M&S并购分析报告-Report写作范文

M&S并购分析报告-Report写作范文

Analytical Report of M&S

 

本公司的分析报告是基于对公司战略的外部和内部影响，并讨论影响业务战略的因素直接关系到主要并购的优势，使其可能和成功的商业计划。但也存在一些不足之处，本文讨论了在竞争激烈的市场中，企业并购的效果究竟如何或如何生存。此外，在分析过程中还看了一下微环境以及影响企业计划的优势和劣势，机会以及相关威胁。在2007年1月，M&S修订其市场细分，给市场带来积极的影响，他们有效地分割成细分市场，并提供优质的消费服务成功。

 

1.0 EXECUTIVE SUMMARY 执行摘要

 

This M&S analytical report is based on the external and internal influences on the company strategies and discussing the affecting business strategies factors are directly related to major M&S advantages and make it possible and successful business plans. But there is unfortunately some disadvantage as well .Here are discussed how much M&S effect or how can they survive in competitive market. Furthermore, during analysis also take a look on micro environment and affecting the business plan also strengths and weaknesses, opportunities and also related threats. In January 2007, M&S revise its marketing segmentation that gives a positive effect on its market that they are divided efficiently into segmented markets and provide the quality effected consumer services successfully.

 

1.1 INTRODUCTION:

 

The M&S is multinational organization; they serve their products in Europe, North America and Asia. M&S main products are cloths, footwear, gifts, house appliances, and food. We divided our report into three parts. Firstly, affect of macro and micro-environment, Second, SWOT analysis of M&S. Finally, business strategy Plan A after that has drawn the bottom line and gives the recommendations for M&S future.

 

1.2 ANALYSIS:

 

(VISION, MISSION & VALUES OF M&S)

 

* Vision: M&S vision is to build the standard.

 

* Mission: The mission is to make inspirational quality accessible to all.

 

* Values of M&S: M&S success depends on company values that have never changed since its beginning.

 

* Quality: Consistently deliver excellent standards.

 

* Value: Exceptional value delivers to our customers.

 

* Innovation: General merchandising and food innovation in front position.

 

* Trust: Build customer trust, for taking care of them, welfare of staff, and involve in the community changes.

 

* Service: M&S provide higher standard services to their customers. They have increased their set values.

 

1.3 ABOUT:

 

In 1884, where the most famous brand started first in the Kirk gate Market, Leeds, Now Marks & Spencer are opening a stall on the same root. M&S has established from one single stall to multinational retailer over the last 129 years. In 2013, Marks & Spencer open a heritage and coffee shop just nearby the famous M&S clock in the 1904 building of the Kirk gate Market. Customers will have the chance to learn more about the traditional brand since it was start as a penny bazaar in a same stall; furthermore, they enjoy a coffee and buy M&S branded gifts and products. Now M&S work in more than 250 territories all over the world and about 82,000 workers are employed. Diversification of store locations, outlets, and product range are reducing reliance on the UK and rising international market. M&S UK turnover for Food is 254 percent and General Merchandise 46 percent of its 766 stores. Through e-commerce, M&S sells high-quality and valuable foods and women swear lingerie and menswear in the UK leader markets. M&S main objective to provide a better shopping facility for their valued customers either they buy through stores, websites or by phone, M&S gives comfortable service for all customers. Mark & Spencer mission is to become the world's most sustainable business. Since

 

Launching a plan A, M&S continues to expand their control of engaging employees, suppliers and customers.

 

1.4 STRATEGIC MANAGEMENT ISSUES AT M&S:

 

M&S GM performance was unsatisfactory but they took action and have set out a clear plan for improvement.

 

PLAN A: In January2007, Plan A has launched by M&S. Inprevious 5 yearsM&Swere achieved 100 commitments. By the end of 2015 they willachieve 180commitments according to their plan A, with thebasic fundamental goal to world best sustainable measure retailer. According to Plan theycommitments for 2010 to 2015, they are working how to tackleclimate change, reduce waste, use raw materials, trade ethically, and help customers to lead healthier lifestyles.

