Harvard Case - De-Globalization of Marks & Spencer in 2001, An Update
"De-Globalization of Marks & Spencer in 2001, An Update" Harvard business case study is written by Robert A. Burgelman, Philip Meza. It deals with the challenges in the field of Strategy. The case study is 11 page(s) long and it was first published on : Jun 19, 2001
At Fern Fort University, we recommend Marks & Spencer (M&S) adopt a hybrid globalization strategy that balances global sourcing with local adaptation to revitalize its international operations. This strategy will leverage M&S's core competencies in product quality, brand reputation, and retail expertise while mitigating the risks associated with full-scale globalization.
2. Background
The case study examines M&S's struggles with its international expansion strategy in the early 2000s. The company faced challenges like cultural adaptation, competition, and logistical complexities in its overseas markets. M&S's initial strategy of replicating its UK model globally proved ineffective, leading to significant losses and ultimately, a retreat from many markets.
The main protagonists of the case study are:
- Sir Stuart Rose, the CEO of M&S at the time, who spearheaded the company's de-globalization efforts.
- The board of directors, who had to make critical decisions regarding the future of M&S's international operations.
- The international management team, who faced the challenges of implementing the company's global strategy.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths: Strong brand reputation, high-quality products, established retail expertise, loyal customer base in the UK.
- Weaknesses: Lack of cultural sensitivity, limited understanding of international markets, inflexible business model, high operating costs.
- Opportunities: Growing demand for quality products in emerging markets, potential for strategic alliances and partnerships, digital transformation to reach new customers.
- Threats: Intense competition from local and international retailers, economic volatility, changing consumer preferences, rising costs of raw materials and transportation.
Porter's Five Forces:
- Threat of new entrants: High barriers to entry due to M&S's strong brand and established supply chain.
- Bargaining power of buyers: Moderate, as consumers have alternatives but value M&S's quality and brand.
- Bargaining power of suppliers: Moderate, as M&S relies on a diverse range of suppliers but has some leverage due to its scale.
- Threat of substitute products: High, as consumers can choose from a wide range of retailers and product categories.
- Competitive rivalry: Intense, as M&S faces competition from both local and international retailers in all its markets.
Value Chain Analysis:
M&S's value chain can be analyzed by examining its primary and support activities:
- Inbound logistics: Sourcing raw materials and finished goods from various suppliers globally.
- Operations: Manufacturing and processing goods according to M&S's quality standards.
- Outbound logistics: Distributing products to stores and online channels.
- Marketing and sales: Promoting M&S products through advertising, branding, and customer service.
- Service: Providing after-sales support and customer care.
- Firm infrastructure: Managing the company's overall structure, systems, and processes.
- Human resource management: Recruiting, training, and managing employees.
- Technology development: Investing in technology to improve efficiency and customer experience.
- Procurement: Sourcing raw materials and finished goods at competitive prices.
Business Model Innovation:
M&S needs to innovate its business model to adapt to the changing global landscape. This includes:
- Digital transformation: Investing in e-commerce platforms, mobile apps, and data analytics to enhance customer experience and reach new markets.
- Omnichannel strategy: Integrating online and offline channels to provide a seamless customer journey.
- Strategic partnerships: Collaborating with local businesses and retailers to expand reach and reduce costs.
- Product diversification: Expanding product offerings to cater to diverse customer needs and market trends.
4. Recommendations
Hybrid Globalization Strategy:
- Global sourcing: Continue to source high-quality raw materials and finished goods from across the globe to leverage cost advantages and access unique products.
- Local adaptation: Adapt product offerings, marketing campaigns, and store formats to meet the specific needs and preferences of local markets.
- Strategic alliances: Partner with local retailers, distributors, and suppliers to gain market access and leverage their expertise.
- Digital transformation: Invest in technology to improve online presence, enhance customer experience, and streamline operations.
- Focus on core competencies: Leverage M&S's strengths in product quality, brand reputation, and retail expertise to differentiate itself in the global marketplace.
Implementation Timeline:
- Year 1: Focus on digital transformation, strategic alliances, and product adaptation in key markets.
- Year 2: Expand into new markets with a hybrid globalization approach.
- Year 3: Continuously monitor performance, refine strategy, and invest in innovation.
5. Basis of Recommendations
These recommendations are based on a careful consideration of:
- Core competencies and consistency with mission: The hybrid globalization strategy aligns with M&S's core competencies in product quality, brand reputation, and retail expertise. It also supports the company's mission of providing high-quality products and services to its customers.
- External customers and internal clients: The strategy addresses the needs of diverse customer segments in different markets while also taking into account the concerns of internal stakeholders.
- Competitors: The strategy aims to differentiate M&S from its competitors by leveraging its unique strengths and adapting to local market conditions.
- Attractiveness ' quantitative measures: The strategy is expected to improve M&S's profitability by reducing costs, expanding market share, and increasing customer loyalty.
6. Conclusion
By adopting a hybrid globalization strategy, M&S can leverage its core competencies while mitigating the risks associated with full-scale globalization. This approach will enable the company to expand its international operations, achieve sustainable growth, and regain its position as a leading global retailer.
7. Discussion
Alternatives not selected:
- Full-scale globalization: This approach carries significant risks, including cultural adaptation challenges, competition from local retailers, and logistical complexities.
- Complete withdrawal from international markets: This option would limit M&S's growth potential and reduce its global reach.
Risks and key assumptions:
- Economic volatility: Global economic conditions could impact M&S's international operations.
- Political instability: Political instability in certain markets could disrupt operations and create challenges.
- Cultural adaptation: Successfully adapting to different cultures and consumer preferences is crucial for success.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and resources required to execute the hybrid globalization strategy.
- Establish a dedicated team: Assemble a team of experienced professionals to oversee the implementation and monitor progress.
- Invest in technology and training: Provide employees with the necessary tools and training to support the new strategy.
- Continuously monitor performance: Track key metrics and make adjustments as needed to ensure the strategy's effectiveness.
By taking these steps, M&S can successfully navigate the challenges of globalization and achieve sustainable growth in the international market.
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Case Description
The venerable British retailer Marks & Spencer suffered a series of setbacks in the late 1990s. The company's performance, which had been solid for decades, quickly deteriorated, forcing the rapid turnover of chief executives and many restructurings. Perhaps the largest change the retailer made was the abandonment of its global expansion plans, withdrawing from continental Europe and trying to sell off assets in the United States, including the well-known clothiers Brooks Brothers. This case examines the changes Marks & Spencer made between 1998 and 2001, as the company tries to shore up its ailing core business, U.K. retail, while deciding on an appropriate global strategy.
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