Question 1
Marks and Spencer’s business model at the zenith of the business performance befitted a thriving strategy of that time. The model was enshrined in six conspicuous principles. First, the focus was on the customer, for which quality, design, and affordability were the front-runners. Secondly, the bar was on the suppliers who were to guarantee quality supplies made using the most modern techniques possible. Thirdly, the suppliers had to assure that they observed the highest levels of quality control possible. Fourthly, the expectations of the employees of the company and especially the sale executives was to ensure that the customers were attended to in the most friendly way possible with the greatest comfort and convenience possible. Fifth, the business system had to be just right. It had to be efficient and with the shortest turnaround time possible. Lastly, mutual respect amongst all the business stakeholders was highly advocated. For example, outstanding relationships had to exist amongst all, the business employees, the suppliers the management team and the business customers. Specialty customers would also purchase their merchandise from a centralized store and thus did not have to brush shoulders with the commoners at the other stores. There was a thorough enforcement of uniformity and conformity to the directions from the central store and all the other stores in the different regions had to adhere. Unfortunately, this was a great undoing since clients in every locality expressed varying needs, and thus, uniformity per se would not have sufficed for long as an appropriate business model. An authoritarian type of leadership seemed to have prevailed, and decisions were unquestionable by the junior management even if such decisions were detrimental to the very core of the business. For this matter, there was no transparency between the junior executives and the top leadership and as a result, negative effects were concealed from the knowledge of the top leadership to avoid possible victimization. The authoritarian leadership model held by Marks & Spencer is not a business model that can prevail in the current business environment. Workers are human beings unlike robots, which are machines, thrive on the power of social relationships. They need to be heard since they can also see when things are not falling into place. The kind of leadership that thrives in businesses in today’s environment are based on consensus decision-making right from the top most executives to the least junior staffs.
Question 2
Helping Marks & Spencer turnaround from a near collapse and dwindling sales, Luc met his set goal of turning around the profitability of the company in the first two years of his tenure when he joined Marks & Spencer in the year 2000. Luc would also defer the acceptance of his bonus in the vent the company experienced unsatisfactory sales in a particular year. He was a kind of a person who would do away with what he felt was not or would not lead to profitability for the company. For example, he scraped off 39 stores across Europe to concentrate on the British market until the company was able again to support international operations. He also did away with a costly advertisement campaign that was directed at women. it is at the time of his reign as the company’s chairman that the Per Una brand for women was developed in a bid to reign in on the women clothing market share. At the beginning of his reign at Marks & Spencer, Luc shifted focus from the traditional British suppliers to suppliers of Asian origin. It meant that the famous traditional St. Michael brand was relegated. His plan was that of a total rebranding of the company. To appeal to customers, Luc rearranged how the supply flow was carried out. For example, the merchandises were grouped according to customers’ taste, preferences, and fashion. It appealed to the customers. His efforts geared towards understanding the feel of the company stakeholders guided his decision-making process.
Question 3
Question 4
Marks & Spencer as a business entity has evolved through different forms of leadership styles though some elements remained consistent throughout the various changes that took place over time. For example, authoritarian leadership is one aspect of Marks & Spencer top leadership that seemed to have stayed with the company for ages past. Workers are social beings and not machine parts that can be ignored. Therefore, such leadership may struggle to prevail in the current businesses environment. Customer care has been at the core of Marks & Spencer business operations. Customer care is one of the greatest elements that has worked for businesses in the past, in the present, and will remain further into the future.
