Marks And Spencer Strategy Evaluation(a) THE SUCCESS OF MARKS AND SPENCER This question is answered in relation to the success achieved before the decline in performance at the end of the years '90.• The strategic intent was to have a simple pricing policy and the use of the ST MICHAEL LOGO as a sign of quality.• It had a structured formula for all its stores in which a number of principles were considered fundamental to The organization• The value chain was well managed by local suppliers and control could be exercised over suppliers and how supply to customers was managed consistently everywhere.• The company was well financed through public listing and maintained value for shareholders.• The company was in a cash cow stage with medium commercial and financial risk.• The company had a high market share in the target market with the promotion of its flagship product, ST brand MICHAEL.• The company had a strong competitive position.• The products were popular with customers due to the high quality.• The products were locally manufactured and perceived as high quality as they were British products. This may be especially true after the post-war years and before companies began large-scale globalization. • The Chinese import boom had not yet really influenced the market. • Customer loyalty was built and maintained. • The company culture and top down structure suited the environment. • Before globalization could influence local markets in the UK, the environment was relatively stable. • The 'family atmosphere' company culture was suitable for the 'pre-globalization era.• There was an understanding of what customers valued: good quality at a good price.• Stores were adequately staffed to provide good customer service.• Suppliers were totally dependent on them and therefore placed them in a high position relative to suppliers.• Knowledge of the industry operating since the late 19th century.• Superior brand image compared to competitors – differentiation strategy through product quality and brand image • The company has protected its ST MICHAEL brand as a quality mark • High entry costs for new competitors. (b) BRAND BASE OF COMPETITIVE ADVANTAGE AND SPENCER competitive advantage generated by its concentration on a differentiated product base by providing a high quality product, manufactured in the UK and bearing the ST MICHAEL brand, built over a long period of time and marketed to a loyal consumer base.(c) MARKS AND SPENCER DOWNTURN• The company did not react to a changing environment. • The top-down structure was autocratic and led to a bureaucratic environment within the organization