Marks & Spencer
Выбор редакции
26 мая, 18:00

Six reasons why Britain’s retailers can’t make ends meet

Homebase has been sold for a pound, Marks and Spencer is closing more stores – can the nation of shopkeepers survive?In one fell swoop DIY giant Homebase became the high street’s latest pound shop last week after its Australian owner, Wesfarmers, offloaded the loss-making chain for a token sum to a restructuring firm. The deal is expected to trigger fresh pain on a high street that is already shedding stores and jobs at a faster rate than during the recession in 2009. Major high-street names including Marks & Spencer, Debenhams, Topshop and House of Fraser are also struggling. On Friday the homewares chain Dunelm issued a profit warning, blaming “challenging” conditions. So why is life so tough on the high street? Continue reading...

Выбор редакции
25 мая, 19:53

I won’t cry for Homebase, but I fear for our high streets | Stephen Moss

The home and DIY chain is the latest to succumb to a crumbling industry – but with so many closures and profit losses, will retail manage to survive?I heard the news that Homebase was “closing down” on my way to buy some CDs in HMV – you see, I am one of those rare people who still goes shopping. The conjunction was appropriate because Homebase is not actually closing down. It has been sold, for a pound, to Hilco – the turnaround specialist that rescued the always-on-the-brink-of-collapse music chain; stores close, staff are cut, but the brand survives. That was the story with HMV, which continues as a shadow of its former self – smaller, less ambitious, obsessed with signing you up for loyalty schemes and prize draws – and the same will happen to Homebase. Hilco is likely to close 50-plus Homebase stores – a fifth of the total – and 11,000 staff face horrible uncertainty. But unlike the Woolworths fiasco in 2008/9, when a fantastic brand was trashed and 27,000 jobs lost, it looks like a chunk of the business will fight another day.How much can we read into the travails of Homebase? The takeover of the chain by Australian company Wesfarmers in 2016 is reckoned to be one of the greatest commercial disasters of all time. The Aussies got rid of the old management and brought in their own bosses, but no one seems to have told them about the English weather; trying to sell barbecues in Bradford in November was not a smart move. Continue reading...

Выбор редакции
25 мая, 17:35

Marks and Spencer's everywoman exposed as a high street myth

As UK clothing sales slump fashion retailers need to adapt to the age of individualityNews just in: the “everywoman” who has long patronised Marks & Spencer’s fashion department does not exist. She never has, of course, even if, two decades ago, it was easy for the retailer to behave as though she did. Back then, high street offerings were so limited that big retailers could produce broad-brush designs conceived to appeal to the masses. The world has long since moved on. Continue reading...

Выбор редакции
23 мая, 21:54

Barclays' smoke and mergers will not deflect tough questions

Chairman was off-piste if he thought shareholders would be interested in corporate combination with Standard CharteredChairmen, especially those embarrassed by the share price on their watch, feel obliged to examine any old merger or acquisition idea. But there are limits to what counts as credible and Barclays’ John McFarlane was seriously off-piste if he thought shareholders would be remotely interested in a corporate combination with Standard Chartered.The idea provoked inevitable derision in the City. First, Barclays’ entire strategy for the past three years has been to reinvent itself as a US-UK “transatlantic bank”, minus its former African business. Merging with Standard, which operates almost exclusively in Asia and Africa, would be a U-turn too far. Second, regulators would probably demand substantially bigger capital buffers, thereby negating the appeal of Standard’s Asian deposit base. Third, the potential to rip out costs, banks’ usual justification for big mergers, would barely exist. Continue reading...

Выбор редакции
23 мая, 14:23

Seven reasons why Marks & Spencer is in trouble

The internet, along with younger, sharper rivals, threaten the dominance of the grande dame of retailProfits are down sharply at Marks & Spencer again. What are the main problems facing the UK’s biggest clothing retailer?Wired world: M&S faces greater competition as the internet has made it easier than ever to shop around, compare prices and access fashion from around the world. About a quarter of fashion and footwear is now bought online in the UK, says retail expert GlobalData, and the switch from the high street is benefiting the likes of Asos as well as dozens of smaller brands from Boden to Me+Em. M&S has struggled to adapt. It made a massive investment in an automated home delivery warehouse which has struggled to cope with demand. Continue reading...

Выбор редакции
23 мая, 09:46

Marks & Spencer reports sharp drop in annual profits

Clothing and food sales fall as closure plan incurs £321m billM&S to close 100-plus stores by 2022 in ‘radical’ planMarks & Spencer has reported a sharp fall in annual profits as it revealed a deterioration in clothing sales and extensive store closure costs.Pretax profits at the retail giant slumped 62% to £66.8m after a £514.1m bill for restructuring that included £321m to pay for the first phase of its store closure plan. One in three of its core clothing and home stores is scheduled to disappear from the high street within four years and the group warned that a further £150m of closure costs would follow. Continue reading...

