Strategic ManagementProvide a strategic analysis of Marks and Spencer Essay

Strategic ManagementProvide a strategic analysis of attach and Spencer and make recommendations for its future development and direction - Essay ExampleTheir finance division is currently tiny, moreover growing rapidly. 300 out of 379 stores are in the UK their European stores are run as franchises they in like manner have US subsidiaries under different names. They sell 35% of the UK lingerie market, 25% of mens suits, and 50% of chilled ready meals. For more than half a century Marks & Spencer was the epitome of enlightened capitalism, dominating the British high street and providing shoppers with quality and value clothing unrivalled by competitors.Then in November 1998, boodle began to fall and an attempted boardroom coup rocked the company to its lens nucleus as a tale of ambition, swindle and incompetence unfolded. Within a few months the Press declared open season on what had been its front-runner retailer and suddenly the company that had been unable to do any wrong, c ould do no right. New counsel and armies of consultants have worked frantically to reverse the trend and in the autumn of 2001, George Davies the creator of Next, launched a new mental image of fashionable clothes to tempt shoppers back. Whether or not he succeeds, Marks & Spencer may never ascertain its former status.Organization gardening It is the basic assumptions and beliefs that are shared by members of an presidency, that operate unconsciously and define in a basic taken-for granted fashion an organizations view of itself and its environment. Such taken-for-granted assumption are also belike to exist at the organizational level-the organizational paradigm-and can be especially important as an make on the development of organizational strategy.The 80s saw a massive growth of interest in culture and symbolism in organisations by practitioners as well as academics. Culture and symbolism is about inwardness and imagery. They are terms used to highlight the softer features of organisation. The patterning of action within organisation is treated as a web of meanings and symbols rather than as a hard structure or system. The key to both understanding organisations and to imperious organisations is seen to lie in their analysis as cultures (e.g. values, myths, ceremonies, etc.).The explanation of why people act as they do may lie not in a combination of objective and subjective factors, simply in a network of meanings which constitute a world taken for granted (Schutz, (1964) by the participants. Indeed, objective factors, such as technology and market structure, are literally meaningful only in terms of the mavin that is attached to them by those who are concerned and the end to which they are re latishd... Organisations do not react to their environment, their members do. population act in terms of their own and not the observers definition of the situation (Silvermans, 1970)A key for sustainability of all organization is to change and evolve con tinuously to match with its environment out side its window in which it operates.Until the late 1990s M&S have been very successful. It worked to achieve this esteem by applying a structured formula to all its operations and maintained it by establishing a set of fundamental principles, which were held as core to the organization and used in all of its business activities since its birth. Their paradigm help them in the past but the same paradigm didnt worked in the