Marks and Spencer Marketing Project

A
Project Report
On
“The Study of Marketing”
Submitted to:
As a Partial Fulfillment of the Requirement for the Award of Bachelor of Business

Administration Programme BBA (Class of 2016-2019)
Under the Guidance & Supervision

Of
Dr Rajani Chandrashekhar
Faculty Guide
AGBS Hyderabad
Summer Assignment Project
Submitted by:
Mohammed Usama Khan
A3030313035
AMITY GLOBAL BUSINESS SCHOOL

HYDERABAD
HYDERABAD
College Certificate
This is to certify that Mr. Abdur Rahman Khan student of BBA Semester 3 Class of 2016-
2019 has completed the Summer Assignment Project titled Marketing Management in
Marks And Spencer under my guidance has worked sincerely for the partial fulfillment
of Bachelor of Business Administration for the year 2016 to 2019 to the best of my
knowledge and wish him/her success for the future endeavors.
Dr Rajani Chandrashekar
AGBS Hyderabad
Date:- 25.07.17
Place:- Hyderabad
HYDERABAD
DECLARATION
I Abdur Rahman Khan, Student of Amity Global Business School, Hyderabad hereby declare
that the Project titled Marketing Management is the record of authentic work done by me for
submission of the Summer Assignment Project as a partial fulfillment and has not been
submitted in any other university or Institute for the award of any other Degree.
An attempt has been made by me to provide all relevant and important details regarding the
topic to support the theoretical aspect and practical evidence related to the topic.
Abdur Rahman Khan.
(A3030313034)
Date:- 25.07.17
Hyderabad
Acknowledgment
My heartfelt sincere Thanks to Dr P Prasada Rao, Director General, Amity Global Business
School Hyderabad for giving me this opportunity for doing my project in Marks And Spencer.
My sincere & grateful thanks to my Faculty Guide Dr. Rajani Chandrashekar for guiding me
throughout my Project.
My sincere thanks to my Family members who stood by me motivating me to complete my

project successfully.
Abdur Rahman Khan
(A3030313034)
Date:- 25.07.17
Hyderabad
Table of Contents
1. EXECUTIVE SUMMARY........................................................................................................... 2
1.1. OBJECTIVES ....................................................................................................................... 4
1.2. IMPORTANCE ..................................................................................................................... 5
1.3. NEED ..................................................................................................................................... 5
1.4. LITERATURE REVIEW..................................................................................................... 5
1.5. STATEMENT OF THE PROBLEM ................................................................................ 11
1.6. LIMITATIONS ................................................................................................................... 11
2. RESEARCH METHODOLOGY .............................................................................................. 13
2.1. RESEARCH DESIGN ........................................................................................................ 13
2.2. SAMPLING DESIGN ......................................................................................................... 13
2.3. SAMPLING TECHNIQUES ............................................................................................. 13
2.4. SAMPLING FRAME ......................................................................................................... 13
2.5. SAMPLING UNIT .............................................................................................................. 14
2.6. DATA COLLECTION ....................................................................................................... 14
2.7. THEORTICAL BACKGROUND OF THE STUDY ....................................................... 14
3. COMPANY PROFILE ............................................................................................................... 22
4. DATA ANALYSIS AND INTERPRETATION ....................................................................... 28
4.1. AGE OF RESPONDENTS ................................................................................................. 28
4.2. GENDER ............................................................................................................................. 30
4.3. EDUCATION QUALIFICATION .................................................................................... 31
4.5. INCOME OF RESPONDENTS ......................................................................................... 34
4.6. OCCUPATION ................................................................................................................... 36
4.7. SHOPPING PRODUCTS IN MARKS AND SPENCER ................................................ 37
4.8. FREQUENCY OF PROCURING FMCG PRODUCTS ................................................. 39
4.9. PRODUCTS CONSUMING IN MARKS AND SPENCER ............................................ 40
4.10. SOURCES OF INFORMATION .................................................................................. 41
4.11. REASONS ........................................................................................................................ 42
4.12. NATURE .......................................................................................................................... 44
4.13. FACTORS INFLUENCING BRAND ........................................................................... 45
4.14. TYPES OF SHOPPING ................................................................................................. 47
4.15. FACTORS INFLUENCE IN ACQUIRING PRODUCTS .......................................... 48
4.16. SHOPPING OF PRODUCTS ........................................................................................ 50
4.17. PRICE DECISION ......................................................................................................... 51
4.18. VARIABLES INFLUENCE PRICE DECISION ......................................................... 52
4.19. LEVEL OF SATISFACTION........................................................................................ 54
4.20. MARKETING STRATEGY ANALYSIS ..................................................................... 56
4.20.1. SWOT ANALYSIS ..................................................................................................... 56
4.20.2. PESTLE ANALYSIS .................................................................................................. 60
4.20.3. VALUE CHAIN ANALYSIS ..................................................................................... 63
5. FINDINGS, SUGGESTION AND CONCLUSION ................................................................. 66
5.1. FINDINGS ........................................................................................................................... 66
5.2. SUGGESTIONS .................................................................................................................. 69
5.3. CONCLUSION ................................................................................................................... 69
BIBLIOGRAPHY ............................................................................................................................... 70
LIST OF TABLES
Table 1: Age of respondents.................................................................................................................. 28

Table 2: Gender..................................................................................................................................... 30
Table 3:Education qualification ............................................................................................................ 31
Table 4: Marital status .......................................................................................................................... 32
Table 5: Income .................................................................................................................................... 34
Table 6: Occupation .............................................................................................................................. 36
Table 7: Shopping products .................................................................................................................. 37
Table 8: Frequency of procuring FMCG products................................................................................ 39
Table 9: Products consuming in Marks and spencer ............................................................................. 40
Table 10: Sources of information.......................................................................................................... 41
Table 11: Reasons ................................................................................................................................. 42
Table 12: Nature ................................................................................................................................... 44
Table 13: Factors influencing brand ..................................................................................................... 45
Table 14: Types of shopping................................................................................................................. 47
Table 15: Factors influence in acquiring products ................................................................................ 48
Table 16: Shopping of products ............................................................................................................ 50
Table 17: Price decision ........................................................................................................................ 51
Table 18: Variables influence price decision ........................................................................................ 52
Table 19: Level of satisfaction .............................................................................................................. 54
LIST OF CHARTS
Figure 1: Age of Respondents ............................................................................................................... 29

