Marks & Spencer: A Global Expansionto Acquire Lost Momentum?
past. It has had limited success till mid 2000s but deep down M&S executives knowthey are only treating the symptoms and not the disease.Learning ObjectivesSuccess of an organization in the global market place is increasingly gettingdependentonitscapabilitytosenseunderlyinggrowthdrivers,considersensitivities of the local markets and remain flexible enough to adapt to latesttrends. M&S learnt its lesson the hard way. It replicated its successful businessmodel in the international markets and found out that the globalized world requireda completely different marketing landscape.Themes and Tools Used•First and second internationalization drivers•Marketing orientation•Elements of local culture•Localization•Marketing strategyTarget AudienceMaster students and interested practitionersQuestionsDoes M&S need a “revolution” or Marc Bolland’s gradual “evolution”? How canM&S align itself with contemporary realities of the fashion market? How can itcheck the advance of the “fast-fashion” trend? What should be M&S competitiveadvantage? The international experiment for M&S did not prove fruitful in the past;will it prove fruitful again?1IntroductionWhen Marc Bolland assumed office mid-2010 as the new CEO of M&S he knewthat he had a gigantic task on his hand to turn around one of the biggest, butstruggling, global food and fashion retailers. Whatever the reasons were, it is still