Tough Decisions at Marks and Spencer Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In 2007, under the leadership of CEO Stuart Rose, and the famous British retailer Marks Spencer, with great fanfare, announced its "Plan of Action". Based on the five major pillars of climate change, waste, organic materials, fair partnerships and health plan sought to turn the practice of the company. By 2012, the goal of the program is to ensure that M & S has been carbon neutral and did not send waste to landfill. It also aims to help its clients and employees achieve a healthy lifestyle and improve the lives of all involved in the supply chain of the company with a fair wage, and better jobs and working conditions. Called the plan "because there is no Plan B", the company has identified 180 projects to improve the sustainability of its operations and business practices in anticipation of the need for a very different business models in the future. Key aspects of the plan included a more sustainable supply and affecting the business practices of the company's supply chain, communications with employees, customers and investors, and employee engagement. Event concludes with the tradeoffs involved in the decision whether or not to install a refrigerator door in the grocery section of its stores. While saving energy and reducing carbon emissions are relatively clear and easy to measure the impact on customers and revenues more difficult to assess. "Hide
by Robert G. Eccles, George Serafeim, Kyle Armbrester Source: Harvard Business School 16 pages. Publication Date: January 23, 2012. Prod. #: 112062-PDF-ENG