Marks And Spencer Case Essay

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Last year 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 improved performance, with an adjusted 52 week profit before tax of £632.5m up 4.6% from £604.4m in 2008/09. Whilst we have tackled the short-term issues caused by the downturn we have remained focused on our long-term strategy. Over the last 12 months, we have continued to invest in M&S, building a platform for future growth through Project 2020. Underlying cost savings £145m Group capital expenditure £389m Net debt £2.1bn http://annualreport.marksandspencer.com/overview/performance-overview.aspx Average weekly UK footfall Analysis: Around 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. We continue to invest in our stores to ensure they offer a bright, contemporary shopping environment. However, this year our capital expenditure has been focused on laying the foundations for future growth under Project 2020. Integrating Plan A across the business Improve carbon efficiency tonnes CO2e per 1000 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 efficiency? Improving carbon efficiency reduces green house emissions and costs. * Recalculated in accordance with 2009 DEFRA/DECC carbon

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