 

M&SWORKING ON PLAN A: They are covering the five key areas that represent the biggest challenges as a retailer is:Climate, Waste, Natural resources, Health and being a Fair partner.

 

Climate: In the UK and Irish operations M&S has managed to reduce carbon footprint in the last five years and also they have compensated remaining emissions to turn into carbon neutral.

Waste: In 2007, M&S has reduced its non-glass wrapping by an average of 26 percent of its products. They have saved 1,100 tones per year on food packaging and clothing packaging was decreased by 46 percent. A M&S commitment to reduce landfill and in 2012 they fulfill his commitment saw us send zero waste to landfill.

Natural:In the UK allM&Sfresh turkey, duck andOckhamchicken are grown on special farms M&S have sustainable fishing and farming. M&S have very high standards when it comes to animal welfare.

Fair Partner: M&S have strong communities in which they keep trading with them. So it makes good sense of being a fair partner. M&S want to pay a good price to suppliers, also support to the local communities and give a guarantee of good working circumstances for everyone supply chains.

Health: An unbalanced diet is the causes of health problems. M&S has committed to improving the life of the customers, for that reason M&S create its own website for health and nutrition, they help their customers to enjoy a well-balanced healthy diet and lifestyle. M&S has reduced salt, fat, and saturated fat levels across its food. They also provide health advisors to their customers in 1,500 stores.

1.5 HRM FUNCTIONS OF M&S:

 

The HR function allows M&S to ensure staffs continue to be regarded as the company’s best asset.

 

Recruitment:

The first function of human resources management starts from recruiting the manpower. In M&S the function recruits and manages staff and ensures each member of staff is developed to their full potential. M&S has just introduced TALENT PHILOSOPHY which is ensuring the right person is placed in the right job. All perspective candidates undertake an online questionnaire or telephone interview as the first stage of the recruitment process. Candidates need to pass this to ensure that they have the right personality and mindset to fit in with the ethos of the company. The questionnaire has been devised by an external company and has led to a lower staff turnover and higher rate of productivity. This has been measured by performance at appraisal review.

 

Internal vacancies are advertised on the:

 

Staff notice board

Company internet

Monthly newsletter

External vacancies are advertised via:

 

Newspapers

Company website

Careers stall in store

Shopping centre website

Graduate vacancies

New store

Appointment Of Staff:

After completing first stage successful, candidate then invited to a STORE INTERVIEW where they are given a tour of the store and an interview. All candidates are asked the same questions to ensure equal opportunities and are asked to take part in a JOB RELATED activity:

 

Virtual Merchandise:given a model and a range of clothes and asked to dress and accessorise it for a particular occasion.

Sales: approach two customers on the sales floor and engage them in conversation, or undertake a role play.

Human Resource: situational analysis.

The offer is made by a designated date and is subject to two references being taken up. If the references prove positive then there is a confirmation of the offer with a start date and details of the induction programme which all staff goes on.

 

Than invite selective candidates to the Training Academy which is in Swindon.

 

 Development And Training:

The company invests heavily in staff development and training is viewed as important.

 

M&S has formed a ‘Retail Academy’ which is responsible for delivering training and development programmes for staff at all levels.

 

Induction programme:

Whole staff training:#p#分页标题#e#

Specific training for specific needs:

Coaches:

Training on demand for line managers:

Lead to Succeed:

Management training schemes:

After the one year training programme is completed. The HR programme is 18 months and offers the chance to gain professional qualifications and build a successful, long-term HR career.

 

The company looks for people with drive and ambition to make the most of opportunities on offer. M&S needs people who can match the energy, vision and ideas that have kept the company at the forefront of the industry.

 

 Motivation:

For the motivation purpose M&S provide an opportunity to achieve qualifications such as NVQs was withdrawn and was not replaced with other training opportunities. Staff felt just the graduates were being invested in by the company. There was little advancement opportunities for staff within the stores who were not graduate.

 

Equal Opportunities And Diversity

The company is committed to an active Equal Opportunities policy which covers recruitment and selection procedures as well as training, development, appraisal, promotion opportunities and retirement.

