Markets and Shareholders – The Continuing Retail Success of M&S
Its been a busy couple of weeks for an international corporation which owns a British institution. And that isn’t News International and the now defunct News of the World. Marks & Spencer has 600 stores in the UK and over 300 further stores worldwide. It employs 75,000 people in the UK and 21million people visit its UK shops every week. The brand is now 125 years old (there is a museum in Leeds celebrating its history) and it would be hard to argue that it’s not going strong.
Last week M&S held its AGM. Questions from shareholders included topics such as socks and bread (apparently M&S bread doesn’t compare well with other brands but the bakers are working on improving it). These are subjects close to the shareholder’s hearts and also to the retailer’s customers’: a well-dressed, well-heeled army of discerning shoppers who appreciate quality in either socks or seeded batch. They like value but not value retailers and are older than the average high street shopper.
Unlike John Lewis which is concerned it is too “beige” the directors of M&S are alive to the fact that the brand could be becoming too colourful for its core customer. Its Classic collection is enduring and popular and the ranges aimed at younger customers such as Portfolio and Indigo are hardly competing with Top Shop and River Island. The biggest indicator, however, that not only are M&S’s customers older but that the board listens to them is that the TV Ads featuring the “M&S girls” are to be axed because they are not appealing to the core shoppers. So no more shots of Myleene Klass and Lisa Snowden in bikinis or Dannii Minogue and VV Brown in skimpy dresses. The agelessly glamorous Twiggy will be retained but only for billboards and in-store promotions. This is a cunning move: please the customers and save a fortune in advertising costs in one well timed decision.
Even before this masterstroke M&S stood out as a success story in the retail graveyard which 2011 has become. Its most recent results are a rise in like-for-like sales of 1.7% in the 13 weeks to 2 July. Whilst this growth is driven by food the retailer did gain a share in the clothing market, a trend which is likely to continue given the difficulties of other retailers in the sector (although fans of the latest clothing casualty Jane Norman are unlikely to flock to M&S in large numbers).
M&S’s real strength, and the sector which will see it through the bad times, double dip or not, is food. The brand is aspirational, synonymous with quality and with little competition in the mass market. Only Waitrose comes close but in competing as a true supermarket cannot narrow its focus on the top end of the market as effectively as M&S. For the M&S customer food is good and cooking is easy (made so by the Cook range and the Bistro products amongst others). This comes at a price but M&S customers are prepared to pay it. Any relaxation of that price, such as the Dine In for £10 offer, leads to scenes reminiscent of a zoo feeding frenzy as excited customers try to grab the best bargain.
From its variety of cafes to its no quibbles returns policy M&S is doing almost everything right. There are sectors where it could do better (its jewellery, for example, its overpriced compared to Accesorize) or which it could do away with (a lot of other retailers, not least John Lewis, has a wider, better selection of electricals) but its core offering of food and clothes is hard to beat. The shareholders may complain about the quality of the bread but they know their investment is a wise one and, what’s more, that the directors listen to them. They are (or should be) happy shoppers.
Posted by helenrothwell at 4:02 pm on July 21, 2011.
Categories:
Jacqueline Button, Retail
Tags: AGM, British, John Lewis, marks and spencer, News International, Worldwide

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