Выбор редакции
22 мая, 12:37

Marks & Spencer to close 100-plus stores by 2022 in ‘radical’ plan

Retailer, which has already axed 22 outlets, reveals 14 more that will shut in the next year•Full list of M&S store closures announced so farMarks & Spencer is closing one in three of its core clothing and home branches in a dramatic retreat from the UK high street that will trigger thousands of job losses.M&S on Tuesday revealed the locations of the latest 14 stores to shut, affecting more than 600 jobs. It said the closures were vital for the future of the struggling retail business but Usdaw, the shopworkers’ union, accused M&S of “salami slicing”, as staff came to terms with a third wave of store closures. Continue reading...

Выбор редакции
20 мая, 18:53

Marks & Spencer to reveal dozens of store closures

Staff braced for announcement as retailer’s restructuring plan gathers paceHundreds of Marks & Spencer staff will find out as soon as Monday whether their store is closing, as the retailer accelerates its retrenchment from struggling UK high streets.The M&S chief executive, Steve Rowe, is shutting 100 of its large clothing and food shops amid falling sales and profits. It has already closed 20, affecting about 900 jobs, but staff are braced for the axe to fall on another tranche of stores before the announcement of its annual results on Wednesday. Continue reading...

Выбор редакции
17 апреля, 19:15

M&S to close distribution centre, putting 450 workers at risk

Retailer’s decision to close centre near Warrington brings total number of job losses this year to more than 1,300Marks & Spencer is to close its distribution centre near Warrington, putting 450 jobs at risk.The decision brings the total number of job losses at M&S this year to more than 1,300. Continue reading...

Выбор редакции
27 марта, 16:32

Вкусы китайцев взволновали западный масс-маркет

Покупатели одежды в Китае все чаще предпочитают или очень дорогие люксовые марки, или совсем недорогие вещи. Представители среднего ценового сегмента столкнулись со снижением интереса со стороны покупателей. Так, британский ретейлер Marks & Spencer был вынужден покинуть китайский рынок.

26 марта, 15:50

DPD to offer couriers sick pay and abolish fines after driver's death

Delivery firm to offer 6,000 drivers right to be classified as workers in wake of Don Lane’s deathThe courier company DPD is to offer all of its drivers sick and holiday pay and will abolish its controversial £150 daily fines for missing work, as part of wholesale reforms to its gig-working model sparked by the death of a driver it charged for attending a medical appointment to treat his diabetes and who later collapsed.The announcement came six weeks after the Guardian exposed the case of Don Lane, who was delivering parcels for the company on behalf or retailers including Marks & Spencer and John Lewis. Continue reading...

Выбор редакции
22 марта, 19:04

Marks & Spencer recruits industry veteran to turn around food halls

Current food boss, Andy Adcock, ousted to make way for Stuart Machin after performance deterioratesMarks & Spencer has ousted the boss of its upmarket food halls and drafted in the supermarket industry veteran Stuart Machin with a brief to cut prices and improve the food ranges.Machin, whose career has included stints at Asda, Sainsbury’s and Tesco, worked with the M&S chairman, Archie Norman, in Australia on the turnaround of Coles Supermarkets. Last year Norman warned that M&S had been “drifting” for more than 15 years and pledged to lead a radical shake-up of the business alongside the chief executive, Steve Rowe. Continue reading...

Выбор редакции
19 марта, 10:00

Marks & Spencer makes the mother of all errors

It failed to deliver the flowers for Mother’s Day and offered no explanationMy wife ordered a Mother’s Day bouquet from Marks & Spencer for her mother in Lancashire and selected delivery on Saturday 10 March, the day before. Two days later it had still not arrived. M&S has not replied to emails or explained what happened. I went to its Facebook page and it looks as though this happened all over the country and also in previous years. RS, Sherbourne, KentJudging by other posts on social media, you were not alone. It’s a shame that a major retailer, popular with the nation’s mothers, can’t get things right on such an important day. Some say they only found out late afternoon on Sunday that their order had not arrived, and did not consider the offer of a refund and a £10 gift card sufficient recompense for the disappointment. Continue reading...

