Case Study Marks & Spencer

7140 words - 29 pages

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TABLE OF CONTENTS

EXECUTIVE SUMMARY 3
INTRODUCTION 4
OBSERVATORY RESEARCH AT M&S 6
 THE PROCESS DESIGN AT MARKS & SPENCER 6
PROCESS MAPPING 6
THROUGHPUT EFFICIENCY 10
 THE LAYOUT OF THE STORE 12
ISSUE ARISING FROM CUSTOMERS’ SURVEY: THE STORE LAYOUT 12
M&S STORE LAYOUT IN BRIGHTON – A FUNCTIONAL LAYOUT 13
DISTANCE TRAVELLED IN M&S BRIGHTON 15
WHAT IF THE LAYOUT WAS CHANGED? 18
RECOMMENDATION 20
IMPLENMENTATION PLAN 21
BIBLIOGRAPHY 23
APPENDIX 1: 25
APPENDIX 2: 26
APPENDIX 3: 35
APPENDIX 4: 38
APPENDIX 5: 40

EXECUTIVE SUMMARY

This report examines the daily ...view middle of the document...

M&S can be thought of as a service organisation that sells a mixture of products and services. It purchases goods from various suppliers (and also sub-contracts for their own designs) as its inputs while also using the transforming resources to manage the operation processes at the M&S store to sell the output to customers as a retailer (providing a service). The diagram below illustrates the INPUT-TRANSFORMATION-OUTPUT model:
TRANSFORMATION PROCESS
* Buy/source and store goods from suppliers
* Shelving and displaying clothes
* Organising the layout of the store
* Give sales advice and help customers around the store
* Sell clothes
* Keeping the customers
INPUT
TRANSFORMED RESOURSES:
* Material Input: Clothing for sale
* Customer Input: Customer Feedback
* Supplier Input: Possession and storage of materials
* Information Systems
TRANSFORMING RESOURCES
* Staff
* Building (Brighton’s store)
* Warehouses

OUTPUT
* Variety of Clothing for women, men and kids (Autograph, Limited Collection, Per Una, M&S Woman and
M&S Man)
* Satisfying customer needs and demands for fashionable and quality clothing

M&S and NEXT both focus on middle-class customers who are willing to pay extra money for quality products. M&S’s goal is to provide best quality products to its customers even if they have to incur more costs than NEXT. M&S focuses more on quality than minimising costs. They also aim to provide reliable services like ample availability of stock and shorter queuing time for customers. They have been experiencing constant drop in their profit levels since the past three years due to the poor performance of the womens-wear (WALLOP, H, 2012). Even though like NEXT, M&S provides high volume and relatively higher variety, it does not, however, launch new products as frequently as NEXT. M&S provides clothing by several sub-brands (Autograph, Per-una & Limited Collection) whereas NEXT provides only one sub-brand, Lispy. Even with higher variety products, sales are still deteriorating at M&S simply because the customers now do not find the retail environment that inviting or exciting any more (KAY, K, 2012). Zara is an inspiration for M&S hence it tries following how Zara operates in terms of layout of the store, supplier delivery, and frequent variation in designs along with a wider range of variety in clothing for its customers.

RETAILERS | REVENUE/SALES | % CHANGE |
MARKS AND SPENCER | £4.2bn | Decreased by 0.9% |
NEXT | £3547.8m | Increased by 4% |

OBSERVATORY RESEARCH AT M&S

THE PROCESS DESIGN AT MARKS & SPENCER

PROCESS MAPPING

Processes at M&S are designed by breaking them into individual activities represented by symbols. The sequence of activities in each process is depicted by the sequence of symbols representing activities..

The operation process at M&S is now described by process...

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