Figure 2: Gender of Respondents.......................................................................................................... 30
Figure 3: Education Qualification ......................................................................................................... 32
Figure 4: Marital Status ........................................................................................................................ 33
Figure 5: Income ................................................................................................................................... 35
Figure 6: Occupation............................................................................................................................. 36
Figure 7: Sources influence green in FMCG products.......................................................................... 42
Figure 8: Types of shopping ................................................................................................................. 47
Figure 9: Factors influence in acquiring products................................................................................. 49
Figure 10: Shopping of products........................................................................................................... 50
Figure 11: Price decision ...................................................................................................................... 51
Figure 12: Internal Variables and external variables ............................................................................ 53
Figure 13: Level of satisfaction ............................................................................................................ 55
INTRODUCTION
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1. EXECUTIVE SUMMARY
There is nobody in the world who is left out of the class of consumers. The consumer
hood continues till one’s last breath in the world. The consumer purchases a variety of goods
and services to satisfy his wants and he is always influenced in his purchasing activities by
some considerations which lead him to select a particular commodity or a particular retail store
in preference to others. So, consumer buying is more complex. Consumer purchases are likely
to be influenced Physiological, psychological and sociological factors. The commodities and
services which brought consumers in satisfying basic needs for Comfort, Pleasure, recreation
and happiness. Every individual who has physiological need includes the following to be
satisfied for survival.
 Hunger
 Shelter
 thirst, etc.,
The psychological factors like status prestige and social factors like friends,
neighbours, job and relatives influence their purchasing activities. People bear certain beliefs
and attitudes towards certain types of goods, brands of commodities and retail outlets based on
their previous experience. When there is a need, they are able to discover some new
commodities capable of satisfying their needs. Before the commodities and brands are selected,
these commodities must compete successfully against alternatives in the market. The selection
of a particular commodity becomes important for consumer since there are wide varieties of
consumer goods in the market. Again selection of a particular commodity depends on income
of the consumer and necessity of the product to the individual. Before the selection of the
commodity purchased, an individual requires information regarding the various sources of
supply of the commodity, its brands, relative merits and demerits, uses and value of their
characteristic features and services offered. The common sources through which individual
gathers information are from advertising media (television, radio and news papers), friends,
retailers in the locality, displays in shops and food labels.
Hence this study focus on a retail store has become an important part for our daily shopping
and merchandise. A large part of consumer goods are being marketed through these
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supermarket and stores. Thus retail stores are now an important segment of market economy.
We define ourselves by looking at others. The self is defined through clothes, makeup,
hairstyles and so on. In addition, the car we drive, our jobs, the house we live in, recreational
activities - all these play a crucial role in creating the persona that we show to the world. When
we define ourselves in relation to the world, shopping plays an important part, because most of
the items that define us involve shopping. An interesting question to ask is why we prefer some
stores to others.
It's been centuries now since the retailers are trying to understand and satisfy customer needs
and wants, thus generating profit. Seeing successful centers implies that others may not have
followed the best practice in research, design and marketing. Since early history, retailers
sought to make shopping a pleasurable experience, and for this we can consider the Sumerian
and Mesopotamian caravanners, 4000 years ago, who knew how important it was to create the
proper atmosphere for selling, and when departing from Damascus, they were accompanied by
snake charmers, magicians, story tellers and so on.
For the 21st century person is only natural to buy different products under a different roof, but
such a thing was unthinkable some time ago. Medieval Europe was dominated by guilds who
used to control whom and what was to be sold, and most stores were kept small and specialized.
The mercers' place where retailers sold food products and textiles, came as close as possible to
the idea of variety. But not only the guilds were in the way of retailers opening large and varied
stores, but also the fact that only a small group of rich people afforded to buy manufactures.
Moreover, in payment money was rarely used, most often merchandise being acquired through
credit, thus the prices were high and the business was small. In addition, there were no fixed
prices, bargaining being the order of the day (Seth and Geoffrey,1999).
When the middle class rose, people started wanting products that will give them the aura of
stability and class, thus a foundation for stores. Apart from this, the public transportation
contributed to the phenomenon, allowing clients spread all over the city to gather, leading to
the development of universal stores. The railroads connected cities and towns, which helped
manufacturers to ship large quantities of merchandise, and also facilitating access to the
residents who were living on the outskirts.
A retail store has become an important part for our daily shopping and merchandise. Large
parts of consumer goods are being marketed through these supermarkets and stores, making
retail stores an important segment of market economy. With increasing importance, recently
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this industry has also become very competitive. Since this industry is importantly associated
with sale to consumer, it is mandatory to have a better impression in customers' mind about the
brand value of a particular store.
Like any other business entities, these stores too have brand-value, multinational operations
and huge investments and other related different strategies. These strategies often focused to
understand the decision making process of consumer. On the basis of certain preferences, a
consumer choose a particular supermarket, understanding of these strategies are important for
formulating new marketing plans and assessment of existing marketing policy (Taylor and
Houthakker, 2009, p. 8).
For the purpose of management and marketing studies, much attention was given on these
strategies. There have been several researches to identify important aspects which affect the
consumer decision-making process while selection of a particular supermarket or retail store.
The research problem of consumer decisions in special reference to retail store is more complex
as it is based on different factors including comparison shopping, branding, types of goods and
services, location and modern service like order on call or internet purchasing. The factors like
age and gender, price, marketing, convenience etc. also affect the consumer decisions. These
factors are very complex when it comes to the analysis of the shoppers of supermarket and
retail stores. With the growing diversification of retail stores and their expanding domain, many
other factors are also involved like specialized services, mode of payment etc. While pricing
remain the major factor for the formulation of retail marketing strategy and it largely affects
the consumer decision. The individual outlet plays important role in this respect. As consumer
choose for the least cost store, the store-level shopping decisions regarding a product depend
on the relative price of entire market at different stores (e.g., Bell, Ho and Tang, 1998; Bell,
Bucklin, and Sismiero, 2000).
This study is focused on the question of how consumers will make choices relative to available
retail alternatives; which are the key variables for the making of related decision; what are the
factors for choosing Marks and Spencer.
1.1.OBJECTIVES
 To find out the consumer decision making process in case of Mark and Spencer
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 To determine the major factors controlling consumer preference for selection of Mark
and Spencer
 To analyse the marketing strategy of Mark and Spencer for a particular kind of
consumer base.
1.2.IMPORTANCE
This helps to know the behavior of consumer who consume products from Marks and
Spencer. This is very complex mainly with regard to different opinions, attitudes and availing
products. Changes in standard of living, trends, advancement in technology which influence
the consumer to prefer the brand.
1.3.NEED
The purpose of the study is satisfying demands and wants of the consumers. This helps in
understanding the purchasing decision process who consume products based on factors. It is
necessary to retain the customers who consume products. There are many factors which
influence the consumers based on prices, quality, advertisements and the like. This aids in
attracting the attention of consumers who obtain products based on packaging, labeling and the
like.
1.4.LITERATURE REVIEW
A literature survey enquires about the subject matter and provides a holistic understanding of
earlier research and findings. The conceptual framework for the study is based on the
background of thorough understanding of the related literature and theories for marketing in
retail sector. The secondary information are very useful for the understanding and
conceptualizing theoretical framework for the study.
One of the most recent and relevant study on consumer demand and behavior is done by Taylor
and Houthakker (2009). Though this particular study is focused to the US consumers which
are different from other places; it provides a theoretical background on the subject matter. This
contemporary study consists of a review of the present state of demand theory, its application
for consumer's demand. It also has an overview of the econometric techniques used for
analyzing the demand theory. This study also provides a comparison between Conventional
Theory of Consumer Choice and Neoclassical Demand Theory. The consumer behavior
dynamics and consumption models are studied along with their econometric derivations. These
5
theories discussed in this study are useful to construct the conceptual background for consumer
preferences.
In order to understand the process of consumer decisions, number of theories has been
postulated. Among these, the ‘Theory of reasoned action' is focused on consumer's decision
making process based on rational thinking. Fishbein and Ajzen (1975) have studied ‘the theory
of reasoned action' (TRA). The TRA proposes that behavior is determined by an individual's
intention to perform the behavior, and intention is influenced by attitudes and subjective norms.
This study underlined the importance of rational action while decision making. Taylor and
Todd (1995) have used TRA successfully to identify key elements of consumer decision-
making. While most of the support for the theory has come from the social psychology
literature, there has been success in applying this theory to consumer decision-making
(Sheppard et al., 1988).
For the theoretical construction of consumer preferences, there is another theory named as
‘theory of planned behavior' (TPB). According to Bagozzi and Kimmel (1995), the ‘theory of
planned behavior' (TPB) can be thought of as an extension of the TRA in that it ‘‘accounts for
behaviors that a decision-maker regards as potentially subject to interference by internal or
external impediments.'' These impediments could be anything related with the personal
convenience of the individuals. In case of the buyers, these impediments could be the result of
various interferences including proximity and quality and brand loyalty and so on.
The rational of a consumer is based on the pricing greatly. Therefore, setting optimal prices is
of great importance. Nevertheless, firms often experiment with different pricing schemes at
great cost (Essegaier, Gupta, & Zhang, 2002). Though, most of the time, buyers do not prefer
for price comparison, still the pricing factor is a major issue in determination of particular retail
shop.
A research by Dickson and Sawyer (1990) provides the consumers' selection of retail store
based on pricing. Comparative pricing could play a crucial role in decision making process of
buyers. This Study suggests that consumers may have relatively poor knowledge of individual
product prices; hence it might not be a single factor to choose a particular retail store. On this
issue, there is another study by Alba et al. (1994), which found that consumers can make
accurate distinctions about price levels in different stores. Here, the comparative pricing
became one of the crucial factors while choosing a particular shop.
6
Once the brand is selected, many times, it develops a kind of loyalty among the buyers.
Krishnamurthi and Raj (1991) show that brand loyal households are relatively inelastic in brand
choice; they tend to prefer the particular brand. However, when it comes to the purchasing
quantity, these households are relatively free in making such decisions. On the matter of brand
loyalty, Bucklin, Gupta, and Siddarth (1998) have also observed the same tendency.
The specific study of M&S marketing history by Christopher and Peck (2001) provides an over
view of the shifting priorities. In its early days and up to 1920s the business adopted by M&S
was then revolutionary policy of buying direct from manufacturers, instead of through
wholesalers. It was a unique innovative way for this business. These unique suppliers gave the
business an advantage that few of its rivals could match. In later years it was already
recognizable as an established and effective practitioner with its supply base.
Historically M&S has designed most of its clothes in-house before putting the designs forward
to favoured manufacturers with notoriously strict specifications regarding the finished product.
These manufacturers provided dedicated facilities for M&S who required suppliers to refrain
from bidding for work from other clients. But this UK based supply strategy was inhibiting the
development of the retail business in Asia and the Pacific. Also M&S still officially encouraged
its suppliers to source in the UK, enabling it to maintain its ‘buy-British' marketing stance. But
their suppliers were now struggling to remain price-competitive. Hence some had therefore
opted to supply at least a proportion of M&S's orders from overseas facilities or buy-in virtually
finished goods produced in low-cost manufacturing centres such as China (Seth and Randall,
1999).
With an advent of globalization and scale of economies such marketing strategies are getting
older, eventually M&S too is also coming up with new marketing ideas. Some of the specific
studies underline the importance of M&S in retail business and its success in Asia and Europe
markets.
There is an interesting case story presented by Seth and Randall (1999). This book provides
thorough details about different retail chains. Chapter five is dedicated to the Marks and
Spencer. Here, the authors have tracked the development of M&S since its foundation time.
The founder Michael Marks was a Polish born Russian Jew who had arrived Britain as
penniless.
This study has linked this fact with the retail store's pricing strategy of early days, which is
known as ‘Don't ask the price, it's a penny.' Further elaborating on this, authors have stated
7
‘Given the spending power of his customers, he (Michael Marks) sold only items on which he
could make a profit at the price of one penny. It is said that he coined the famous slogan, ‘don't
ask the price, it's a penny' because of his poor English: if so, it was one of the more inspired
ways of adapting to a limitation' (Seth and Randall, 1999. p. 117).
It was an innovative pricing strategy for that time. This study also provides the interesting
account of the successor Simon, who emphasized on quality and value. Further, innovative
pricing, quality, supplier partnership and focusing on food items became the seasons of M&S
growth. The specialization in food retailing provided an edge to M&S over others.
Putting together, the M&S success strategies and consumer preference theories, we find that
there is close resemblance and similarity. These studies bring about a clear picture of the
consumer behavior which can be incorporated for the study of the marketing strategy of M&S.
Adopting new marketing strategies are very crucial for the survival in competitive market. With
the development of markets, M&S has always introduced the innovations (Christopher and
Towill, 2002).
Singh and Singh have found that consumers have a single or multi-brand fidelity based on the
nature of the product. The factors that influence brand loyalty are the choice of brand
preference and brand loyalty. These also affect the brand loyatly. Factors that influence and
improve loyalty with the help of
 quality of product
 habit of use and ready
 regular availability.
Sabeson in his study stated that the major factor consumers choose processed fruits and
vegetables.
 high quality
 price
 taste of the products
Ashalatha studied the manipulative factors of BAMUL milk considered 100 responsive. The
study found that what follows is important for influencing the decision of the milk buyer
BAMUL.
8
 door delivery
 clean packing
 quality
 hygienic preparation
 time saving and reliability
 good value for money
 freshness and desired flavour
Sheeja's study in Coimbatore District has considered aspects of quality such as aroma, taste,
freshness and purity as the main factors that decide the preference of a particular brand of
processed spices.
Raj Reddy and Pruthviraj have studied the purchase of rural consumer motives on seeds and
on various sources of brand information regarding seeds. He found that the following factors
are important dealer’s suggestions, quality product and co-farmers.
Farmers faces issues mainly with regard to seed supply at
 poor quality
 higher price
 adulteration
 irregular supply of seeds.
Gaur and Waheed conducted a study on the buying behavior of fine rice in Chennai and
Coimbatore. The study revealed that the primary source of information is gathered by retailers
and family members regarding refined brand rice. The main source of consumption is the
families of Chennai and Coimbatore. The quality and image of the brand have been classified
as the first and second factor that is manipulated as brand preference in both the cities of
Chennai and Coimbatore.
Sanjaya et al. He reported that the decision to purchase fine rice was mostly made by the
family's wives.Resellers have been classified as the first sources of information on brand
refined rice. Monthly purchase was the most prevalent purchase rate that may be due primarily
to the monthly wage class and would have planned the purchase in accordance with other layout
items. The brand's quality and image have been classified as the main factors for brand
preference in the purchase of brand refined rice.
9
In a study conducted by Sarwade it was noted that price was the manipulated factor with the
buying decision as regards the quality of the products. It is very interesting to find that the
company image and brand image have not been totally considered by families.
Nandagopal and Chinnaiyan have studied the preference of brand names for soft drinks in rural
Tamil Nadu with the help of the Garrets ranking technique mainly to determine the factors
influencing the non-alcoholic beverages preferred by rural consumers. It has been discovered
that the quality of the product has been ranked as the first followed closely by the retail
price. Good quality and availability were the main factors that manipulate rural consumers who
prefer the brand.
FACTORS AFFECTING CONSUMER PREFERENCES
Eight hundred ninety consumers at a local food festival were surveyed about their specialty
cheese purchasing behavior and asked to taste and rate, through nonforced choice preference,
1 of 4 cheese pairs (Cheddar and Gouda) made from pasteurized and raw milks. The purpose
of the survey was to examine consumers' responses to information on the safety of raw milk
cheeses. The associated consumer test provided information about specialty cheese consumers'
preferences and purchasing behavior. Half of the consumers tested were provided with cheese
pairs that were identified as being made from unpasteurized and pasteurized milk. The other
half evaluated samples that were identified only with random 3-digit codes. Overall, more
consumers preferred the raw milk cheeses than the pasteurized milk cheeses. A larger portion
of consumers indicated preferences for the raw milk cheese when the cheeses were labeled and
thus they knew which samples were made from raw milk. Most of the consumers tested
considered the raw milk cheeses to be less safe or did not know if raw milk cheeses were less
safe. After being informed that the raw milk cheeses were produced by a process approved by
the FDA (i.e., 60-d ripening), most consumers with concerns stated that they believed raw milk
cheeses to be safe. When marketing cheese made from raw milk, producers should inform
consumers that raw milk cheese is produced by an FDA-approved process.
Shopping malls are the most happening places these days where people spend their weekends
to relax and shop. With the changing tastes and preferences of customers, shopping malls
extend a global impact across metros, cities and towns. In this scenario, it is necessary to
understand the preferences of youth, and the factors that govern them to visit shopping malls.
The study was conducted on Hyderabad youth and the analysis revealed that shopping malls
with their modern culture and environment have become a convenient hangout for the youth.
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1.5.STATEMENT OF THE PROBLEM
In line with some researches indicated above, the research problem addressed in this
study is: How does a consumer factor influence a store brand purchase and how consumer
satisfaction leads to store loyalty. The research work replicates and extends Collins-Dodd and
Lindley‘s (2003) and Chen (2005) study on the influence of store brand on store image and
identifies the impact of store image on overall satisfaction leading to store loyalty. The research
work proves that store choice attributes have effect on store loyalty. It affects the attitudes to
store brands, although the extent of the effect depends on the satisfaction of store brands on the
store image. The research work further proves that the quality of the products carried by the
store is a key determinant of attitudes to specific store brands. There are some supports for the
original study conclusion that attitudes to store brands are influenced by the unique positioning
of stores. Thus store choice has link between store image and brand image and more recent
theoretical constructs relevant to store image are also briefly covered.
The consumer’s preference for a particular retail shop is result of complex decision
making process of consumer. The consumer preferences are outcome of certain rationales
based on the factors like pricing, quality, schemes, loyalty and so on. The non-related issues
like parking facilities, online ordering, payment options are also important for a consumer to
decide the retail shop. For the consumer preferences, the understanding of choices is vital.
RESEARCH QUESTIONS
 What are the factors affecting consumer’s preferences?
 How expenditure and frequency of visit helps in understanding of consumer’s choice.
 How much the price factor influences the consumer’s decision?
 What are the other factors, which help consumer in making choices?
 How M&S is preferable for the consumer?
 What are the factors which make M&S better for consumers?
1.6.LIMITATIONS
Due to time basic of master the audit was compelled.
11
 The clients had put aside long chance to return back the surveys.
 The outcome of the examination is completely in light of the appraisal of the individual
so the authenticity may be distorted because of uneven answers.
12
2. RESEARCH METHODOLOGY
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. Research has been defined as “A
careful investigation or enquiry especially through search for new fact in any branch of
knowledge”.
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods are the ways of obtaining information
useful for assessing explanation. Research methodology is a way to systematically solve the
research problem. It is a plan of action for a research project and explains in detail how data are
collected, analyzed and presented, so that they will provide meaningful information.
2.1.RESEARCH DESIGN
A research design is the conceptual structure within which research is conducted, it