18 марта, 09:00

Sparking reds: a fizz with a difference

Give a fizzy red a whirl – here are three corkersJean-Paul Thévenet On Pète la Soif France 2016, £19, Roberson Wine Before the wine growers of Champagne worked out how to get bubbles into their wine around 400 years ago, their stock in trade was red wines. These unfizzy reds are still made in the region – pale, high-acid pinot noirs that come across like a brisker, more piercing version of burgundy – but the champenois never got into making sparkling reds. This curious historical anomaly helps explain why the style isn’t more popular elsewhere: after all, Champagne is the place that set the clear, crystalline template that all others have tended to follow. But, once you’ve got over the initial feeling that fizzy red wine is some strange gastronomic experiment, they can be wonderful – the spritzy fizz On Pète la Soif, for example, only adding to the thirst-quenching nature of its vivid red fruit.Villa Cialdini Lambrusco Grasparossa di Castelvetro Secco Italy 2016, £11.99, Alexander Hadleigh; Slurp One country where sparkling reds are very much a part of wine culture is Italy, not least in the central Emilia-Romagna region, home of perhaps the world’s most famous red fizz, Lambrusco. It’s a name that may cause involuntary shudders of shameful recognition for those of you who, like me, started off their wine-drinking lives with the sweetly industrial concoctions. At best, however, Lambrusco is among the very best things you can have with antipasti. Marks & Spencer Lambrusco 2016 (£9) is all bountiful fresh dark berries; Monte delle Vigne Lambrusco Classico NV (from £11.50, Lea & Sandeman) is even more vivacious with its fruit and adds a little more tannic grip to the mix; while the Villa Cialdini is superbly tangy and succulent. Continue reading...

Выбор редакции
17 марта, 10:00

Ilford M&S to help build pop-up hostel for local rough sleepers

Marks & Spencer shop had been criticised for using high-pitched alarm to drive homeless awayA Marks & Spencer store that was criticised for driving homeless people away with a high-pitched alarm has helped to launch a new initiative to tackle rough sleeping. Last July the Guardian revealed that the Ilford, Essex, branch of M&S was using an alarm at intervals throughout the night to deter a group of people who had been regularly bedding down behind the store. Continue reading...

05 марта, 15:18

Как данные утекают из онлайн-ритейла

Во всем мире стремительно развиваются электронная коммерция и новые формы платежей. Удобные и динамичные, торговые интернет-площадки несут большие риски, обрабатывая персональные и платежные данные своих клиентов.