 

The company has devised a policy which promotes a working environment free from discrimination, harassment and victimisation on the basis of:

 

Gender, sexual orientation, marital or civil partnership status, gender Reassignment

Race, colour, nationality, ethnic or national origin

Hours of work

Religious or political beliefs

Disability

Age

The company has introduced and extended flexible working practices, including fully paid maternity leave, part-time working, home working, parental leave, child break dependency leave/break and term-time working, and has taken an active role in increasing the opportunities available to women, working closely with external organisations including Opportunity Now 80% of the total workforce is female, a figure that has been constant for several years. The number of women represented in senior management has, however, grown and is now over 50%. Female representation accounts for 25% of the plc board and the UK retail board is 36% female.

 

 Disciplinary Procedure:

It is the HRM function’s responsibility to ensure that all staff is aware of its presence and content. The function also handles grievances that might occur in the store with the minimum fuss and disruption.

 

Health & Safety:

One important role of the Human Resource Management is to be aware of the Health and Safety at Work Act and ensure the safety of staff and customers. The company’s investment in staff is heavily featured in its Corporate Social Responsibility statement and it shows its commitment to investing in staff. One of the areas that it is developing is ‘occupational health’. The company is extending its trials to provide employees with free, fast referral to physiotherapists, osteopaths and chiropractors, and access to confidential telephone advice and counselling to help them with physical and mental health problems which affect their performance at work. In the stores that have been trialled absence has fallen by 8%.

 

Improved HR function

 

Staff in the HR function is now allocated specific roles and they are qualified within that particular aspect. This means the support for staff at store level is much better. The legal and moral responsibilities to ensure the health, safety and wellbeing of employees as well as creating a fair, equitable and diverse working environment can now be achieved.

 

1.6 SALE & MARKETING FUNCTIONS OF S&M:

 

M&S strategy to transform into leading international, multi- channel retailer remains unchanged and has been validated by strong sales growth in these areas over the last years. M&S making good progress but successful execution of M&S strategy requires adapting to both market opportunities and current market conditions. In November 2010 M&S set out a target to grow revenues by 1.5bn pounds to 1.7bn pounds over the next three years. As a result of the deterioration in the economic environment since M&S set out his plan, now expect to achieve 1.1bn pounds to 1.7bn pounds increase in revenues.

 

Sales:

In a difficult marketplace M&S performed well, with sales up 1.3%. Its Food business delivered an excellent performance, as his strengthened their position as a specialist retailer and benefited from customers' ongoing trust in their provenance and innovation.

 

General Merchandise

Clothing sales were not satisfactory in 2013 and they took decisive action to improve performance. A new team was appointed to manage the business under John Dixon's leadership, supported by Belinda Earl in the newly created role of Style Director. They have a clear plan to address their performance, with a renewed commitment to quality and style. These improvements are reflected in their upcoming Autumn/Winter collections and our progress will continue step by step.

 

Food

M&S Food business delivered a strong performance throughout the year, up 3.9%. Like-for-like sales were consistently ahead of the market, driven by our trusted quality, provenance and ongoing innovation, which saw his refresh 25% of their entire range. M&S remains the destination of choice for special occasion food. Customers put M&S food at the heart of their celebrations, resulting in a record Christmas and our best ever Easter performance.

 

The launch of our Simply M&S range, coupled with our well-targeted offers, helped value conscious customers do more of their regular shop with M&S. Greater employee 'ownership' of zones in our Food Halls enhanced customer service and our improvements to space, range and display delivered better on-shelf availability.

 

Stores

M&S new store concept has now been implemented in over two-thirds of their stores giving customers a clearer, more inspirational in-store environment. This year they started the second phase of their store transformation which included the roll-out of their new M&S Beauty and Home concepts.

 

Focus on UK

Both departments performed very well and feature the latest in multi-channel thinking driving customer engagement and increased sales. In August 2012, they opened their flagship store at Cheshire Oaks, which brought together all the elements of their new store format under one roof for the first time.