constitutes the blueprint for the collection, measurement and analysis of data.
The type of research that will be used in this project will be descriptive in nature. Descriptive
research is a description of the state of affairs, as it exists at the present. The main characteristics
of this type of research is that the researcher has no control over the variables, he can only report
what has happened or what is happening.
2.2.SAMPLING DESIGN
A sample design is a definite plan for obtaining a sample from a given population. It refers to
the technique or the procedure the researcher would adopt in selecting items for the sample.
2.3.SAMPLING TECHNIQUES
The sampling technique adopted for the study was non-probability sampling. The
respondents were chosen on the basis of Convenience sampling. The reason why this sampling
method will be used is because of the time constraints, lack of knowledge about the entire universe
and the main reason being that it will not be easy to collect the data from all the customers who
worked on this project.
2.4.SAMPLING FRAME
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A sampling frame is simply the list of the study sample. In this research study the sampling
frame will consist of customers who belong to Marks and Spencer.
2.5.SAMPLING UNIT
A sampling unit is a set of elements considered for sampling process. The sample unit in
this project consists of regular customers who belong to Marks and Spencer
2.6.DATA COLLECTION
The two sources of data collection are namely primary & secondary.
 PRIMARY DATA
Primary data are those that are collected for the first time and thus they are found to be
original in character. The primary data to be used for this project will be collected using a
structured questionnaire which was a combination of 5 point rating scale questions. The data is to
be collected from the customers.
 SECONDARY DATA
Secondary data includes data which exists already and are directly applied for the study.
Secondary data will collected with the help of websites, journals and also through personal
discussion with the customers
2.7.THEORTICAL BACKGROUND OF THE STUDY
CONSUMER PREFERENCE
The underlying foundation of demand, therefore, is a model of how consumers behave. The
individual consumer has a set of preferences and values whose determination are outside the realm
of economics. They are no doubt dependent upon culture, education, and individual tastes, among
a plethora of other factors. The measure of these values in this model for a particular good is in
terms of the real opportunity cost to the consumer who purchases and consumes the good. If an
individual purchases a particular good, then the opportunity cost of that purchase is the forgone
goods the consumer could have bought instead. We develop a model in which we map or
graphically derive consumer preferences. These are measured in terms of the level of satisfaction
the consumer obtains from consuming various combinations or bundles of goods. The consumer’s
14
objective is to choose the bundle of goods which provides the greatest level of satisfaction as they
the consumer define it. But consumers are very much constrained in their choices. These
constraints are defined by the consumer’s income, and the prices the consumer pays for the goods.
We will formally present the model of consumer choice. As we go along, we will establish a
vocabulary in order to explain the model. Development of the model will be in three stages. After
a formal statement of the consumer’s objectives, we will map the consumer’s preferences.
Secondly, we present the consumer’s budget constraint; and lastly, combine the two in order to
examine the consumer’s choices of goods.
THEORY OF THE CONSUMER
Consumer make decisions by allocating their scarce income across all possible goods in order to
obtain the greatest satisfaction. Formally, we say that consumers maximize their utility subject to
budget constraint. Utility is defined as the satisfaction that a consumer derives from the
consumption of a good. As noted above, utility’s determinants are decided by a host of
noneconomic factors. Consumer value is measured in terms of the relative utilities between goods.
These reflect the consumer’s preferences
THEORY OF CONSUMER PREFERENCES
Consumer preferences are defined as the subjective (individual) tastes, as measured by utility, of
various bundles of goods. They permit the consumer to rank these bundles of goods according to
the levels of utility they give the consumer. Note that preferences are independent of income and
prices. Ability to purchase goods does not determine a consumer’s likes or dislikes. One can have
a preference for Porsches over Fords but only have the financial means to drive a Ford. These
preferences can be modeled and mapped through the use of indifference curves. In order to
graphically portray consumer preferences, we need to define some terms. First, since we will be
working in two dimensions (2-d graphs), we assume a two good world. These could be any two
goods. One common treatment is to define one good, say food, and let the other good be a
composite of all other goods. For expository simplicity (making things easier for me), let’s define
the two goods as Good X and Good Y. The axes of the graph then measure amounts of Good X on
the horizontal, and amounts of Good Y on the vertical. Each point in this Cartesian space then
defines some combination of goods X and Y. We call these combinations commodity bundles. The
goal of the theory of preferences is for the consumer to be able to rank these commodity bundles
15
according to the amount of utility obtained from them. In other words, the consumer has different
preferences over the different combinations of goods defined by the set of commodity bundles. In
order to develop a model we need to make some assumptions about the consumer’s preferences .
There are four assumptions. The first is decisiveness. Here, given any two commodity bundles in
commodity space, the consumer must be able to rank them. In Figure 1, suppose we randomly
chose two commodity bundles A and B. This assumption means that the consumer must be able to
say that they prefer commodity bundle A over B, or B over A, or that bundles A and B provide the
same level of utility.
The second assumption is consistency. The consumer must be consistent in preference and
rankings. Again referring to Figure 1, suppose we now include bundle C. Let the consumer prefer
commodity bundle A over B, and also commodity bundle B over C. Then by this assumption the
consumer must prefer A over C
FACTORS AFFECTING CONSUMER PREFERENCE
Consumer preferences describe the reasons for the choices people make when selecting products
and services. Analyzing the factors that determine consumer preferences helps businesses target
their products towards specific consumer groups, develop new products and identify why some
products are more successful than others.
Advertising
16
Advertising plays an important role in consumer preference, especially for non-durable goods such
as food or magazines. Advertising informs consumers of available goods and services and also
shapes their impressions of these products. Advertising can also create demand; for example, a
consumer may not have wanted a new cell phone until he saw flashy new phones on TV.
Social Institutions
Social institutions, including parents, friends, schools, religion and television shows also influence
consumers’ preferences. For example, kids might want to have the same toys their schoolmates
have, while young adults may purchase the same products their parents used to buy.
Cost
Consumers usually choose to purchase more of a good if the price falls. For example, a sale or
reduced prices may increase consumption of a good. On the other hand, an increase in price may
cause reduced consumption, especially if the good has available substitutes.
Consumer Income
Consumers often desire more expensive goods and services when their income increases. If they
suffer a decrease in income, they are more likely to choose less expensive goods and services. For
example, a business selling luxury goods, such as jewelry, will probably be more successful in a
high-income area than a low-income area.
Available Substitutes
If a product has several substitutes – alternative products that consumers may choose instead a
particular brand of product – consumers will be more sensitive to changes in price. However, if
consumers do not perceive similar products to be effective substitutes – for example, consumers
who do not think Coke and Pepsi are equally delicious – they will be less likely to switch to a
substitute based on price. This concept is called the price elasticity of demand.
MARKETING STRATEGY
Marketing strategy is the comprehensive plan formulated particularly for achieving the marketing
objectives of the organization. It provides a blueprint for attaining these marketing objectives. It
17
is the building block of a marketing plan. It is designed after detailed marketing research. A
marketing strategy helps an organization to concentrate it’s scarce resouces on the best possible
opportunities so as to increase the sales.
A marketing strategy is designed by:
1. Choosing the target market: By target market we mean to whom the organization wants to
sell its products. Not all the market segments are fruitful to an organization. There are
certain market segments which guarantee quick profits, there are certain segments which
may be having great potential but there may be high barriers to entry. A careful choice has
to be made by the organization. An indepth marketing research has to be done of the traits
of the buyers and the particular needs of the buyers in the target market.
2. Gathering the marketing mix: By marketing mix we mean how the organization proposes
to sell its products. The organization has to gather the four P’s of marketing in appropriate
combination. Gathering the marketing mix is a crucial part of marketing task. Various
decisions have to be made such as –
 What is the most appropriate mix of the four P’s in a given situation
 What distribution channels are available and which one should be used
 What developmental strategy should be used in the target market
 How should the price structure be designed
DEVELOPING MARKETING STRATEGY
Strategic planning begins with a scan of the business environment, both internal and external, this
includes understanding strategic constraints.[5] An understading of the external operating
environment, including political, economic, social and technological which includes demographic
and cultural aspects, is necessary for the identification of business opportunities and threats.[6] This
analysis is called PEST, it stand for Political, Economic, Social and Technological. A number of
variants of the PEST analysis can be identified in literature, including: PESTLE analysis (Political,
Economic, Social, Legal and Environmental); STEEPLE (adds ethics); STEEPLED (adds
demographics) and STEER (adds regulatory
The aim of the PEST
18
analysis is to identify opportunities and threats in the wider operating environment. Firms
try to leverage opportunities while trying to buffer themselves against potential threats.
Basically, the PEST analysis guides strategic decision-making.[8] The main elements of the
PEST analysis are:[9]
 Political: political interventions with the potential to disrupt or enhance trading

