Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 16 March 2007
Length: 11 pages
Data source: Published sources
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Abstract
The venerable British retailer Marks & Spencer suffered a series of setbacks in the late 1990s. The company''s performance, which had been solid for decades, quickly deteriorated, forcing the rapid turnover of chief executives and many restructurings. Perhaps the largest change the retailer made was the abandonment of its global expansion plans, withdrawing from continental Europe and trying to sell off assets in the United States, including the well-known clothiers Brooks Brothers. This case examines the changes Marks & Spencer made between 1998 and 2001, as the company tries to shore up its ailing core business, UK retail, while deciding on an appropriate global strategy.
Location:
Industry:
Size:
70,000 employees, GBP8 billion revenues
Other setting(s):
1999-2001
About
Abstract
The venerable British retailer Marks & Spencer suffered a series of setbacks in the late 1990s. The company''s performance, which had been solid for decades, quickly deteriorated, forcing the rapid turnover of chief executives and many restructurings. Perhaps the largest change the retailer made was the abandonment of its global expansion plans, withdrawing from continental Europe and trying to sell off assets in the United States, including the well-known clothiers Brooks Brothers. This case examines the changes Marks & Spencer made between 1998 and 2001, as the company tries to shore up its ailing core business, UK retail, while deciding on an appropriate global strategy.
Settings
Location:
Industry:
Size:
70,000 employees, GBP8 billion revenues
Other setting(s):
1999-2001