In 2007, under the direction of CEO Stuart Rose, the iconic British retailer Marks and Spencer, with great fanfare, announced its "Plan A" initiative. On the basis of the five essential principals of waste, climate change, sustainable materials, honest partnership, and health, the plan sought to transform the practices of the business. By 2012, the program's goal was to ensure that M&S was carbon neutral sent no waste to landfill. Additionally, it planned to enhance the lives of all involved in the business's supply chain with fair wages, along with improved working hours and conditions, and to help its customers and employees reach a wholesome lifestyle.
Crucial features of Plan An included more sustainable sourcing and influencing the business practices of the business 's supply chain; communicating to workers, customers and investors; and employee engagement. The case concludes with the tradeoffs involved in the choice of whether or not to install fridge doors in the grocery section of the stores. Since the energy savings and condensed carbon emissions are comparatively clear and easy to quantify, the impact on customers and sales is more difficult to evaluate.
Tough Decisions at Marks and Spencer Case Study Solution
PUBLICATION DATE: January 23, 2012 PRODUCT #: 112062-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Revenue Flow and Human Rights: Paradox for Shell Nigeria
Acquisition of Liston Mechanics Corporation
Ashmark Corporation: Dealing with a Supply Disruption
All Aboard: Making Board Effectiveness a Reality
Portrait of a Leader: Sheryl Sandberg
The Thoughtful Leader: A Model of Integrative Leadership
Better Place: The Electric Vehicle Renaissance
Change at Pfizer: Jeff Kindler (B) The Wyeth Acquisition
Sears Auto Centers (A) (Abridged)
Narayana Hrudayalaya: From Heart Care to Human Care