conditions e.g. government statutes, policies, funding or subsidies, support for specific
industries, trade agreements, tax rates and fiscal policy.
 Economic: economic factors with the potential to affect profitability and the prices that
can be charged, such as, economic trends, inflation, exchange rates, seasonality and
economic cycles, consumer confidence, consumer purchasing power and discretionary
incomes.
 Social: social factors that affect demand for products and services, consumer attitudes,
tastes and preferences like demographics, social influencers, role models, shopping
habits.
 Technological: Innovation, technological developments or breakthroughs that create
opportunities for new products, improved production processes or new ways of
transacting business e.g. new materials, new ingredients, new machinery, new
packaging solutions, new software and new intermediaries.
When carrying out a PEST analysis, planners and analysts may consider the operating
environment at three levels, namely the supranational; the national and subnational or
local level. As businesses become more globalized, they may need to pay greater attention
to the supranational level
In addition to the PEST analysis, firms carry out a Strengths, Weakness, Opportunities and
Threats (SWOT) analysis. A SWOT analysis identifies:[11]
 Strengths: distinctive capabilities, competencies, skills or assets that provide a business

or project with an advantage over potential rivals; internal factors that are favourable
to achieving company objectives
 Weaknesses: internal deficiencies that place the business or project at a disadvantage
relative to rivals; or deficiencies that prevent an entity from moving in a new direction
19
or acting on opportunities. Internal factors that are unfavourable to achieving company
objectives
 Opportunities: elements in the environment that the business or project could exploit
to its advantage
 Threats: elements in the environment that could erode the firm’s market position;
external factos that prevent or hinder an entity from moving in a desired direction or
achieveing its goals
After setting the goals marketing strategy or marketing plan should be developed. This is an
explanation of what specific actions will be taken over time to achieve the objectives. Plans
can be extended to cover many years, with sub-plans for each year. Although, as the speed of
change in the merchandising environment quickens, time horizons are becoming
shorter. Ideally, strategies are both dynamic and interactive, partially planned and partially
unplanned. To enable a firm to react to unforeseen developments while trying to keep focused
on a specific pathway, a longer time frame is preferred. There are simulations such as customer
lifetime value models which can help marketers conduct “what-if” analyses to forecast what
might happen based on possible actions, and gauge how specific actions might affect such
variables as the revenue-per-customer and the churn rate. Strategies often specify how to
adjust the marketing mix; firms can use tools such as Marketing Mix Modeling to help them
decide how to allocate scarce resources for different media, as well as how to allocate funds
across a portfolio of brands. In addition, firms can conduct analyses of performance, customer
analysis, competitor analysis, and target market analysis. A key aspect of marketing strategy
is often to keep marketing consistent with a company’s overarching mission statement.[12]
Marketing strategy should not be confused with a marketing objective or mission. For
example, a goal may be to become the market leader, perhaps in a specific niche; a mission
may be something along the lines of “to serve customers with honor and dignity”; in contrast,
a marketing strategy describes how a firm will achieve the stated goal in a way which is
consistent with the mission, perhaps by detailed plans for how it might build a referral network.
Strategy varies by type of market. A well-established firm in a mature market will likely have
a different strategy than a start-up. Plans usually involve monitoring, to assess progress, and
prepare for contingencies if problems arise
20
IMPORTANCE OF MARKETING STRATEGY
 Marketing strategy provides an organization an edge over it’s competitors.

 Strategy helps in developing goods and services with best profit making potential.
 Marketing strategy helps in discovering the areas affected by organizational growth and
thereby helps in creating an organizational plan to cater to the customer needs.
 It helps in fixing the right price for organization’s goods and services based on information
collected by market research.
 Strategy ensures effective departmental co-ordination.
 It helps an organization to make optimum utilization of its resources so as to provide a
sales message to it’s target market.
 A marketing strategy helps to fix the advertising budget in advance, and it also develops a
method which determines the scope of the plan, i.e., it determines the revenue generated
by the advertising plan.
21
3. COMPANY PROFILE
Marks and Spencer plc (also known as M&S) is a major British multinational retailer
headquartered in the City of Westminster, London. It is listed on the London Stock Exchange and
is a constituent of the FTSE 100 Index.
It 22rganize2222e in the selling of clothing, home products and luxury food products. M&S was
founded in 1884 by Michael Marks and Thomas Spencer in Leeds.[3] The company also began to
sell branded goods like Kellogg’s Corn Flakes in November 2008.[4] M&S currently has 959 stores
across the U.K including 615 that only sell food products.
In 1998, the company became the first British retailer to make a pre-tax profit of over £1 billion,
although subsequently it went into a sudden slump, which took the company, its shareholders, who
included hundreds of thousands of small investors, and nearly all retail analysts and business
journalists, by surprise. In November 2009, it was announced that Marc Bolland, formerly
of Morrisons, would take over as chief executive from executive chairman Stuart Rose in early
2010; Rose remained in the role of non-executive chairman until he was replaced by Robert
Swannell in January 2011.
M&S have 959 stores throughout the UK, as well as many international stores; 52 stores in India,
48 stores in Turkey, 37 in Russia, 27 in Greece, 17 in Ireland, 14 in France, 11 in Poland, 6
in Hungary and Finland and 5 in Spain.
In recent years its clothing sales have fallen whilst food sales have increased after the axing of “St.
Michael’s” naming for their own brand.
HEAD OFFICE LOCATIONS
The headquarters of M&S was for a hundred years at Michael House, 55 Baker Street, London. In
2004 the company moved to a new headquarters designed by mossessian & partners at Waterside
House, in the new Paddington Basin, London.
As well as the main offices in London, there are a number of other head office sites across the UK;
Stockley Park (IT Services), Salford Quays and Spinningfields, Greater Manchester (Marks &
22
Spencer Shared Services Ltd. Which provides human resources, and finance
administration) and Chester (HSBC’s M&S Money and Retail Customer Services).
The company has overseas sourcing offices in Malaysia, Hong Kong, Thailand, India, Bangladesh,
Turkey, China, Italy, Indonesia and Sri Lanka
PARTICULARS DESCRIPTION
Founder Sir Michael Marks
Thomas spencer
Headquarters London, UK
Revenue 10,554.4 Million
Operating Income 784.9 Million
Profit 404.4 Million
Number of employees 82,904
STORES AT UK
The largest shop is at Marble Arch, on Oxford Street in London, which has around 16,000 square
metres (170,000 sq ft) of shop floor. The second largest is in Cheshire Oaks, Ellesmere Port, which
23
is the largest outside London.[78] The third largest shop is at the Gemini Retail Park in Warrington.
In 1999 M&S opened its shop in Manchester’s Exchange Square, which was destroyed in the 1996
Manchester bombingand rebuilt. At re-opening, it was the largest M&S shop with
23,000 m2 (250,000 sq ft) of retail space, but half was subsequently sold to Selfridges, the
company’s second site in Manchester. The smallest branch is an outlet located in the Grainger
Market in Newcastle upon Tyne.
M&S has opened a number of stores at out of town locations since the trend to build shopping
centres away from town centres became popular in the 1980s. The first was at
the MetroCentre, Gateshead, Tyne and Wear, which opened in 1986. Another notable example is
the store at the Merry Hill Shopping Centre at Brierley Hill, West Midlands. This store opened on
23 October 1990 shortly after the closure of stores in the nearby town centres of Dudley and West
Bromwich; the Merry Hill store was not originally intended to replace these two town centre stores,
but both the Dudley and West Bromwich stores had experienced a downturn in trade as the opening
of the Merry Hill store loomed, and both stores were closed on 25 August 1990.[80]
Before Christmas 2006, twenty-two M&S shops were open for 24-hour trading including the
recently opened new retail park stores at Bolton Middlebrook and at the Abbey
Centre, Newtownabbey, Northern Ireland.
The company’s website has received criticism for having its prices in Pound sterling and not in
euro, and for providing a search for its Irish stores through a “UK Store Finder”.The Irish
Times pointed out that M&S failed to explain why the company is in a position to deliver goods
ordered from its website to Brazil, Argentina, Iraq and Afghanistan but not to Ireland. M&S did
not comment.
Senior Management:
The following have served as the Chairman of the company since it was founded:
 1884–1907: Michael Marks (set up first stall in Leeds in 1884)

