Analisis About Mark & Spencer Based On The Case Presented By The Harvard Business School

3574 words - 14 pages

CASO MARKS AND SPENCERI. POSIBLES PROBLEMASDirección de la compañía por parte de familiares.Elevados gastos en servicios innecesarios para el personal.Ausencia de estudios de mercado que respalden la expansión internacional.Elevada participación en las operaciones de los proveedores.Poca inversión en publicidad y promociones.Excesivo paternalismo hacia sus empleados.Dificultad para contar con proveedores en nuevos mercados debido a los elevados estándares de calidad que exigía.II. LISTA DE HECHOS RELEVANTES POR CRITERIOSAntecedentesEn 1884, Michael Marks estableció pequeñas tiendas en el norte de Inglaterra. En 1894 se unió Thomas Spencer en calidad de socio y se fundó M&S Ltd. que era controlado por las familias de ambos fundadores.Desde el inicio se vendían productos de alta calidad y elevada rotación, de lo que contrarrestaba los bajos márgenes.La misión de M&S se basaba en: clientes (precios razonables y alta calidad), proveedores (apoyo en tecnología y calidad) y expansiones (mayor cobertura para sus clientes).En 1914, Lord Marks tomó el poder de M&S y se encargaría de la dirección, mientras que Lord Sieff se encargaría de las compras y el mercadeo.La compañía ofrecía productos de distintos rubros, entre ellos tenía: textiles, comida, artículos del hogar, calzado, etc. Los productos textiles eran de alta calidad y precios moderados. La comida, en cambio, era de alta calidad pero sus precios estaban entre moderados y altos.En la década del 20, M&S adoptó los últimos avances tecnológicos, empezó a brindar servicio social a los clientes y empleados, y decidió convertirse en una cadena basada en la experiencia norteamericana.En 1928 se creó la marca "St. Michael" y M&S se convirtió en la primera tienda por departamento en vender mercancías con su propia marca. Para finales de la Segunda Guerra Mundial, esta marca ya había desplazado las otras mercaderías y se posicionó como reflejo de alta calidad.En 1956 se inició la "Operación de Simplificación" para eliminar los altos gastos producidos por la excesiva burocracia. Así, se redujo el papeleo, los excesivos reportes y controles y se le otorgó poder de acción a los empleados. Además, se aplicó el método de "sondeo" cuya filosofía consistía en trabajar basándose en información real en lugar de las estadísticas y los reportes.Para 1988, M&S tenía 289 tiendas en el UK, 11 en Europa, 267 en Canadá y 4 en EEUU. Las operaciones de Europa y Norte América eran autónomas guiada por UK. Las tiendas de UK tenían su centro de operaciones en Londres.Recursos HumanosM&S creía que su...

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