Berkeley suportou Marks & Spencer em Desenvolvendo uma estratégia de cinco anos e programa de trabalho para seu || 850 direct-to-consumer business, M&S Direct, in response to a stretch target set by the CEO that called for a five-fold increase in the business over as many years.
Broadening the possibilities
M&S were on the verge of deploying a brand new e-commerce capability built in conjunction with Amazon, to leverage the functionality inherent in Amazon’s e-commerce platform. Recent management attention had been focused on getting to launch. We were asked to provide the impetus behind extending management’s capacity to consider future possibilities and how to harness the new platform’s capability in both existing and brand new markets.
I joined M&S just as Berkeley was completing the five-year strategy for the Direct business. They quickly engaged me in the mobilisation planning process and helped me understand the thinking so far; especially important as my role was to set and deliver the strategy. Berkeley continued to support me in delivering two of the five priority initiatives for this financial year. They showed themselves capable of bridging the gap between strategy and delivery and helped me maintain a strategic perspective as we moved into execution mode.”
Chefe de negócios e desenvolvimento de canais em M&S Direct
Explorando e modelando o potencial de mercado || 867
We worked with the management team to model the multi-channel market potential in core product categories and to understand the success of competitors in exploiting market opportunities. This served to highlight key developments required to improve the positioning of current offers as well as the extent of step out activity required to meet the five-year revenue target.
Setting out the best approach
By tapping into market and consumer trends, we then helped to generate a number of future propositions, assess their market potential, and highlight the challenges involved in their implementation. This analysis then fed into a prioritisation exercise to establish an optimum running order for Implementação do programa estratégico.
Building the structure
With the Direct leadership team aligned behind the plan, we also helped to set out structures to coordinate the overall programme and to establish project roles and responsibilities for execution.
O negócio direto era uma área de crescimento importante para M&S e era uma função dinâmica e emocionante para trabalhar. A parte difícil desta tarefa não foi desenvolver idéias para futuras proposições. Tratava -se mais de enquadrá -los em detalhes suficientes para conquistar o apoio das principais partes interessadas, sendo realista sobre os desafios da implementação e o ritmo nos quais o programa poderia avançar. ”
Neil McClumpha, parceiro
Uma entrega rápida que contribui para o crescimento
Após a aprovação da placa, a primeira fase da estratégia de vários canais mudou para a execução. meses e contribuiu para uma elevação de 75% nas vendas de comércio eletrônico em seu primeiro ano. Economia