 1907–1916: William Chapman.
 1916–1964: Simon Marks (Lord Marks)
24
 1964–1967: Israel Sieff (Lord Sieff)
 1967–1972: Edward Sieff
 1972–1984: Marcus Sieff (Lord Sieff)
 1984–1991: Derek Rayner (Lord Rayner)
 1991–1999: Sir Richard Greenbury
 2000–2004: Luc Vandevelde
 2004–2006: Paul Myners
 2006–2009: Lord Burns
 2009–2010: Sir Stuart Rose
 2011 – present: Robert Swannell
Store Format:
1.Core shops: M&S core shops typically feature a selection of the company's clothing ranges
and an M&S food hall. The range of clothing sold and the space given to it depends on the
location and customer demographic (an example would be that some London shops do not
stock the Classic Collection, but stock Limited Collection and a full Autograph range). Most
core shops feature a Food hall.
2. New store format: A new store format designed by Urban Salon Architects was introduced
in 2009.
3. M&S Foodhall: All the St Michael Food hall supermarkets were renamed M&S Food hall
when Marks & Spencer dropped the St Michael brand in 2000. Each M&S Foodhall sells
groceries, which are all under the Marks & Spencer brand. However, in 2009 the company
began selling a limited range of other brands, such as Coca-Cola and Stella Artois, without
reducing the number of M&S goods they sold. This marked the first time in its 125-year history
that Marks & Spencer had sold any brands other than its own. M&S introduced self check-out
tills in the food-halls of a small number of trial stores in 2002. Self check-out was implemented
in the general merchandise sections in three trial stores in 2006.
25
4. Hospitality: Many large shops, such as Lisburn Sprucefield, Westfield, White City, Cribbs
Causeway and Newcastle-upon-Tyne, also offer other hospitality outlets, such as a modern
Deli Bar (champagne, canapés, seafood), Restaurant (table service—the first of which was
opened in Newcastle) M&S Kitchen (traditional home cooking & lunches) or Hot Food To Go
(burgers, chips, soups). Many of these outlets are run in conjunction with Compass Group
under franchise arrangements.
5. Home stores:In 2007, M&S announced that new, dedicated shops for home furnishings were
to be launched. Shops have now been opened in Cheltenham in Gloucestershire, Tunbridge
Wells in Kent, Lisburn Sprucefield in Northern Ireland and in the Barton Square section of The
Trafford Centre, Manchester.
6. Outlet stores: As of 2010, M&S have 50 outlet stores and growth expansion plans for future.
The Outlet division offers M&S products with the majority of them discounting at least 30%
from the original selling price. The first of these stores opened at Ashford in Kent in 2000.
Many of the Outlet shops are in locations such as retail parks and outlet centres, though some,
including the shop in Woolwich, South London and Newton Abbot, Devon were previously
main M&S shops which converted to the Outlet format. Meadow Bank Outlet Store in
Edinburgh became the model for all the Marks and Spencer Outlet shop in the early months of
2010. There are now also stores which combine a mainline M&S store and an Outlet store to
create a store which offers both the main current full-price M&S ranges and the discounted
Outlet ranges: one such store is at the Lewisham Shopping Centre, where the previously closed
upper level of the M&S store was reopened in January 2009 as an Outlet format sub-store.
7. M&S Simply Food: M&S launched a convenience format, branded Simply Food in 2001,
with the first stores opening in Twickenham and Surbiton. The stores predominantly sell food
but also carry a small selection of general merchandise.
26
A number of these are run under franchise agreements:
 SSP Group runs the stores at mainline railway stations and airports.
 Moto has stores at 37 of its motorway service stations.
 BP has over 120 petrol stations with Simply Food offerings.
Orders from M&S accounted for more than half of Uniq's food product supplies to UK retailers
in 2010 after several years service as a major M&S food product supplier.
In 2011 it was noted that M&S were operating express pricing; i.e., charging more in their
Simply Food branches than in regular branches. A spokesperson stated that "prices are a little
higher than at our high street stores but this reflects the fact that these stores are open longer
and are highly convenient for customers on the move". The Simply Food brand has been phased
out in all stand-alone larger stores since the rebrand in 2015 and the stores have now been
branded as "M&S Foodhall."
8. Online services: M&S owned website launched in February 2014 and acts as a 24/7 window
to our products and stores. As shopping habits change, M&S combining the best of the web
and store to extend our reach and drive more spend from customers. In-store technologies mean
that even M&S smallest stores can offer customers more of its product catalogue. Products
could be ordered online since the mid-2000s, in response to Tesco launching their pioneering
Tesco.com home shopping delivery service in the early 2000s. Both Tesco, M&S and others
are expanding rapidly into this new niche market.
27
DATA ANALYSIS
4. DATA ANALYSIS AND INTERPRETATION
This chapter presents the analysis of data collected from primary and secondary source and
interpretation of the same as a presentation in the form of descriptions, tables and diagrams
wherever necessary. Analysis refers to the course of finding out answers to the questions that had
arisen and interpretation finds out relationship among the available data and the variables .The
following are statistical tools applied to find out results through chi-square method and percentage
method. It gives a clear idea regarding the status of the analysis and coverage of objectives.
4.1.AGE OF RESPONDENTS
TABLE 4. 1
AGE OF RESPONDENTS
PARTICULARS NO.OF RESPONDENTS PERCENTAGE

18 years to 25 years 12 8
Above 40 years 23 15
Grand Total 150 100
Source: Primary Data
Table 1: Age of respondents
In this research there is variety of customer’s age distribution. From the respondents
profiles it is observed that 37% of respondents between the age category of 30 years to 35 years
while 23% of between 35 years to 40 years closely followed by 17% of between 25 years to 30
years and 15% of are above 40 years and 8% of between 18 years to 25 years
Hence it is concluded that there are more customers in the age range of 30 to 35 years and
less customers in the range between 18 to 25 years.
28
Number Of Respondents
60
50
40
30
20
10
0
18-25 25-30 30-35 35-40 40 above
Number Of Respondents
Figure 1: Age of Respondents
29
4.2. GENDER
TABLE 4. 2
GENDER

Male 45 30
Female 105 70
Grand Total 150 100
Table 2: Gender
In this research female respondents have majority. There are 45 male respondents and 105 female
respondents considered for our study. The researcher have control on this distribution and hence
the responses are collected based on procuring products which is available in Marks and Spencer.
No. Of Respondents
Male Female
Figure 2: Gender of Respondents
30
4.3. EDUCATION QUALIFICATION
TABLE 4. 3
EDUCATION QUALIFICATION

Under graduate 35 23
Graduate 25 17
Post Graduate 45 30
Doctorates 15 10
Others 30 20
Grand Total 150 100
Table 3:Education qualification
In this research education distribution also considers for our study. From the table 4.3 it is observed
that 30% of respondents are post graduates closely followed by 23% of are undergraduates while
20% of are others, 17% belong to graduates and 10% of are PHD holders. Majority of the
respondents are post graduates who like to avail Marks and Spencer products available in the
market.
31
Qualification
50
45
40
35
30
25
20
15
10
5
0
Under Graduate Graduate Post Graduate Doctorates Others
Qualification
Figure 3: Education Qualification
4.4. MARITAL STATUS
TABLE 4. 4
MARITAL STATUS

Unmarried 60 40
Married 70 47
Divorced 20 13
Grand Total 150 100
Table 4: Marital status
It is observed from the study that 47% of respondents are married closely followed by 40%
of unmarried whereas 13% of divorced respondents. Hence, it is concluded that highest number
32
of customers are married who like to obtain products from Marks and spencer for themselves.
No. Of respondents
Unmarried Married Divorced
Figure 4: Marital Status
33
4.5. INCOME OF RESPONDENTS
TABLE 4. 5
INCOME OF RESPONDENTS

Less than Rs. 1, 00, 000/- 63 42
Rs. 1 Lakh and one to Rs. 3 Lakh 43 29
Above Rs. 9 Lakh 14 9
Grand Total 150 100
Table 5: Income
It is depicted from the study that 42% of respondents earning income less than Rs.1,
00,000/- while 29% of between Rs. 1 lakh one and Rs. 3 lakh closely followed by 12% of between
Rs. 3 lakh and one to Rs. 6 lakh, 9% of above Rs. 9 lakh and 8% of respondents between Rs. 6
lakh and one to Rs. 9 lakh. Thus, it is concluded that maximum number of respondents are earning
income which is less than Rs. 1, 00, 000/-.
34
Income
less than 1 lakh 1-3 lakh 3-6 lakhs 6-9 lakhs Above 9 lakhs
Figure 5: Income
35
4.6. OCCUPATION
TABLE 4. 6
OCCUPATION

Students 22 15
Job 37 25
Business 79 53
Unemployed 5 2
Others 7 5
Grand Total 150 100
Table 6: Occupation
It makes crystal clear that 53% of respondents are doing business whereas 25% of carry
out job while 15% of students, 5% of others and 2% of are unemployed. Hence, it is concluded
that maximum number of respondents are business men.
Figure 6: Occupation
36
4.7.SHOPPING PRODUCTS IN MARKS AND SPENCER
TABLE 4. 7
SHOPPING PRODUCTS IN MARKS AND SPENCER
Daily
47 31
Several times in a
week
18 12
Weekly
26 17
Monthly
16 11
Once in 6 months
25 17
Once in a year
13 9
Never
5 3
Grand Total 150 100
Table 7: Shopping products
It depicts that 31% of respondents who shop products daily to meet out their day to day
needs while an identical 17% of weekly and once in a 6 months closely followed by 12% of
acquire several times in a week, 11% of monthly while 9% of shop once in a year and 3% of
never purchase products. Hence, it concludes that maximum number of respondents shop
products daily in Marks and Spencer.
37
38
4.8.FREQUENCY OF PROCURING FMCG PRODUCTS
TABLE 4. 8
FREQUENCY OF PROCURING FMCG PRODUCTS
Regular
Daily Weekly Monthly Occasionally
Interval
USAGE
N.O. N.O. N.O. N.O. N.O.
% % % % %
R R R R R
House
40.8 29.5 14.7 12.1
hold care
47 7 34 7 17 8 14 7 30 2.61
Personal
10.4
care
12 3 33 28.7 59 51.3 7 6.09 40 3.48
Beverage
66.9 21.7
s
0 0 77 6 25 4 5 4.35 80 6.96
Educatio
n and
10.4 86.0
stationery
0 0 12 3 99 9 4 3.48 0 0
Processe
12.1 63.4 24.3
d Foods
0 0 14 7 73 8 0 0 28 5
Safety
86.9
Matches
10 0.87 3 2.61 100 6 5 4.35 6 5.22
Others 10.4 13.0 14.7 32.1 29.5
12 3 15 4 170 8 370 7 340 7
Table 8: Frequency of procuring FMCG products
39
4.9.PRODUCTS CONSUMING IN MARKS AND SPENCER
TABLE 4. 9
PRODUCTS CONSUMING IN MARKS AND SPENCER
PARTICULARS NO OF RESPONDENTS PERCENTAGE

Home and furniture 35 18
Clothes 40 20
Grocery 57 29
Fruits and vegetables 43 21
Others 25 12
TOTAL 200 100
Table 9: Products consuming in Marks and spencer
It is observed from the table 4.9 that 29% of respondents procure grocery while 21% of are
fruits and vegetables closely followed by 20% of obtaining clothes, 18% of procuring home
and furniture and 12% of procuring other products. Thus, it is clear that highest number of
respondents consume grocery
40
4.10. SOURCES OF INFORMATION
TABLE 4. 10
SOURCES OF INFORMATION
Advertisements
340 23
Product labels
230 15
Word of mouth
400 27
Social media
websites
170 11
Digital campaign
360 24
Grand Total 1500 100
Table 10: Sources of information

It is found that 27% of respondents getting awareness through word of mouth communication
is the passing of information from person to person by oral communication, 24% of through
digital campaign in the form of Cold water challenge and the like 23% of through
advertisements which is a form of marketing communication used to encourage, persuade
people to take action to support environment while 15% of through product labels and 11% of
through social media websites. Thus, it concludes that majority of respondents obtain through
word of mouth communication.
41
Sources Information
Adv Product Label Word Of Mouth Social Media Digital Campaign
Figure 7: Sources influence green in FMCG products

4.11. REASONS
TABLE 4. 11
REASONS
(5-Strongly Agree, 4-Agree, 3-Neither Agree nor disagree, 2-Disagree and 1-Strongly
Disagree)
PARTICULARS 5 4 3 2 1
Readily available 50 40 65 25 20
Taste 70 60 40 20 10
Preferred by children and teenagers 75 55 25 30 15
Convenient to avail 40 60 50 25 25
Save preparation time 46 54 50 30 20
Table 11: Reasons
INFERENCE
From the table, it is inferred that number of respondents of 50 strongly agree, 40 agree,
65 neither agree nor disagree, 25 disagree and 20 disagree mainly because of it is readily
42
available. Respondents of 70 strongly agree, 60 agree, 40 neither agree nor disagree, 20
disagree and 10 strongly disagree as to taste. Respondents of 75 strongly agree, 55 agree, 25
neither agree nor disagree, 30 disagree and 15 strongly disagree regarding convenient to avail
whereas save preparation time secures 46 as strongly agree, 54 agree, 50 neither agree nor
disagree, 30 disagree and 20 strongly disagree.
43
4.12. NATURE
TABLE 4. 12
NATURE
PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
Impulsive buying 90 60
Planned purchase 60 40
TOTAL 150 100
Table 12: Nature
From the table 4.12, it is inferred that 60% of respondents nature is impulsive buying whereas
40% of making planned purchase. Thus, it is clear that highest number of respondents nature
of buying is impulsive
44
4.13. FACTORS INFLUENCING BRAND
TABLE 4. 13
FACTORS INFLUENCING BRAND

