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Essay / Research Paper Abstract
This 10 page paper examines the position of Marks and Spencer in 2010, looking at the structure and options of the firm and assessing the position using Porters Five Forces framework. The bibliography cites 10 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEanmarks.rtf
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Unformatted sample text from the term paper:
Marks. The business started as a stall at Kirkgate Market in Leeds (Marks and Spencer, 2010). The first shop was not opened until nine years later in 1893 when Michael
Marks moved to Manchester. It was in 1894 that he met is future partner, Tom Spencer, who was a former cashier with a wholesalers by the name of I. J
Dewhirst (Marks and Spencer, 2010). The firm has a traditional bricks and mortar structure, with stores that are divided into regions, under regional management. Internally there are different departments,
the form has undertaken extensive related diversification over the last few decades increasing significantly the reliance on food and groceries. This creates a duel structure as each department also has
its own hierarchy. The main departmental stores have been supplemented with smaller Marls and Spencer Stores, which sell only food, increasing the margins sales and leveraging the premium brand.
A strategic alliance with BP has also seen convenience M&S stores open on may BP garage forecourts, selling a range of goods including sandwiches, backed goods, fresh food, vegetables and
tinned goods as well as wines (BP, 2005). There are also internet operations with a strong online presence. The firm can be
considered within the environment a good model for this is Porters Five Forces (Porter, 2008). The first force we will consider it the threat of a new entrant into
the market. If a new competitor enters the market it can be interpreted as a threat which is attempting to take away some of the market share of the existing
companies in that sector. The first thing to consider in this instance is how easy is it for a competitor to enter the arena by analysing the existing barriers to
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