to reach towards new goodwill domains.
There has been analysed shift towards productive work growth diversity by leadership
aspects keenly moving on towards quest operational paradigms for new scale evolution
scenarios on which retail industry are keenly raising on towards varied aspects.
 Sustainability issues have been identified to be crucially essential at M&S for evocative
performance horizons growth and scaled up keen performance parameters widely,
towards which competent raised on sustainable goodwill can be analysed imperatively.
The brand is committed to sourcing 100% of cotton from varied sustainable sources using
less water and fertilizers, also being socially responsible towards smallholders with better
livelihood opportunities. The above factors generated analysis towards dynamic work

growth shift towards new evolving strategical aspects to be responsible towards societal
aspects and generate specific functional domains imperatively (M&S to relaunch Plan A
sustainability strategy. 2020).
Conclusion and Recommendations
The report has concluded that M&S has vivid scope within strategic management to bring
on scaled up profit horizons among commercial revenue horizons and generate specific
resourceful aspects for evocative dimensions, and to raise up keen scope up efficacy on longer
horizons. The research has concluded Ansoff Matrix strategic development model for identifying
new scale services within competitive domains imperatively, also there is vivid scaled up keen
performance scope identified within management. Report further concluded situational and
transformational leadership aspects to be widely crucial for higher scaled up keen performance
parameters. Research has also concluded Kaleidoscope change management model for overall
crucial specific growth synergies, keen functional goodwill development and vision oriented
competitive scope. The report has also concluded further sustainability factors, strategies to
generate higher scale efficacy aspects evolving further for new quest goals and customers targets
goodwill (Fauzi, Santosa . and Nurhayati, 2021).
M&S as one of the best retail brand within fashion global industry has been evolving
towards developed strategic functional paradigms and also new scale innovation within
sustainability have been found to be crucial for wider paradigms. There has been new keen
aspects such as quest horizons shaping up keen functional paradigms towards wider targets
actively towards where there is also scope to use innovation widely. There is also scaled up
stringent targets on which M&S new advanced stronger revenue goals can be reached on, for
which there has been identification of new quest goals productively towards goodwill.
REFERENCES
Books and journals
Darinskaya, V. V., and et.al 2021. A Target-Costing Cost Accounting System as a Strategic
Management Tool. In Frontier Information Technology and Systems Research in
Cooperative Economics (pp. 731-738). Springer, Cham.

Dias, Á. L., Manuel, E.C.,and Pereira, L., 2021. Economic crisis effects on SME dynamic
capabilities. International Journal of Learning and Change. 13(1). pp.63-80.
Elsharnouby, T.H. and Elbanna, S., 2021. Change or perish: examining the role of human capital
and dynamic marketing capabilities in the hospitality sector. Tourism
Management, 82, p.104184.
Fauzi, T., Santosa, P., . and Nurhayati, N., 2021. The effect of internal elements of strategic
management of organizational structure, management role and employee behavior on
corporate mission. Management Science Letters. 11(4). pp.1189-1196.
Fauzi, T., Santosa, P.,and Nurhayati, N., 2021. The effect of internal elements of strategic
management of organizational structure, management role and employee behavior on
corporate mission. Management Science Letters. 11(4). pp.1189-1196.
Habib, M.,and et.al 2021. Impact of Strategic Orientations on the Implementation of Green
Supply Chain Management Practices and Sustainable Firm
Performance. Sustainability,. 3(1). p.340.
Kombate, B., Emmanuel, M. and Richard, K.K., 2020 The Implication of the Strategic
Implementation Style and Middle Management Effort in Public Organization
Strategic Management Implementation and Its Organizational Performance.
Shin, N. and Park, S., 2021. Supply chain leadership driven strategic resilience capabilities
management: A leader-member exchange perspective. Journal of Business Research.
122. pp.1-13.
Online
M&S to relaunch Plan A sustainability strategy. 2020. [Online]. Available Through: <
https://www.edie.net/news/7/M-S-to-relaunch-Plan-A-sustainability-strategy/#:~:text=In
%202017%2C%20the%20strategy%20was,M%26S's%20approved%20science
%2Dbased%20target.>
Managing Strategic Change. 2020. [Online]. Available Through: <
https://kfknowledgebank.kaplan.co.uk/business-strategy/strategy-into-action/managing-
strategic-change#:~:text=The%20change%20kaleidoscope%20was%20developed,the
%20wider%20strategic%20change%20context.>