Price 13
27
Taste 14
28
Quality 15
30
Quantity 7
13
Brand image 6
2
Availability 15
20
Advertisements 13
15
Packaging design 6
3
Friends 4
7
Freshness 7
5
TOTAL 150 100
Table 13: Factors influencing brand
Table shows that 13% of respondents influence through price, 14% of through taste,
15% through quality, 7% of quantity, 6% of through brand image, 15% of through availability,
13% of influence through advertisements, 6% of through packaging design, 4% of through
friends and 7% of through freshness. Hence, it is concluded that highest number of respondents
influence through quality and availability of products.
45
CHART 4. 1
FACTORS INFLUENCING BRAND
46
4.14. TYPES OF SHOPPING
TABLE 4. 14
TYPES OF SHOPPING
Online shopping
35 30
Offline shopping
115 70
Grand Total 150 100
Table 14: Types of shopping

It is found from the table that 70% of respondents buy products through offline shopping
whereas 30% of through online shopping. Hence, it is concluded that maximum number of
respondents shop products through offline shopping.
Figure 8: Types of shopping
47
4.15. FACTORS INFLUENCE IN ACQUIRING PRODUCTS
TABLE 4. 15
FACTORS INFLUENCE IN ACQUIRING PRODUCTS
Emotional value
toward environment
27 23
Product quality
53 41
Green value
41 36
Grand Total 150 100
Table 15: Factors influence in acquiring products

From the table, it is observed that 41% of respondents procure products because of product
quality which has the ability to fulfill respondent’s needs and expectation while 36% of through
green value and 23% through emotional value attached towards environment. Hence, it concludes
that maximum number of respondents acquire green products mainly because of product quality.
48
Figure 9: Factors influence in acquiring products
49
4.16. SHOPPING OF PRODUCTS
TABLE 4. 16
SHOPPING OF PRODUCTS
Daily
16 14
Weekly
35 30
Monthly
27 23
Once in 6 months
19 17
Once in a year
18 16
Grand Total 150 100
Table 16: Shopping of products

It is observed from the table that 30% of respondents shop products weekly closely
followed by 23% of consume monthly while 17% of once in 6 months, 16% of consume once in a
year and at last 14% of consume daily. Thus, it concludes that maximum number of respondents
shop products weekly.
Figure 10: Shopping of products
50
4.17. PRICE DECISION
TABLE 4. 17
PRICE DECISION
Internal factors
88 77
External factors
70 23
Grand Total 150 100
Table 17: Price decision
It makes clear from the table that 77% of respondents get influence based on internal factors
whereas 23% of through external factors. Therefore, it is concluded that highest number of
respondents gets influence through internal factors.
Figure 11: Price decision
51
4.18. VARIABLES INFLUENCE PRICE DECISION
TABLE 4. 18
VARIABLES INFLUENCE PRICE DECISION
VARIABLES 1 2 3 4 5
N.O.R % N.O.R % N.O.R % N.O.R % N.O.R %
INTERNAL VARIABLE
Product 47 53.41 32 36.36 50 5.68 30 3.41 10 1.14
differentiation
Environment 69 78.41 12 13.64 10 1.14 40 4.55 20 2.27
Sustainability
Social 78 88.64 4 4.55 20 2.27 30 3.41 10 1.14
Responsibility
EXTERNAL VARIABLES
Government 5 18.52 4 14.81 20 7.41 30 11.11 130 48.15
policies
Competition 15 55.56 8 29.63 10 3.7 20 7.41 10 3.7
Demand 18 66.67 9 33.33 0 0 0 0 0 0
Table 18: Variables influence price decision
It makes clear from the table that 54% of respondents strongly agree while 36% of agree,
6% of neither agree nor disagree, 3% of disagree and 1% of strongly disagree about product
differentiation. Respondents of 78.41% strongly agree, 13.64% of agree, 1.14% neither agree nor
disagree, 4.55% of disagree and 2.27% of disagree about environment sustainability. Respondents
of 89% of strongly agree, 4.55% of agree, 2.27% of neither agree nor disagree, 3.41% of disagree
and 1.14% of strongly disagree about internal variables of social responsibility. Under external
variables, 19% of strongly agree, 15% of agree, 7.41% of neither agree nor disagree, 11.11% of
disagree and 48.15% of strongly disagree of government policies. Respondents of 56% strongly
agree, 29.63% of agree, 3.7% of neither agree nor disagree, 7.41% of disagree and 3.7% of strongly
disagree about competition. Respondents of 67% strongly agree and 3% agree about demand.
52
Figure 12: Internal Variables and external variables
53
4.19. LEVEL OF SATISFACTION
TABLE 4. 19
LEVEL OF SATISFACTION
Strongly satisfied
69 60
Satisfied
26 23
Neither satisfied nor
dissatisfied
12 10
Dissatisfied
5 4
Strongly dissatisfied
3 3
Grand Total 150 100
Table 19: Level of satisfaction

It is found from the table that 60% of respondents strongly satisfied while 23% of agree,
10% of neither satisfied nor dissatisfied and 3% of respondents strongly dissatisfied with the green
attitudes towards consuming products in Marks and Spencer. Thus, it concludes that highest
number of respondents strongly satisfied with the products mainly to consume in Marks and
Spencer.
54
Figure 13: Level of satisfaction
55
4.20. MARKETING STRATEGY ANALYSIS
4.20.1.SWOT ANALYSIS
A SWOT analysis assesses the external environment and internal capabilities of a company
(Harrison, 2015). The ensuing analysis aims to look at the strengths, weaknesses, opportunities
and threats faced by M&S
STRENGTHS
 Marks & Spencer plc is known through its 1,382 stores worldwide. The company’s
international expansion via franchise agreements gives it a strong competitive advantage
compared with other UK businesses that trading only on the UK market (Rogers, 2012).
 M&S, currently operating in 59 territories across Europe, Asia and the Middle East via
wholly owned retail businesses, retail joint ventures, retail franchise operations or website
only territories (Marks & Spencer, 2016) is developing particularly well in priority markets
56
such as India, while its food business is growing in regions such as Hong Kong and Europe
(Marks & Spencer, 2015).
 The geographical diversification inherent in the international strategy of M&S mitigates
any potential risks of being overly exposed in a single country whilst its two-fold
international business (food and clothing) is providing even more stability (BBC, 2013).
 Marks & Spencer plc is an iconic brand which has been trading since 1884 and is still
considered one of the UK’s top ten brands today (Vizard, 2015).
 Its decision to maintain investments in innovations and brand-building advertising
throughout the recession has successfully strengthened its brand positioning as a company
offering high quality and good value products (Marks & Spencer, 2016)
 The company’s strong food business managed to deliver like-for-like growth in every
quarter in the last financial year, maintaining its margins and outperforming the market by
3.5% due to its distinct and differentiated specialist strategy (Marks & Spencer, 2015).
 A shift from a strong focus on products to a more consumer-focussed strategy has benefited
the company. The company’s new focus on providing customers with a superb experience
including in the online sector on top of its High Street chains has enabled the growth of
M&S.com in the last quarter of 2014 (Marks & Spencer, 2015).
WEAKNESS
 Multiple initiatives including adding new sub-brands such as Autograph and Per Una,
attracting employees from rival companies as well as launching a website in 2014 have
been introduced in an attempt to strengthen the clothing arm of the business and thus
reverse a decade of market share decline in what was once considered the company’s most
profitable business (The Telegraph, 2014). Yet, these attempts have so far not resulted in a
desirable outcome (BBC, 2013).
 Despite a slight rise in April 2015, the company’s clothing sales have being falling for four
years in a row with the company facing its worst quarter since 2005 in the second quarter
of 2016 (Davey, 2016). According to analysts, a steeper fall is expected in the coming years
(Macalister, 2015).
 The decline in sales lead to the head of the clothing branch of the company, John Dixon,
leaving the company in July 2015 (Macalister, 2015).
57
 The company is losing key employees to its main competitors, including product
developers, food technologists and General Merchandise design team members. This will
not only result in the company having to invest in the recruitment, hiring and training of
new employees, but also in the company facing the risk of its show how, know-how and
contacts (related to current or potential contracts and business) becoming readily available
to competitors (Davey, 2016).
 Having only decided on implementing a digital transformation strategy in 2010, the
company has been a latecomer into the digital user-centred retail space. Its own M&S.com
was only launched in 2014 after three years of development (The Telegraph, 2014). In
addition, the company experienced technical difficulties and privacy breaches on its
website when introducing their members’ club and card scheme at the end of 2015, leading
to a temporary website shutdown (Curtis, 2015).
OPPORTUNITIES
 While sales in the clothing branch of the company are falling M&S, has a strong hold in
the food business with a successful specialist strategy leading to an increase in sales. The
company is 58rganize58 this trend by expanding its network of convenience stores,
Simply Food, and planning the fastest food store opening programme in the history of the
company in 2015/2016 (The Economist, 2015).
 The M&S website currently has six million online customers and has yet to reach, engage
and convert 14.5 million customers who engage with the company only at its High Street
stores and shop online with its competitors (The Telegraph, 2014). The launch of a
members club called Sparks at the end of 2015 with four million registered members is
expected to drive online footfall through the introduction of a 58rganize5858ed shopping
experience and individually tailored loyalty schemes.
 M&S Bank, which was started in 1985, recently (2014) launched a current account
facility with no monthly fee and a £100 M&S gift card. This initiative has been largely
praised and with its operating performance strong in 2015 (Marks & Spencer, 2016), is
considered a ‘threat’ to High Street banks (Jones, 2014). Further developments in this
regards can present opportunities for the company (Brignall, 2016).
THREATS
58
 M&S has been affected by the recession and has seen a big slump in sales in 2009, a
fouryear decline in its clothing sales and most recently, a ten-year low in its clothing sales
in the second quarter of 2016 (Davey, 2016). Macroeconomic factors and a weakening
euro are still considered to be a challenge, especially in the Middle East (Marks &
Spencer, 2016).
 Once the biggest clothing retailer by volume, M&S has now dropped to third position
after Primark and Asda (Butler, 2015). Even though the company still holds the first
position in terms of sales by value, its 14 quarter slump preceding a one-off rise in sales
in the first quarter in 2015 makes it likely that the company will be moving its focus from
clothes to food (The Economist, 2015)
 Unstable political and economic conditions in several international franchise markets in
which the company operates such as the Middle East, Russia and Ukraine pose a threat to
both franchise receivables and on the company’s development in these areas (Marks &
Spencer, 2015).
 Increasing terrorism attacks across Europe are also impacting consumer confidence and
retail spending (Marks & Spencer, 2016). The company’s food and clothing and
homewear stores are often located in locations that are attractive as targets for terrorists
due to the large footfall and whilst there has been an increase in safety measures, the
latter can also alienate customers if, for example, screening or security measures are
implemented (Whitehead & Foster, 2015).
 The economic uncertainty prior to and after the Brexit referendum has already posed a
threat to M&S – in addition to the impact that was immediately felt, such as a decrease in
the buying power of the pound, the vote will have an impact on product imports in ways
that will probably make the retailer restructure its supply chains (Reuters, 2016).
 In addition, with regard to the free movement of people, work visas or residence permits
would be required for both UK citizens working abroad and EU workers employed in the
UK. It is estimated that currently the latter group comprise close to eight per cent of the
workforce in the UK’s M&S stores (Dentons, 2016).
59
4.20.2.PESTLE ANALYSIS
A PESTEL analysis provides a framework to investigate a company’s non-

controllable external factors that have the potential to affect its operations. By examining these, a
company is in a better position to consider likely implications and 60rganize any future
organisation-related risk
60
POLITICAL FACTORS
According to analysts, M&S has been favourably affected by the European

