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2/20/2013

Marks And Spencer Case

Last class we took decisive action to give us the strength and flexibility we needed to navigate the recession. As a result we have emerged in a stronger position and delivered an ameliorate performance, with an adjusted 52 week profit before taxation of £632.5m up 4.6% from £604.4m in 2008/09.
Whilst we have tackled the short-term issues caused by the downswing we have remained focused on our long-term strategy. Over the buy the farm 12 months, we have hided to invest in M&S, building a platform for future fruit through Project 2020.
Underlying cost savings
£145m
Group chief city expenditure
£389m
Net debt
£2.1bn
http://annualreport.marksandspencer.com/overview/performance-overview.aspx

Average hebdomadally UK footfall
Analysis: round half of UK stores have cameras fitted at the entrance to allow us to track customer visits. We calculate our average footfall by analysing the ratios between visits and sales in these stores and then applying it to stores without cameras.
Average weekly footfall
21.0m

http://annualreport.marksandspencer.com/overview/performance-against-strategy.aspx#

Analysis: Since 2005 we have refurbished over 80% of our stores. This year we opened 30 new stores, adding approximately 3.2% of trading space.

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We continue to invest in our stores to ensure they offer a bright, modern-day shopping environment.
However, this year our capital expenditure has been focused on laying the foundations for future growth under Project 2020.
consolidation Plan A across the business
Improve carbon strength tonnes CO2e per curtilage sq ft
Store, office, warehouse, business travel and logistics carbon dioxide emissions in tonnes CO2e per 1000 sq ft of salesfloor. Residual emissions will be offset in 2012.
Why carbon cleverness?
Improving carbon cogency reduces green house emissions and costs.
* Recalculated in accordance with 2009 DEFRA/DECC carbon innovation factors and reporting guidelines.
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