23 февраля, 15:20

How to Make Sustainability Every Employee’s Responsibility

TOSHINORI TARUI/Getty Images Do you believe that sustainability is important for your company, but that it’s “someone else’s problem?” You aren’t alone; while most organizations talk the talk of sustainability — doing things like integrating environmental and societal concerns into their business models — very few walk the walk. Unsurprisingly, carbon emissions by the world’s largest companies are increasing and only one third of the 600 largest companies in the U.S. have any systematic sustainability oversight at the board level. I have interviewed over 100 CEOs, C-suite executives, middle managers, and shop floor workers in more than 25 companies across the world to understand why most companies fail to embed sustainability in their business models and, also, what drives success among the handful that do. I’ve found that the answer is ownership: companies that are winning the sustainability battle have created the conditions for their stakeholders to own sustainability. In these companies, sustainability is not someone else’s problem. Based on this research, I have developed a three-phase model that shows how companies can move beyond rhetoric and take ownership of sustainability. Psychological ownership refers to feelings of possessiveness and connection that we develop toward an appealing object such as a person, company, or even an idea. And research has shown that feelings of organizational ownership lead to greater job satisfaction, engagement, productivity, and profits. This makes ownership a powerful concept for those seeking to galvanize a company around sustainability. Confronted daily with evidence of climate change and other issues that harm our wellbeing, most of us yearn to do something but don’t know what or how. Companies can fill this need and gain competitive advantage by transforming their stakeholders from bystanders to owners and make sustainability, including as it pertains to social good, part of their purpose. My framework for creating such sustainability ownership has three phases: incubate, launch, and entrench. Incubation is the process of, first, defining the contours of your sustainability domain by reflecting on the purpose of your business and its specific role in the world. The second step involves concretizing your goals by generating a research-based list of material issues across your entire value chain. Such a list identifies areas of overlap in companies’ and stakeholders’ sustainability priorities. For example, at financial services company ING, an issue deemed “material” to their view of sustainability related to financing a variety of “sustainable transitions” in industries such clean technology, real estate and others. This served as a basis for conceiving a new goal of sustainable transitions financed worth €35 billion; by 2016, the company was had already hit €34.3 billion, prompting them to revisit the goal. Many companies make significant progress like this in the incubation phase, demonstrating their willingness to take ownership of sustainability and even identifying opportunities to take action. However, very few have the  ability to fully drive sustainability throughout their business just through this step. Launching your sustainability plan entails enthusiastically introducing it to stakeholders and setting the idea of ownership in motion. To entice employees and relevant stakeholders to own sustainability, sell it as an opportunity to contribute to the future wellbeing of both the company and society  Sometimes you have to appeal to the head (monetary incentives, cost savings, career advancement), other times to the heart (look at the difference we make), and very often, both. For example, the Sustainability Chief at the  financial services company Old Mutual organized a workshop for 40+ future leaders and by showing them that, through their loans and other services, they were having a real impact on their customers. By the end, one of the managers told her, “We’re actually having the conversation. We’re seeing how, through what we do in our day jobs, we can change lives.” This insight led that team to feel that they came into work to do more than crunch numbers. It was an effective way to make them realize that their business was about something bigger than making money, which is the type of insight that allows companies to begin the conversation around ownership of sustainability. While appeals to the heart convince some people to take ownership of sustainability, economic reasoning may work better on board members and hard-nosed line managers. IBM makes the business case for sustainability by walking their line managers through step-by-step calculations of return on investment. For example, sustainability experts at the company convinced line managers to transition from low utilization older servers to modern, intelligent servers by showcasing the savings in energy costs and reduced greenhouse gas emissions as well as the ability to use freed up space and cooling capacity to support new business. Having the proper training and systems in place is also critical to enabling everyone make sustainability part of their job. As Keith Weed, CMO at Unilever, told me, “Don’t create a little department in the corner. Mainstream into all countries, all brands, all divisions. The sooner you have an exception everyone thinks they’re the exception.” At Unilever, the R&D and marketing departments work in tandem to create and promote products that serve both business and society. Unilever’s waterless soap saves lives by preventing the transmission of dangerous bacteria and saves water, a vital and limited resource in emerging markets. When all employees and stakeholders use the sustainability lens to make decisions, a new business model takes root. Entrenching these feelings of ownership makes sustainability routine — something people just do. Having measurements of success and providing ongoing feedback on sustainability targets will demystify stakeholders’ contributions and gradually move them to own sustainability as indivisible from their jobs. Managers can use sustainability goals to evaluate their direct reports and compare employees, departments, divisions and business units. I have visited factories that have large scorecards displaying their progress on greenhouse gases, water, waste, etc., relative to other factories, which leads to conversations and becomes the basis of motivation, pride, and a stronger sense of sustainability ownership. BASF uses a homegrown system called Sustainable Solution Steering to evaluate its products vis-à-vis sustainability needs and trends, and devise action plans for marketing or product changes through R&D. Using this system, BASF realized that polyfluorinated substances presented a challenge to the environment and developed recyclable and biodegradable paper-coating substances instead. You can also consider the indirect effects of sustainability — using indicators like employee retention and customer loyalty rates — to make a continued business case for sustainability. Using statistical analyses such as regression, I’ve found that all else equal, company sustainability initiatives positively influence customers’ buying behavior, employee retention and even investor reactions. There are many ways to enliven a sustainability ownership experience. For example, Marks & Spencer’s company-wide “Make Your Mark” initiative pairs employees with jobless young people who they help develop skills and confidence. Initially a small initiative, it has grown into an integral part of Marks & Spencer’s culture, with a long list of employees waiting to become “buddies” to young people. M&S also empowers local stores to come up with campaigns tied to their communities’ needs so that shop-floor employees take ownership of sustainability. Companies are also wise to expand the ownership experience by participating in industry-wide or multi-sectoral efforts to drive systemic change. As one executive told me, “unless you shift the whole industry, you’re only going to solve pockets of the problem.” Several industries have launched partnerships between fierce commercial rivals. In 2009, executives from over 400 companies including Nestle, Coca-Cola, and Pepsi came together to form the Consumer Goods Forum. Among other agreements, these companies pledged to work together to achieve zero deforestation by 2020 through the responsible sourcing of key commodities like soy, palm oil, beef, and paper and pulp. Most of us work to preserve the value of things we own. Establishing ownership of sustainability issues prevents the feeling that it’s “someone else’s problem” to manage. Small actions on everybody’s part will lead to big differences: a futureproof company with engaged, productive employees, and a healthier planet.

21 февраля, 17:00

Капитализм приходит в тупик?

«В Советском Союзе капитализм восторжествовал над коммунизмом. В этой стране капитализм восторжествовал над демократией», - Фран Лебовиц. С какой бы стороны вы не изучали его, капитализм – относительно неограниченный свободный рынок, установленный в США и поддерживаемый обеими партиями – оказался ужасным провалом. Давайте внимательно рассмотрим некоторые худшие его недостатки. Но, во-первых, надо признать, что в […]

14 февраля, 19:01

Shape up, UK warns foreign aid charities amid Oxfam sex scandal

Britain warned yesterday it would cut off ties with foreign aid charities that cover up sex scandals after revelations involving Oxfam, which has seen a spate in cancellations of donations.

14 февраля, 14:22

The Best and Worst Celebrity Beauty Products (Including Melania Trump’s Skin Care Line)

Melania Trump and the Kardashians are linked to cosmetic lines. Some celebrity beauty lines are top-notch while others are not so surprisingly awful.