Commission’s free trade agreements which have made product imports much easier (EC, 2013)
and have led to a decrease in sourcing costs. However, the run-up to and outcome of the British
EU referendum on 23 June 2016 resulted in a dip in the company’s sales in its last quarter (Davey,
2016). Due to a comparatively higher cost structure, the company has also suffered market share
losses when entering new markets (Marks & Spencer, 2015).
In 2015, M&S experienced stalled growth in its international business due to global
uncertainties, substandard infrastructure and decreased profitability in new markets which lead to
the closing of twelve stores in 2016. Geopolitical unrest also affected the company’s overseas
operations (Marks & Spencer, 2016). The international franchise businesses of M&S in the Middle
East, Russia and Ukraine also suffered significant decline due to geopolitical instability, local
currency fluctuations and decreased consumer demand (Marks & Spencer, 2015). The company,
eponymous with its environmental and ethical ‘Plan A’ green strategy, has also been critical of the
lack of clarity in the government’s flagship energy efficiency scheme, the green deal, as well as in
its shifting green measures legislation. One example is the lack of a charge on plastic carrier bags
and how this is affecting the company’s efforts to implement sustainability measures
SOCIO CULTURAL FACTORS
Two external factors that affect the retailer include changing values in the population
and a generation shift – with the Baby Boomer generation retiring, the company has to redirect its
attention to Generation X and the Millennials. Different generations bring perceptible shifts in
consumer 61rganize, from the way customers do their shopping, the channels and technology they
use to how products are perceived. Two trends the retailer should take into consideration are the
different generations’ customer preferences for fashionable items and/or the growing perception
that British produce is no longer considered to be of high quality (Experian, 2015). Green
consumerism and customers’ ethical concerns about the socio-environmental costs of brands they
use is one of the factors contributing to the development of companies’ sustainability reporting
and related activities. In the case of M&S, the company has placed considerable emphasis on its
social agenda. As stated in its last annual report, and as part of its Plan A, the now nine-year-old
strategic sustainability plan of the company – building relationships with customers and suppliers
61
and the communities in which they operate – is essential for the company. In 2015, food surpluses
were allocated by working with redistribution partners through a ‘Community Shop’ programme,
whilst in 2016 a ‘Spark Something Good’ campaign engaged 1000 employees in community work
and charity action days (Marks & Spencer, 2016).
TECHNOLOGICAL FACTORS
M&S is in a good strategic position to enjoy the benefits of an altering media landscape,
the proliferation of social networks and a rising mobile wave. As regards its fashion business, the
speed with which the latest trends are being communicated to designers has increased as has the
speed of transportation. The shopping experience is now largely seamless through the integration
of online, tablet, mobile and the physical experience in the shop (TaylorWessing, 2015).
It has moved from a platform hosted by Amazon to its own web platform which was
launched at the end of 2014 to provide more delivery options and streamlined multichannel
services. The company has also launched big data projects such as predictive analytics system and
allocation replenishment (Thomson, 2014), adapted its digital strategy using the ‘mobile first
approach’ thus answering the needs of consumers who are increasingly accessing the latest trends
via mobile. A dedicated digital lab team of 150 in-house software engineers is working to make
sure the company stays at the forefront of technological developments (Marks & Spencer, 2016)
ENVIRONMENTAL FACTORS
With stricter environmental rules and regulations both at European and international
level and increasing consumer pressure concerning business practices, major international retailers
and brands have to examine the life cycle of its products from cradle to grave – from the suppliers
to end usage and disposal – to be completely transparent about their strategic and tactical
environmental practices and be fully accountable. Plan A, the environmental and ethical plan M&S
has adopted to serve as a backbone to the way business is being conducted within and outside the
company, has helped the company stay ahead of the curve by sourcing responsibly, reducing waste
and helping stakeholder communities. In 2015 a third of the company’s products had been sourced
from Gold and Silver sustainability standard producers, while another initiative called Shwopping
has resulted in 10.6 million garments (equating to £7.3 million) being donated to Oxfam (Marks
& Spencer, 2015). Continuous investment in the scheme has resulted in numerous Plan A products,
62
a Plan A incubator for the development of sustainable products and services as well as the first UK
ecofactory (European Commission, 2011). In 2016 the company has also become completely
transparent about its supply chain by publishing a map of where the company sources its products
(Marks & Spencer, 2015). With sustainability becoming an increasingly necessary and lucrative
strategy, the company is ahead of its competitors in this area
LEGAL FACTORS
Health and safety regulations, consumer rights, environmental, antitrust and other legal
factors affect the company. One of the company’s initiatives, ‘Behind the Barcode’, gives
consumers an omni-channel experience by enabling them to order items online for home delivery
or in-store collection by scanning a product in-store (Thomson, 2012). This is an example of the
high standards by which the company abides. M&S has to ensure that it does not obstruct any laws
or regulations both in its home market, in international markets during expansion as well as in the
countries alongside its value chain. The company’s legal environment and hence its legal
department were paramount during the company’s ‘Simply Food’ chain expansion in 2007 and
especially in allocating new store sites at BP petrol stations (Dry, 2007). The new reporting
regulations M&S adopted in 2014, including a summary of their remuneration framework (Marks
& Spencer, 2015) aim to provide even greater transparency to its stakeholders. Following the UK’s
decision to exit the EU, the company, as will other UK retailers, is likely to face legal issues.
Losing access to the common market will affect supply chains, the free movement of people, IP
rights, international contracts and more. The decision will require new VAT rules as opposed to
the VAT zero rating for intra-EU purchases and import duties and tariffs will be imposed (Dentons,
2016). In combination with the reduced buying power of the pound and with £1.1 billion in revenue
coming from international markets, the company needs to put together a strategic plan on how the
likely impact on it.
4.20.3.VALUE CHAIN ANALYSIS
A value chain analysis is a strategic tool use to identify the activities in and close to an
organisation which lead to the creation of a product or a service. They consist of the following:
INBOUND LOGISTICS
63
Inbound logistics concern the transport, storage and delivery of goods coming into a
business. With the launch of the company’s Plan A in 2007 and having won the GBS supply
chain award for implementing a truly disruptive supply chain (Purt, 2012) the company is ahead
of its competition as regards the social and environmental impact of its business. Its 180 supply
chainrelated targets backed by financial incentives for its buying teams include ethical trade,
energy efficiency and sustainable sourcing and are helping make M&S ‘the world’s most
sustainable retailer’ (Purt, 2012). Further, the company has decreased its former dependency on
full-service vendors (FSVs) and provided more corporate control of its supply chain. It is
expected to source sixty-five per cent of its inventory from direct vendors (O’Reilly, 2010).
OPERATIONS
M&S has invested in a multitude of sub-brands, in-store bakeries and an improved in-
store customer experience, thus meeting the changing needs of its consumers (Marks & Spencer,
2016). However, in 2014–2015 the company experienced difficulties in marrying its online
operations and distribution from its Castle Donington centre. This resulted in customers
cancelling delayed orders (Butler, 2015). Further investments are being made in GM IT systems
and a logistics network with the aim of delivering better supply chain flexibility and customer
availability. At the end of 2015 the company had to temporarily shut down its website due to a
security breach (Curtis, 2015) and in 2016, poorly integrated IT systems in the company are still
being experienced.
OUTBOUND LOGISTICS
Outbound logistics concerns the transport, storage and delivery of goods going out of a
business. M&S has multiple channel operations and allows customers flexibility in terms of
order and delivery options, including online shopping. Following the appointment of Mark
Bolland in 2010, the British retailer has accelerated a programme of making its supply chain
more efficient by targeting $280 million in savings by 2020. The company has closed its smaller
regional warehouses and in 2010 it opened a super warehouse in Bradford. It is expected to
launch a redeveloped Bradford National Distribution Centre in 2016 (Marks & Spencer, 2016).
In addition, in 2009 the company set annual recycling targets (Waste Management Word, 2010)
and in 2012 achieved zero waste to landfill (Russell, 2012).
64
MARKETING AND SALES
The marketing strategy of M&S is to emphasise the quality and style of its products. To
65rganize65, simplify and create a distinct brand across its various offerings, in 2014–2015 the
company created a unified storytelling-based brand identity for its food and clothing markets via
‘Only M&S’ while preserving ‘Est. 1884’ thus celebrating its heritage (Swift, 2014). M&S is
investing in its digital development which is evident through the launch of marksandspencer.com
in 2014, engaging with 2.6 million people via social media, platforms and social media websites
such as Twitter, Instagram and Facebook (Ratcliff, 2014). The company has traditionally
invested in TV and magazine advertising as well as in-store visual merchandising. Recently it
has 65rganize its customer loyalty data to 65rganize targeted marketing and promotional
activities and focus on high-impact promotions, which result in better value for customers and
increased sales (Spencer, 2015)
SERVICES
Despite several setbacks in its in-store service, such as an increasing number of out-of-stock
items (Ruddick, 2016) and online service (Curtis, 2015) M&S is investing in customer service.
In its clothing business, it has introduced free delivery for purchases above £50, free next day
store collection and free returns by post or in store up to 35 days after purchase. In its food
sector, the company has introduced staff zoning across food halls and is increasing the number of
staff in the store on an ongoing basis
65
FINDINGS, SUGGESTION AND CONCLUSION
5. FINDINGS, SUGGESTION AND CONCLUSION

