Marks and Spencer is successful in retailing in the United Kingdom for several reasons. They understand their market, they have built a brand and an image which is clear to the consumer, and they have not deviated from their market strategy and confused consumers with competing brands owned by one company. Their proactive approach to human resources is another contributing factor to their success since many in the UK know employees of Marks and Spencer, and since it is likely that future employees (and customers) are familiar with current employees who are able to be active in the decisions that affect their jobs.
One of the critical success factors at Marks and Spencer is the fact that they understand their customer. They do not try to sell only on price, but they do offer good value for the prices they charge. By using the St. Michael brand throughout the store, and by exercising considerable control over their suppliers (by virtue of their size and the influence they have on their vendors), Marks and Spencer can assure the same level of quality for goods throughout all of their stores.
The relationship that Marks and Spencer has with its suppliers is good for the company, but could well be difficult for the suppliers. Because Marks and Spencer is such a large customer (generally the largest customer for any one supplier), it can dictate terms and conditions that would not be acceptable if they came from other customers. Marks and Spencer can also effectively limit the number of other customers since they can demand the greatest attention from their suppliers. This reliance on Marks and Spencer is a trade-off for business with one of the largest retailers in the UK, but the loss of independence should not be overlooked.
The control that Marks and Spencer exercises over its suppliers is necessary to protect the brand that the company has developed. The St. Michael brand has become the only brand sold in Marks and Spen...