 

Multi-channel

M&S.com sales accelerated this year and grew ahead of the market at 16.6%. Through a combination of better site navigation, more style advice and greater choice, they increased weekly visitors to 3.6 million. They further improved their popular Shop Your Way option, with free next day delivery to stores and provided customers with more inspiration and choice through the introduction of new in-store technologies. They also launched several brand new ways to shop with M&S, including their first ever transactional I Phone app.

 

International

International sales were up 4.5% this year. They saw double digit growth in their priority markets but experienced more challenging conditions in their legacy European markets. They expanded their presence with a multi-channel approach, opening 45 stores and putting M&S online locally in a total of ten territories, following the launch of new websites. Enhanced visual merchandising in their stores improved the clarity and consistency of the M&S brand and they made a number of improvements to their international operations. They also strengthened their franchise relationships and provided additional marketing support to their partners.

 

Brand

M&S brand is one of their strongest assets and their advertising campaigns reflect how they are in touch with their customers' changing needs. This year, they used a selection of models representing a range of ages and sizes; better reflecting their customer base and showing their customers how to wear the season's key looks. Towards the end of the year, M&S Perfectly campaign featured an edited collection of iconic products from their women swear range. They bought with confidence into these advertised lines and sales increased as a result.

 

Plan A

They believe their customers are the driving force for change and over five million customers participated in Plan A activities this year. They stepped up their efforts to engage them in more sustainable living through a range of initiatives including Shopping, which has already helped divert 3.8 million garments from landfill, and their Big Beach Clean-Up. M&S five year anniversary in 2012 marked a major milestone in our journey but they have renewed their efforts to fulfill and exceed their own commitments. They also worked to extend their influence and share their learning beyond M&S to their customers, suppliers and the wider industry.

 

Transforming our business

To fulfill their international, multi-channel ambitions, it is essential they have the infrastructure and organizational capabilities to drive this growth. Since they launched their plan to transform M&S, they have made considerable progress. They now have a stronger organizational structure and a rich pool of talent across the business. As Alan Stewart explains in the Financial Review, they have significantly enhanced their supply chain operations with the opening of their first dedicated e-commerce distribution centre at Castle Downingtown. They have also made good progress with their systems upgrades and their new multi-channel platform build is on schedule for launch next spring.#p#分页标题#e#

 

UK Gross Margin:

UK gross margin was down 30 basis points at 4.8%. General Merchandise gross margin was down 80 basis points at 51.4% as a result of increased promotional activity, input price inflation and adverse currency pressure. Food gross margin was up 50 basis points at 31.4% with better management of promotions and waste, as well as early benefits from new systems implementation, helping to offset commodity price increase.

 

1.7CONCLUSION

 

The M&S is a successful multinational retailer in the UK from its beginning. M&Sfollowthe government’s rule, regulation and policies. They also protect the natural environment. Furthermore, for making the business strategies M&S has evaluated the factors of economic,social, technological, political and legal. M&S has main advantages that they have make a long-term relationship with their vender and customers. They also satisfy their customers’ needs and provide high standardqualitythat build customers’loyalty.The major strategy of M&S is to make prospective customers. On the other hand, M&S have some disadvantagessuch as lacking of cloth market segment that reason M&S to lose its brand value among the existing customers. For an existing position in the market should maintain and also enhance its market share, M&S is to find the new business structures tofollow the trend of society.

 

1.8RECOMMENDATION

 

M&S has won a greater number of loyal consumer’s because of its good quality products, good customer services, and better shopping environment to suitable entry. However, M&S must improve its market segmented market and take special consideration in styling cloth. Women and younger consumers don’t like M&S’s cloth design, they have preferred fashionable clothes. M&S shall change its design for women they have to changestyle and add also consider bright colors. M&S should also develop stock strategy by using of information technology system because this system will help them to find their problems immediately and solve it successfully by supplying products on time. The economic recession also a main element to declining sale and M&S should focus on its target group areas such as mid-age and mid-class. M&S should use its strength to overcome its weakness and turn these factors into opportunities, which will help M&S to keep its market share.