5.1.FINDINGS
 In this research there is variety of customer’s age distribution. From the respondents
profiles it is observed that 37% of respondents between the age category of 30 years to 35
years while 23% of between 35 years to 40 years closely followed by 17% of between 25
years to 30 years and 15% of are above 40 years and 8% of between 18 years to 25 years
 In this research female respondents have majority. There are 45 male respondents and 105
female respondents considered for our study. The researcher have control on this
distribution and hence the responses are collected based on procuring products which is
available in Marks and Spencer.
 In this research education distribution also considers for our study. From the table 4.3 it is
observed that 30% of respondents are post graduates closely followed by 23% of are
undergraduates while 20% of are others, 17% belong to graduates and 10% of are PHD
holders. Majority of the respondents are post graduates who like to avail Marks and
Spencer products available in the market.
 It is observed from the study that 47% of respondents are married closely followed by 40%
of unmarried whereas 13% of divorced respondents. Hence, it is concluded that highest
number of customers are married who like to obtain products from Marks and spencer for
themselves.
 It is depicted from the study that 42% of respondents earning income less than Rs.1,
00,000/- while 29% of between Rs. 1 lakh one and Rs. 3 lakh closely followed by 12% of
between Rs. 3 lakh and one to Rs. 6 lakh, 9% of above Rs. 9 lakh and 8% of respondents
between Rs. 6 lakh and one to Rs. 9 lakh. Thus, it is concluded that maximum number of
respondents are earning income which is less than Rs. 1, 00, 000/-.
 It makes crystal clear that 53% of respondents are doing business whereas 25% of carry
out job while 15% of students, 5% of others and 2% of are unemployed. Hence, it is
concluded that maximum number of respondents are business men.
 It depicts that 31% of respondents who shop products daily to meet out their day to day
needs while an identical 17% of weekly and once in a 6 months closely followed by 12%
66
of acquire several times in a week, 11% of monthly while 9% of shop once in a year and
3% of never purchase products. Hence, it concludes that maximum number of respondents
shop products daily in Marks and Spencer.
 It is observed from the table 4.9 that 29% of respondents procure grocery while 21% of are
fruits and vegetables closely followed by 20% of obtaining clothes, 18% of procuring home
and furniture and 12% of procuring other products. Thus, it is clear that highest number
of respondents consume grocery
 It is found that 27% of respondents getting awareness through word of mouth

communication is the passing of information from person to person by oral communication,
24% of through digital campaign in the form of Cold water challenge and the like 23% of
through advertisements which is a form of marketing communication used to encourage,
persuade people to take action to support environment while 15% of through product labels
and 11% of through social media websites. Thus, it concludes that majority of respondents
obtain through word of mouth communication.
 From the table, it is inferred that number of respondents of 50 strongly agree, 40 agree, 65
neither agree nor disagree, 25 disagree and 20 disagree mainly because of it is readily
available. Respondents of 70 strongly agree, 60 agree, 40 neither agree nor disagree, 20
disagree and 10 strongly disagree as to taste. Respondents of 75 strongly agree, 55 agree,
25 neither agree nor disagree, 30 disagree and 15 strongly disagree regarding convenient
to avail whereas save preparation time secures 46 as strongly agree, 54 agree, 50 neither
agree nor disagree, 30 disagree and 20 strongly disagree.
 From the table 4.12, it is inferred that 60% of respondents nature is impulsive buying
whereas 40% of making planned purchase. Thus, it is clear that highest number of
respondents nature of buying is impulsive
 Table shows that 13% of respondents influence through price, 14% of through taste, 15%
through quality, 7% of quantity, 6% of through brand image, 15% of through availability,
13% of influence through advertisements, 6% of through packaging design, 4% of through
friends and 7% of through freshness. Hence, it is concluded that highest number of
respondents influence through quality and availability of products.
67
 It is found from the table that 70% of respondents buy products through offline shopping
whereas 30% of through online shopping. Hence, it is concluded that maximum number
of respondents shop products through offline shopping.
 From the table, it is observed that 41% of respondents procure products because of product
quality which has the ability to fulfill respondent’s needs and expectation while 36% of
through green value and 23% through emotional value attached towards environment.
Hence, it concludes that maximum number of respondents acquire green products mainly
because of product quality.
 It is observed from the table that 30% of respondents shop products weekly closely
followed by 23% of consume monthly while 17% of once in 6 months, 16% of consume
once in a year and at last 14% of consume daily. Thus, it concludes that maximum number
of respondents shop products weekly.
 It makes clear from the table that 77% of respondents get influence based on internal factors
whereas 23% of through external factors. Therefore, it is concluded that highest number
of respondents gets influence through internal factors.
 It makes clear from the table that 54% of respondents strongly agree while 36% of agree,
6% of neither agree nor disagree, 3% of disagree and 1% of strongly disagree about product
differentiation. Respondents of 78.41% strongly agree, 13.64% of agree, 1.14% neither
agree nor disagree, 4.55% of disagree and 2.27% of disagree about environment
sustainability. Respondents of 89% of strongly agree, 4.55% of agree, 2.27% of neither
agree nor disagree, 3.41% of disagree and 1.14% of strongly disagree about internal
variables of social responsibility. Under external variables, 19% of strongly agree, 15% of
agree, 7.41% of neither agree nor disagree, 11.11% of disagree and 48.15% of strongly
disagree of government policies. Respondents of 56% strongly agree, 29.63% of agree,
3.7% of neither agree nor disagree, 7.41% of disagree and 3.7% of strongly disagree about
competition. Respondents of 67% strongly agree and 3% agree about demand.
 It is found from the table that 60% of respondents strongly satisfied while 23% of agree,
10% of neither satisfied nor dissatisfied and 3% of respondents strongly dissatisfied with
the green attitudes towards consuming products in Marks and Spencer. Thus, it concludes
that highest number of respondents strongly satisfied with the products mainly to consume
in Marks and Spencer.
68
5.2.SUGGESTIONS
 A successful strategy should consider the comparative costing while farming a consumer
attractive plan. Since financial vitalities have been growing in past, the price factors has
become very crucial.
 The quality is second most important issue, and most important in case of M&S vs Others.
Thus, the branding though quality products is very helpful in shaping retail marketing.
 This strategy should also incorporate the daily and weekly needs of the households, so that
they can optimize maximum number of buyers.
 The futuristic pricing and quality management
The preferences of consumers are equally a question of human behavior, and human
behavior could be affected by many factors including, branding, advertisement, schemes and
other convinces. As a large part of consumer goods are being marketed through these
supermarkets and stores, the marketing strategies could be diverse yet well researched and
focused on buyers' choices.
5.3.CONCLUSION
Finally it concludes that customer loyalty is significant factor in Marks and Spencer. It is
difficult for customers inducing themselves for brand switching. The quality aspects coupled with
competitive price may lead to change of brands. The firms should keep these points in mind while
selling products. There is a chance of consuming alternative purchase plans of products suggested
that majority of the respondents of are brand loyal as they postpone their purchases until they get
their required brands. Hence, supply chain management of the popular brands should be such that
the product of these brands should be readily available in all the Marks and spencer shop.
69
BIBLIOGRAPHY
 Aaker, David A. (1998), Strategic Market Management, Fifth edition, New York: John
Wiley & Sons, Inc.
 Ailawadi, K. L. and Keller, K. L.(2004). Understanding retail branding: conceptual insights
and research priorities. Journal of Retailing, 80(2004), p331-342
 Bagozzi RP, and Kimmel SK. A (1995). Comparison of leading theories for the prediction
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ANNEXURE
73
QUESTIONNAIRE
1. Name
2. Age
a. Below 18 years
b. 18 to 28 years
c. 28 to 38 years
d. 38 to 48 years
e. Above 48 years
3. Gender
a. Male
b. Female
4. Education qualification
a. Below Under Graduation
b. Under Graduation
c. Post Graduation
d. Professional Qualification
e. Others
5. Occupation
a. Students
b. Business
c. Government Employees
d. Private Employees
e. Others
6. Monthly income
a. Below Rs. 20, 000/-
b. Rs. 20, 000 to Rs. 40, 000/-
c. Rs. 40, 000 to Rs. 60, 000/-
74
d. Rs. 60, 000 to Rs. 80, 000/-
e. Above Rs. 80, 000/-
7. Which of the following segment do you prefer most?

a. Home and furniture
b. Clothes
c. Grocery
d. Fruits and vegetables
e. Others
8. How do you come to know about green marketing FMCG products?

a. TV
b. Newspaper
c. Product labels
d. Social Media Websites
e. Awareness Campaign
9. State the reason for purchasing products?
(5-Strongly Agree, 4-Agree, 3-Neither Agree nor disagree, 2-Disagree and 1-Strongly
Disagree)
PARTICULARS 5 4 3 2 1
Readily available
Taste
Preferred by children and teenagers
Convenient to avail
Save preparation time
10. State the frequency of purchasing products in Marks and spencer?
a. Daily
b. Twice in a week
c. Once in a week
75
d. Fortnightly
e. Whenever needed
11. What is your nature of purchasing products from Marks and spencer?
a. Impulsive buying
b. Planned purchase
12. What are all the factors influencing you to prefer a brand in Marks and spencer?
a. Price
b. Taste
c. Quality
d. Quantity
e. Brand image
f. Availbaility
g. Advertisements
h. Packaging design
i. Friends
j. Freshness
13. Would you like to shift to different supermarket if available?
a. Strongly agree
b. Agree
c. Neither agree nor disagree
d. Disagree
e. Strongly disagree
14. State your level of satisfaction of consuming products from Marks and spencer?
a. Strongly agree
b. Agree
c. Neither agree nor disagree
d. Disagree
e. Strongly disagree
76

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As a Partial Fulfillment of the Requirement for the Award of Bachelor of Business

Under the Guidance & Supervision

Summer Assignment Project

AMITY GLOBAL BUSINESS SCHOOL

Abdur Rahman Khan.

My sincere thanks to my Family members who stood by me motivating me to complete my

Abdur Rahman Khan

Table 1: Age of respondents.................................................................................................................. 28

Figure 1: Age of Respondents ............................................................................................................... 29

Farmers faces issues mainly with regard to seed supply at

FACTORS AFFECTING CONSUMER PREFERENCES

 What are the factors affecting consumer’s preferences?

 How expenditure and frequency of visit helps in understanding of consumer’s choice.

 How much the price factor influences the consumer’s decision?

 How M&S is preferable for the consumer?

Due to time basic of master the audit was compelled.

A research design is the conceptual structure within which research is conducted, it

2.7.THEORTICAL BACKGROUND OF THE STUDY

THEORY OF THE CONSUMER

THEORY OF CONSUMER PREFERENCES

FACTORS AFFECTING CONSUMER PREFERENCE

A marketing strategy is designed by:

DEVELOPING MARKETING STRATEGY

The aim of the PEST

 Political: political interventions with the potential to disrupt or enhance trading

 Strengths: distinctive capabilities, competencies, skills or assets that provide a business

 Marketing strategy provides an organization an edge over it’s competitors.

HEAD OFFICE LOCATIONS

Founder Sir Michael Marks

Revenue 10,554.4 Million

Operating Income 784.9 Million

Profit 404.4 Million

Number of employees 82,904

 1884–1907: Michael Marks (set up first stall in Leeds in 1884)

4. DATA ANALYSIS AND INTERPRETATION

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Table 1: Age of respondents

Figure 1: Age of Respondents

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Figure 2: Gender of Respondents

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Table 3:Education qualification

Figure 3: Education Qualification

4.4. MARITAL STATUS

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Table 4: Marital status

Unmarried Married Divorced

Figure 4: Marital Status

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Table 7: Shopping products

Table 8: Frequency of procuring FMCG products

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Table 9: Products consuming in Marks and spencer

Table 10: Sources of information

Adv Product Label Word Of Mouth Social Media Digital Campaign

Figure 7: Sources influence green in FMCG products

Table 11: Reasons

PARTICULARS NO.OF PERCENTAGE

Table 12: Nature

FACTORS INFLUENCING BRAND