M&S, even from the early days, was perceived to be an extremely well managed, family business, that gave real value for money. The use of mostly British goods, at a time when patriotism was at a high, helped to increase the traditional English perception of the company. The combination of these two factors helped to improve the M&S image greatly, and thus increase brand differentiation and company identity.
Differentiation did not, however, come without costs. By plotting M&S on Bowman’s Customer Matrix it can be seen the company offered increased perceived use value but with increased perceived prices (Bowman C & Falukner D. 1997. pp13-14). The M&S staff were paid more than other retail workers and the British suppliers could not always keep prices as low as suppliers from outside of the UK. Therefore the strategy had to be one of differentiation with a price premium (Johnson G & Scholes K. Ibid. pp322-326). To achieve this, the company had to guarantee that the services and goods it provided were of greater added value than on offer elsewhere. Suppliers were given strict direction upon specification and quality, and one of the company’s core principles was to encourage suppliers to use modern and efficient production techniques. Another principle was to provide friendly, helpful service and greater comfort and convenience for the customers. These principles were fundamental to all of the company’s business activities, and adhered to rigidly at all levels of the organisation.
Gaining initial competitive advantage through differentiation was relatively easy. Sustaining advantage was key to the survival of the organisation. M&S had developed culturally embedded core competencies that ranged across the value chain. The close links and co-operative work with the suppliers meant that it was hard for competitors to provide identical quality goods. The distribution and supply networks had been developed over a long time and were well established. The brand name, an intangible asset, was highly regarded and extremely well known. Due to the M&S ethos, and the increased rates of pay, the company attracted a higher calibre of sales staff. The ‘no quibble’ M&S guarantee was deep rooted into the psyche of the organisation. All of these competencies were extremely difficult to imitate and were key to the company sustaining its advantage (Hamel G & Prahalad C. 1996. p229).
M&S considered growth as another essential element in sustaining competitive advantage. The risk aversive company did not diversify greatly and concentrated on its core values, competencies and principles. It had been extremely successful providing generic essential products without the need to try to match what other retailers were offering. Growth was therefore confined to the quantity of the market share and the number of retail outlets. By continuing to increase the number of shops, M&S was able to build barriers against competition through geographical strongholds. The purchase of 19 Littlewoods department stores in prime locations proves that this was one of the strategies employed by the company.
M&S held Strategic Excellence Positions (SEPs), the ability to do things better than its competitors, in all 3 key areas (Pümpin. 1987. pp19-26). A product related SEP through the recognition of the customer requirement. A market related SEP via its renowned image and brand, and functional SEPs by offering value for money goods and a quality service. This was the basis for the M&S competitive advantage. By staying close to its core competencies it was then able to sustain the advantage.
BIBLIOGRAPHY
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Bowman C, Faulkner D. (1997). Competitive and Corporate Strategy. Irwin.
Hamel G, Prahalad C. (1996). Competing for the Future. Harvard Business School Press.
Johnson G, Scholes K. (2002). Exploring Corporate Strategy. (6th ed). Prentice Hall.
Porter M. (1980). Competitive Strategy. The Free Press.
Pümpin C. (1987). The Essence of Corporate Strategy. Gower Publishing.
Rosen R. (1995). Strategic Management, an Introduction. Pitman Publishing.