Marks & Spencer: Organizational Change Using Kotter's 8-Step Approach

There are many factors that appeal to leaders why organizational change is needed in today’s business to stay competitive. Weiss (2016) noted “Factors such as technology and globalization have made the world far more interconnected” (p. 4). These factors can create more risks and opportunities for organizations to succeed or fail. Change management is inevitable, in order to successfully bring an organization into the twenty-first century, leaders must recognize this, develop plans and successfully execute them to remain relevant in today’s economy. This paper will provide an overview of Discount Tire Co. and diagnose the strength, weaknesses, opportunities and threats and present a plan using Kotter’s eight-step change process and

Marks and Spencer face many ethical issues in their daily activities and these affect the public and their business in different ways.

Mark & Spencer’s was established in 1984 when Michael Marks, a Polish refuge opened a market stall in Leeds, with slogan don’t ask price it’s for a penny. In 1984 Marks went in to a partnership with Thomas Spencer, a former cahier from the wholesale company Dewhirst. Mark & Spencer’s opened their first store in Leeds. Further on 1920 mark and spencer’s start to buy direct from suppliers and open other store in Marble Arch. Mark and spencer’s is the first British retailer to provide pensions, subsidies like health and dental services to their employees. In 1975 mark and spencer’s opens in eastern Europe France and Belgium. Mark and spencer’s have 852 stores in United Kingdom and also working in other countries. After 2002 mark and spacer’s start losing their market shares as compare to other retailers like Next, Primark, River Island and Miss Selfridge they are the top retailers in United Kingdom. This report consists on different parts Market shares of mark & spencer’s, why mark and spencer’s losing their market shares, pestle analysis, Swot analysis, market segmentation, conclusion and references.

Part A of this report examines the resources and capabilities of Marks & Spencer (M&S) up to the mid 1990's and how they lead to creating a superior competitive advantage (CA) over all competitors.

The parent company’s, Wal-Mart’ strategy involved opening up non-food sales areas for its clothing brands, ‘George’. This lead to an increase in profit of 25% in non-food sales, which was unachievable by their competitors due to the shortage of space on their premises. As well as clothing Asda has started to expand into services such as pharmacy, holiday, optical and car rental services at very competitive rates never offered previously on the UK market. With high expectations for the following year Asda focused on increasing their discount clothing line even targeting Matalan to have a higher turnover. However they fell short of hitting their target twice in the same year, which was a ‘wake-up call’ for Wal-Mart showing that a different strategy will be needed and not everything that works in the US will work in other countries.

(2015). Using kotter's eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66. doi:http://dx.doi.org.lopes.idm.oclc.org/10.1007/s11213-014-9317-0

Marks and Spencer is one of the most famous garment retail organizations based in UK. It started its journey in the year of 1894 with its first office in Cheetham Hill, Manchester. In the beginning the business was a family owned business and achieved a great success in all their stores located in various high and significant streets of UK (Campbell & Rahman, 2010). The business achieved a great popularity among the customers due to its good quality products in affordable prices. Though, after the change of the ownership of the business when the major shares of the business got occupied by its major share holders like big insurance companies and organizations the business structure and strategy were changed deeply (Davenport, 2009). Initially

Kotter’s work discusses the process of change in three parts. In the first section, Kotter addresses eight common mistakes found among organizational transformation and how they contribute to failure. He also takes the time to touch on what drives an organization towards change, challenges that organizations face, and introduces the reader to his eight step leadership strategy for successful transformation in times of change.

Marks and Spencer Group (M&S) is the premier retailer in clothing, foods and home ware within the United Kingdom. The company’s commitment to quality, value, service, innovation and trust is a key contributor to their success as a high street retailer in the UK. Their current core UK operations centre around three divisions, food, general merchandise (including clothing and home ware), and the financial services industry. Therefore Tesco plc is the prime UK retailer to analyse and compare growth, financial performance and the financial status of M&S Plc in line with other competitors within the same industry.

Academics such as Lewin and Kotter have outlined frameworks which fellow re-searchers can refer to when trying to implement organisational change successful-ly. Although there are many theories regarding change management, this research will focus Lewin’s change management model and Kotter’s 8 step model.

It is most common for businesses to experience some type of organizational changes in today’s society. With changes in the economy to stay competitive in the global marketplace many businesses organizations must change constantly. Business management and employees equally respond and adjust to new challenges that occur within an organization (Dawn, 1999-2013). This paper will show the type of change the Sears and Kmart organization went through, the reason or source of the change, and identify other types and sources of change an organization can experience.

Despite of many successive attempts to reverse the decline, M&S faced declining profits and change in leadership for many years. Every effort of M&S to revitalise its growth went in vain. The major reasons for continuous decline in M&S’s profits were centralised decision making and inward culture, lack of customer focus, resistance to change, focus on day-to-day operations and tight control over national and international stores

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

This report will demonstrate, apply and evaluate knowledge and understanding of key managerial disciplines of the chosen high street retailer, Marks and Spencer, in different real-world global contexts. According to the report by Deloitte, the retail industry is undergoing immense changes and faces a tough competitive

With the support of relevant examples, examine the development of management theories and how these theories may affect the management practices in PRIMARK: