Scroll Top
10 Old Grimsbury Rd, Banbury OX16 3HG, UK



Executive Summary

The strategic success of Marks & Spencer is based on a thorough market-oriented strategy. With the help of Porter’s Five Forces and PESTLE, the firm effectively negotiates the external environment. Throughout, Marks & Spencer’s dedication to stakeholder transparency, consumer centricity, and strategic relationship-building was clear. A thorough analysis of the company’s prospects, threats, weaknesses, and strengths produced insightful results. The BCG Matrix demonstrated how varied their product line is. Marks & Spencer may improve their market position even further by using generic techniques. Recommendations are included in the final section of the report, with a focus on staff development, supplier cooperation, sustainable innovation, digital transformation, and trend monitoring.


The well-known and historically significant store Marks & Spencer works in a fast-paced, cutthroat industry. Being a retail industry mainstay, the corporation must adapt to changing customer tastes, technology breakthroughs, and worldwide economic fluctuations. Marks & Spencer uses frameworks like Porter’s Five Forces, PESTLE analysis, SWOT analysis, and the BCG Matrix to help them traverse these obstacles and seize opportunities. Furthermore, the company’s market positioning and competitive advantage are significantly shaped by the implementation of generic strategies such as focus, differentiation, and cost leadership. Marks & Spencer is positioned for long-term success in the dynamic retail sector because of its all-encompassing strategic strategy.

1. Developing New Product Offerings

Developing New Product Offerings

Customer-Centric Product Development

Marks & Spencer’s dedication to market orientation may be seen in how it develops new product offers. The business emphasizes the need to do in-depth market research to understand client demands thoroughly. Marks & Spencer finds new trends, preferences, and market gaps by using data analytics and customer insights. Because of its proactive approach, the firm can anticipate and adapt to changing customer needs, which keeps its product line attractive and current (Lee et al. 2019).

At Marks & Spencer, creative internal ideas are not the only factors that drive innovative product creation; consumer input and market trends play a crucial role as well. The business may hear directly from customers via focus groups, social media monitoring, and regular surveys. Higher acceptability and happiness are the outcome of this iterative feedback cycle, which makes sure that new product offers closely match client expectations (Palmatier and Crecelius, 2019).

Agility and Responsiveness

Market orientation concepts highlight organizational agility and response to market conditions. By promoting an environment that rewards creativity and quick adaptability, Marks & Spencer exemplifies these values. The business is aware of how quickly trends change and how dynamic the retail industry is. As such, it makes investments in procedures for product development and supply chain management that are adaptable to respond quickly to the needs of the market (Arango-Botero et al. 2021).

Working with partners and suppliers requires agility as well. Marks & Spencer maintains open lines of contact with its suppliers to promote cooperation and guarantee that suppliers support the company’s objectives, which are driven by the market. This cooperative strategy makes it possible for new goods to be developed, produced, and delivered more quickly, which improves the company’s capacity to take advantage of new possibilities (Ferreira et al. 2019).

Differentiation through Quality and Sustainability

Bolton (2019) stated that beyond only satisfying consumer expectations, market orientation aims to go above and beyond. Quality and sustainability of products are Marks & Spencer’s, differentiators. The firm incorporates sustainable practices into its product creation processes, acknowledging the increasing significance of eco-conscious consumption. In addition to being in line with social ideals, this dedication to sustainability improves the brand’s reputation and draws in a more extensive clientele.

Reliability is another aspect of difference. Because of its reputation for high-end items, Marks & Spencer sources its materials carefully, pays close attention to quality, and implements strict quality control procedures. This differentiation approach, which is based on the ideas of market orientation, draws in discriminating clients and helps build a strong brand identity (Kumar et al. 2021).

Enhancing Brand Image

Targeted Marketing and Communication

Understanding the importance of good communication in creating and maintaining a great brand image is fundamental to market orientation. By customizing its marketing messaging to appeal to specific audiences, Marks & Spencer excels in this area. The organization creates emotionally engaging tales that transcend product characteristics and engage clients on a deeper level by thoroughly analyzing their demographics, interests, and lifestyles (Arthur et al. 2022).

Marks & Spencer’s communication strategy heavily relies on digital channels. The organization uses social networking, e-commerce, and other internet platforms to provide real-time client engagement. Marks & Spencer shows that it is committed to customer happiness and responsiveness by actively engaging in digital discussions and asking for client input, in addition to fortifying its brand presence (Blanco-Callejo and de Pablos-Heredero, 2019).

Consistency and Transparency

Priporas (2019) argues that companies that are focused on the market are characterized by a straightforward and consistent brand image. From its website to its in-store experiences, Marks & Spencer has a consistent brand identity across all platforms. Consistency in branding fosters trust and loyalty among customers by solidifying the brand’s image in their thoughts.

Another critical component is transparency. Regarding its sourcing strategies, business practices, and environmental efforts, Marks & Spencer keeps lines of communication open. Transparency helps the business establish authenticity and trust, two things that are essential to a strong brand image. Consumers of today want businesses that share their ideals in addition to goods, and Marks & Spencer’s dedication to openness satisfies this need (Gonda et al. 2020).

Customer-Centric Service

The actual customer experience plays a significant role in shaping a good brand image, in addition to advertising and marketing. Beyond only selling goods, Marks & Spencer aims to provide its consumers with happy, fulfilling experiences. The business makes training investments in customer service for its employees to make sure that encounters are not simply transactional but also help to create a favourable impression of the brand (Mukonza & Swarts, 2020).

Additionally, Marks & Spencer uses active listening to get input from customers and utilizes it as a tool for ongoing development. The market orientation concepts, which see the customer as more than just a product receiver but as an essential component of the brand’s development, are in line with this customer-centric approach to service (Wang and McCarthy, 2021).

2. Communicating with Customers and Other Stakeholders

Communicating with Customers

Data-Driven Customer Engagement

To successfully understand and interact with its clients, Marks & Spencer adopts market orientation by using data-driven insights. The organization obtains essential insights into the preferences, behaviours, and feedback of its customers by using modern analytics and CRM systems. By using a data-driven strategy, Marks & Spencer may develop customized and targeted communication campaigns that appeal to specific client categories (El Fikri et al. 2020).

Marks & Spencer’s consumer communication strategy heavily relies on social media channels. Through these channels, the corporation answers client inquiries, actively engages in online discussions, and solicits feedback. Marks & Spencer exhibits a dedication to customer pleasure and responsiveness, two essential components of market orientation, by interacting with consumers in real-time while also enhancing its brand visibility (Panasenko et al. 2021).

Customer-Centric Messaging

Aligning communication with client requirements and preferences is crucial, as highlighted by market orientation concepts. Beyond typical advertising, Marks & Spencer excels in creating a message that is focused on the needs of the consumer. The company’s marketing messaging emphasizes solving problems for customers, highlighting the advantages of its products, and delivering an emotionally compelling brand story (Purohit et al. 2021).

Marks & Spencer recognizes the variety of consumer tastes and uses customer segmentation to customize its message to various target groups. Promotional ads for food goods, on the other hand, could emphasize freshness and quality, while those for fashion products might emphasize style and trends. This focused strategy guarantees that the message is interesting and relevant to the target audience (Rjoub et al. 2022).

Community Building and Engagement

Marks & Spencer recognizes the value of creating a community around its brand in addition to transactional connections. The firm hosts special events, loyalty programs, online forums, and other measures to foster active engagement with its consumer base. Customers and the company can connect more deeply because of this feeling of community, which builds a devoted following (Gornostaeva et al. 2019).

Beyond only promoting its products, Marks & Spencer also includes material in its communications that enhances the lives of their consumers. These might be recipes, style suggestions, or eco-friendly projects. Marks & Spencer establishes itself as more than simply a shop by offering valuable information; it becomes a reliable source and a participant in its customers’ lives (Di Iorio and Spagnoli, 2023).

Communicating with Stakeholders

Transparent and Open Communication

One of the most critical components of market orientation is effective stakeholder communication, and Marks & Spencer places a high value on being transparent and open with its stakeholders. The business understands that its performance is mainly dependent on its stakeholders, which include workers, investors, and suppliers. To provide stakeholders with a comprehensive knowledge of the company’s strategy, performance, and ethical practices, Marks & Spencer makes sure that information is shared transparently (Moodley et al. 2020).

The yearly sustainability shows Marks & Spencer’s dedication to openness reports it releases. These reports describe the company’s social and environmental activities, achievements, and obstacles. In addition to meeting its obligations to stakeholders, Marks & Spencer enhances its standing as an open, honest, and socially conscious company by openly disclosing this information (Dabija et al. 2020).

Collaborative Supplier Relationships

Relations with people outside of one’s direct consumer base are also a part of market orientation. To guarantee a smooth supply chain and high-quality goods, Marks & Spencer understands the value of cooperative ties with suppliers. With its suppliers, the business cultivates tight partnerships based on trust, dependability, and common objectives (Hanaysha et al. 2021).

Marrucci et al. (2020) stated that being transparent with suppliers extends beyond transactional issues and involves working together on sustainable practices. To guarantee moral sourcing, labour standards, and ecologically friendly manufacturing, Marks & Spencer interacts with its suppliers. Understanding that a successful company is founded on mutually beneficial partnerships, this dedication to cooperation and communication with suppliers is in line with the principles of market orientation.

Investor Relations and Financial Transparency

Effective communication with investors is essential for publicly listed firms such as Marks & Spencer. The business has a strong investor relations program by the concepts of market orientation. This includes consistent financial reporting, earnings calls, and other forms of communication intended to update investors on financial performance, strategic plans, and prospects for the firm (Babin et al. 2021).

Investor trust is enhanced by financial openness, as acknowledged by Marks & Spencer. The organization facilitates educated decision-making for investors by offering comprehensive and lucid financial information. This openness is also consistent with the ideas of market orientation, which see investors as important stakeholders whose trust is essential to the success of the business (Nyame-Asiamah and Ghulam, 2020).

3. Building Profitable Relationships

Customer-Centric Approach

Personalized Customer Experiences

Kurnianto et al. (2019) evaluated that the customer-centric approach to relationship development used by Marks & Spencer is indicative of their dedication to market orientation. To provide clients with individualized experiences, the business goes above and beyond transactional engagements. By using data analytics and consumer insights, Marks & Spencer customizes its offerings to suit individual interests, giving every customer a unique and unforgettable experience.

One of the best examples of this strategy is the company’s loyalty program. Marks & Spencer may provide tailored promotions, discounts, and suggestions by monitoring the buying habits of its customers. Customers feel appreciated and understood as a result, which not only increases customer happiness but also encourages loyalty (de Souza et al. 2021).

After-Sales Service and Support

Offering first-rate after-sales support is essential to developing successful partnerships. Marks & Spencer understands that customer happiness doesn’t stop at the time of sale. The business makes investments in customer support services to guarantee that problems are resolved quickly and efficiently. In addition to fostering client trust, this dedication to after-sale service encourages repeat business and favourable word-of-mouth recommendations.

Market orientation principles are in line with Marks & Spencer’s after-sales service strategy, which places a strong emphasis on continuous customer interaction and satisfaction. Marks & Spencer lays the groundwork for lucrative, long-lasting partnerships by putting the customer’s journey ahead of the first transaction (Nilssen et al. 2019).

Collaborative Supplier Relationships

Mutual Trust and Transparency

The ability of Marks & Spencer to forge lucrative bonds with suppliers is seen in its supplier partnerships. For the organization to provide clients with high-quality goods, a dependable and effective supply chain is necessary. To do this, Marks & Spencer cultivates partnerships with suppliers that are founded on openness and trust.

Maintaining open lines of contact with suppliers guarantees that they are aware of Marks & Spencer’s standards for sustainability, ethical sourcing, and product quality. Through upholding openness about its business practices and standards, Marks & Spencer fosters a cooperative atmosphere in which suppliers play a crucial role as partners in providing value to consumers (Mostaghel and Chirumalla, 2021).

Strategic Partnerships for Innovation

Marks & Spencer collaborates strategically with suppliers in addition to transactional ties to promote innovation. To investigate novel materials, production techniques, and sustainable practices, the firm works with suppliers. In addition to guaranteeing that goods are continuously improved, this proactive strategy establishes Marks & Spencer as a pioneer in implementing industry best practices.

The focus on strategic alliances is consistent with the ideas of market orientation, highlighting the need for teamwork in adapting to changing market conditions. Rather than seeing supplier relationships as a transaction, Marks & Spencer views them as an investment in a network of partners dedicated to innovation and success for both parties (Al-Suraihi et al. 2020).

Stakeholder Engagement and Corporate Social Responsibility (CSR)

Ethical Business Practices

Developing profitable partnerships involves engaging stakeholders more broadly in addition to direct contacts with suppliers and consumers. As part of its corporate social responsibility (CSR) activities, Marks & Spencer puts a high priority on ethical business practices. Marks & Spencer cultivates trust among stakeholders that place a high value on socially conscious businesses by upholding ethical standards in sourcing, manufacturing, and company operations (Berezivskyi et al. 2021).

The corporation uses several open channels to convey its dedication to ethical business practices, such as public remarks and yearly sustainability reports. The brand’s reputation is enhanced by its openness, which also draws in investors and customers who value social responsibility and raises the company’s total profitability (Bilińska-Reformat et al. 2019).

Community Engagement and Philanthropy

Using charitable endeavours, Marks & Spencer actively participates in the areas in which it does business. The business understands that making meaningful contributions to society is a prerequisite for establishing lucrative partnerships. Marks & Spencer cultivates a favourable brand image that appeals to stakeholders and consumers alike by making investments in community development, education, and philanthropic initiatives (Dabija et al. 2019).

By acknowledging the interdependence of enterprises and the larger society, community participation is consistent with the ideas of market orientation. To create long-lasting and lucrative partnerships with a wide variety of stakeholders, Marks & Spencer has made social responsibility a key component of its business strategy, not just a box to be checked (Lee et al. 2019).

Data-Driven Decision-Making

Customer Insights for Strategic Planning

Marks & Spencer bases its business relationship-building tactics on data-driven decision-making. The business learns about client trends, preferences, and behaviour using sophisticated analytics. This information informs strategic planning for product development, inventory control, and general company operations, in addition to being utilized for tailored marketing. Through the use of factual facts and consumer insights, Marks & Spencer guarantees that its endeavours to cultivate lucrative partnerships are firmly rooted in a comprehensive comprehension of market dynamics (Palmatier and Crecelius, 2019). This method emphasizes the value of data-driven strategies in satisfying consumer wants and improving overall company success, which is consistent with the concepts of market orientation.

Strategic Frameworks Analysis

PESTLE Analysis for Marks and Spencer

A thorough PESTLE study sheds light on the possibilities and problems that the external environment presents for Marks & Spencer.

Political Factors

The impact of laws and regulations from the government on the way businesses operate is referred to as political considerations. Marks & Spencer has locations throughout many states, each with a distinct political environment. Important factors to take into account include trade policies, government stability, and rules about employment, taxes, and product standards. Political stability in the areas where Marks & Spencer operates is essential to the company’s ability to continue operating. The supply chain and overall cost structure of the organization may be impacted by changes in governmental regulations, particularly those about trade agreements and tariffs (Arango-Botero et al. 2021). Regulations about environmental standards and labour practices may also have an impact on the business’s operations and image.

Economic Factors

A business’s exposure to the state of the economy is referred to as an economic factor. It covers interest rates, inflation rates, currency rates, and general economic stability. Economic issues are critical to Marks & Spencer since they have a direct impact on customer buying habits. Consumer purchase choices may be influenced by factors such as excessive inflation, currency volatility, or economic downturns that reduce their purchasing power (Ferreira et al. 2019). To manage currency risks, modify pricing strategies, and connect its product offers with shifting customer behaviours amid economic swings, Marks & Spencer must regularly watch economic data.

Social Factors

Social aspects include how a company is impacted by culture and demography. These include changes in consumer attitudes, cultural values, population demography, and way of life. To adapt its goods and marketing techniques to changing customer tastes, Marks & Spencer has to comprehend societal variables. Marks & Spencer must modify their product line to meet evolving customer expectations as their lives and beliefs change (Bolton, 2019). Socially aware customers will be more receptive to a brand if sustainability, ethical sourcing, and diversity are taken into account.

Technological Factors

The influence of technology developments on corporate operations and the industry at large is referred to as a technological factor. In an era of rapid technological advancement, Marks & Spencer is a major player in fields including data analytics, supply chain management, and e-commerce. To stay competitive, the business has to embrace technological innovation (Kumar et al. 2021). It entails making investments in a business’s effective web presence, using data analytics to target advertising, and implementing cutting-edge supply chain technology to boost productivity and responsiveness.

Legal Factors

Arthur and Owen (2022) stated that legal considerations are the laws and rules that control how businesses operate. Marks & Spencer has to deal with several legal issues, such as intellectual property rights, product safety rules, and employment laws. For Marks & Spencer, adherence to legal regulations is a given. Regulation violations may lead to penalties, legal action, and reputational harm. The organization needs to maintain compliance and minimize legal risks using constant monitoring of legislative changes.

Environmental Factors

The influence of environmental variables on company operations is one kind of environmental element. Like many other contemporary companies, Marks & Spencer is coming under more and more criticism for its environmental effect. It covers issues with waste minimization, carbon footprint reduction, and sustainable sourcing. Sustainability must be given top priority in Marks & Spencer’s operations as customer knowledge of environmental problems rises. Reducing waste, encouraging environmental responsibility, and putting eco-friendly practices into action not only meet customer expectations but also help brands stay sustainable over the long run (Blanco-Callejo and de Pablos-Heredero, 2019).

SWOT Analysis

A strategic planning technique called a SWOT analysis looks at an organization’s external opportunities and threats as well as its internal strengths and weaknesses. Understanding the existing strategic position and developing plans for sustainable development is made easier with the help of this study (Priporas, 2019).


Several of Marks & Spencer’s advantages support the company’s position in the market. One of the brand’s most significant advantages is its well-established reputation for dependability and quality. The company’s dedication to sustainability and ethical sourcing is in line with the growing demand from customers for socially conscious business practices. The varied product line of Marks & Spencer, which includes apparel, food, and home items, offers a steady flow of income (Gonda et al. 2020).


Marks & Spencer has its advantages, but it also has internal problems. One flaw is a certain level of stagnation in brand impression, particularly with younger audiences. Due to the company’s difficulties adjusting to the quickly shifting trends and tastes of its customers, there may be gaps in the relevancy of its products. High expenses and operational inefficiencies might potentially be seen as disadvantages that need strategic consideration (Mukonza and Swarts, 2020).


For progress to be maintained, opportunities must be recognized and taken advantage of. With the growing trend of digital shopping, Marks & Spencer may use these chances to enhance its online presence and e-commerce skills. Expansion into international markets offers an additional opportunity for development, particularly in developing markets. Additionally, Marks & Spencer has a chance to strengthen its position in the market thanks to the rising demand for items with ethical and sustainable sourcing (Wang and McCarthy, 2021).


Recognizing potential threats enables organizations to reduce risks proactively. Robust rivalry in the retail industry poses a significant challenge to Marks & Spencer. Economic ups and downs may affect consumer spending, which can affect retail sales. Challenges arise from external sources like legislation that change, particularly those about environmental standards. The emergence of fast fashion and internet competition further intensifies the danger scenario (Panasenko et al. 2021).

BCG Matrix (Boston Consulting Group Matrix)

A portfolio analysis method called the BCG Matrix divides a company’s offerings into four groups: Dogs, Cash Cows, Stars, and Question Marks. Using market share and the product life cycle to inform strategy development and resource allocation is made more accessible with the aid of this categorization (El Fikri et al. 2020).


In a quickly expanding market, items having a significant market share are considered stars. Products in this category for Marks & Spencer might include recently introduced, very successful apparel lines or sustainably sourced culinary items (Purohit et al. 2021). Even though these items need a significant financial outlay, as the market develops, they may turn into future cash cows.

Question Marks

Question Marks, also referred to as “problem children,” have a small market share but excellent growth potential. To assess these items’ potential, a great deal of thought and money must be invested. There may be question marks for Marks & Spencer in developing areas or new product lines that haven’t yet captured a sizable portion of the market. It is up to us to decide how best to invest in them and make them stars or phase them out (Rjoub et al. 2022).

Cash Cows

High market share items in a market with little growth are known as cash cows. These goods have little room for expansion, but they do provide a consistent cash flow. In the case of Marks & Spencer, a few well-known and continuously well-liked product lines may be deemed cash cows, particularly in the food industry (Gornostaeva et al. 2019). Here, the goal is to minimize needless spending while maintaining and milking these items for as long as feasible.


In a market that is either mature or in decline, dogs have a low market share. Marks & Spencer must determine whether any product lines possibly outmoded or underperforming fashion lines fit within this description. If such activities are found, strategic choices like divesting or realigning must be taken to prevent expending resources on unsuccessful ventures (Di Iorio & Spagnoli, 2023).

Generic Strategies for Marks and Spencer

Michael Porter defined generic strategies as basic tactics that companies use to get a competitive edge. As a well-known store, Marks & Spencer may use these general techniques to position itself strategically in the market. Differentiation, focus, and cost leadership are the three primary generic tactics.

Cost Leadership

A corporation that employs a cost leadership strategy seeks to become the lowest-cost manufacturer within its industry. Through obtaining economies of scale, streamlining its supply chain, and cutting costs associated with operations, Marks & Spencer may strive for cost leadership (Moodley et al. 2020). This tactic is especially useful in the fiercely competitive retail industry, where customers are very price-sensitive.


Offering distinctive, superior goods and services that set you apart from the competition is the essence of differentiation. Marks & Spencer is in an excellent position to pursue a differentiation strategy because of its long-standing reputation for high-quality and moral business practices. Using this strategy, a business may often charge higher pricing and foster customer loyalty (Hanaysha et al. 2021).


The focused approach entails focusing on a specific niche or market sector. Marks & Spencer may choose to focus on a particular market segment, product line, or region in which it sees room for growth (Babin et al. 2021). With this approach, the business may customize its products to meet the unique requirements and tastes of a targeted market.


Finally, Marks & Spencer’s dedication to navigating the difficulties of the retail market is shown by its strategic framework, which includes PESTLE analysis, Porter’s Five Forces, SWOT analysis, BCG Matrix, and generic strategies. The corporation effectively caters to consumer wants, cultivates lucrative connections, and strategically positions itself against competition pressures by using market orientation concepts. Marks & Spencer can maintain its resilience and position for long-term success by maintaining a balance between cost leadership, distinctiveness, and focus. The company’s entire strategy approach positions it as a dynamic and customer-centric actor, able to adapt and grow in the ever-changing market dynamics in this rapidly expanding business environment.


To improve online consumer experiences and competitiveness, Marks & Spencer should step up its emphasis on digital transformation. Customer awareness of the environment will increase if innovative sustainable practices and product offers are highlighted. Enhancing supplier partnerships may help to strengthen the supply chain, especially in developing markets. The organization will be flexible as long as it keeps an eye on market developments and makes proactive adjustments to meet changing customer demands. Furthermore, training and development funds for staff members will enable them to promote operational excellence. Through the integration of these proposals into its strategic framework, Marks & Spencer can ensure a robust and forward-thinking future within the ever-changing retail industry.


Al-Suraihi, W. A., Al-Suraihi, A. H. A., Ibrahim, I., Al-Tahitah, A., & Abdulrab, M. (2020). The Effect of Customer Relationship Management on Consumer Behavior: A Case of Retail Industry in Malaysia. International Journal of Management and Human Science (IJMHS).

Arango-Botero, D., Valencia-Arias, A., Bermúdez-Hernández, J., & Duque-Cano, L. (2021). Factors that promote social media marketing in retail companies. Contaduría y administración66(1).

Arthur, K. N. A., & Owen, R. (2022). A micro-ethnographic study of big data-based innovation in the financial services sector: Governance, ethics, and organizational practices. In Business and the Ethical Implications of Technology (pp. 57-69). Cham: Springer Nature Switzerland.

Babin, B. J., Feng, C., & Borges, A. (2021). As the wheel turns toward the future of retailing. Journal of marketing theory and practice29(1), 78-91.

Berezivskyi, Y., Zbarsky, V., & Zbarska, A. (2021). Integral evaluation as the basis of analytical support for managing the competitiveness of socially-oriented retailers. Accounting7(4), 825-836.

Bilińska-Reformat, K., Kucharska, B., Twardzik, M., & Dolega, L. (2019). Sustainable development concept and creation of innovative business models by retail chains. International Journal of Retail & Distribution Management47(1), 2-18.

Blanco-Callejo, M., & de Pablos-Heredero, C. (2019). Co-innovation at Mercadona: A radically different and unique innovation model in the retail sector. Journal of Business and Retail Management Research13(4).

Bolton, R. N. (2019). Responsible research in retailing: is your research really useful? Journal of Retailing95(3), 3.

Dabija, D. C., Bejan, B. M., & Dinu, V. (2019). How sustainability-oriented is Generation Z in retail? A literature review. Transformations in Business & Economics18(2).

Dabija, D. C., Bejan, B. M., & Pușcaș, C. (2020). A qualitative approach to the sustainable orientation of Generation Z in retail: The case of Romania. Journal of Risk and Financial Management13(7), 152.

de Souza, M., Pereira, G. M., de Sousa Jabbour, A. B. L., Jabbour, C. J. C., Trento, L. R., Borchardt, M., & Zvirtes, L. (2021). A digitally enabled circular economy for mitigating food waste: Understanding innovative marketing strategies in the context of an emerging economy. Technological Forecasting and Social Change173, 121062.

Di Iorio, M., & Spagnoli, A. (2023). Retail design education. Designing new and reframed learning tools for experience-based learning. In Ninth International Conference on Higher Education Advances, Ninth International Conference on Higher Education Advances.

El Fikri, M., Andika, R., Febrina, T., Pramono, C., & Pane, D. N. (2020). Strategy to Enhance Purchase Decisions through Promotions and Shopping Lifestyles to Supermarkets during the Coronavirus Pandemic: A Case Study IJT Mart. Deli Serdang Regency, North Sumatera.

Ferreira, A., Pinheiro, M. D., de Brito, J., & Mateus, R. (2019). Decarbonizing strategies of the retail sector following the Paris Agreement. Energy Policy135, 110999.

Gonda, G., Gorgenyi-Hegyes, E., Nathan, R. J., & Fekete-Farkas, M. (2020). Competitive factors of the fashion retail sector with a special focus on SMEs. Economies8(4), 95.

Gornostaeva, Z. V., Lazareva, N. V., Bugaeva, M. V., Gribova, O. V., & Zibrova, N. M. (2019). DIRECTIONS AND TOOLS OF STRATEGIC MARKETING MANAGEMENT OF RETAIL TRADE ENTERPRISES IN MODERN RUSSIA BASED ON QUALITY MANAGEMENT. International journal for quality research13(2).

Hanaysha, J. R., Al-Shaikh, M. E., & Alzoubi, H. M. (2021). Importance of marketing mix elements in determining consumer purchase decision in the retail market. International Journal of Service Science, Management, Engineering, and Technology (IJSSMET)12(6), 56-72.

Kumar, M. R., Venkatesh, J., & Rahman, A. M. Z. (2021). Data mining and machine learning in retail business: developing efficiencies for better customer retention. Journal of Ambient Intelligence and Humanized Computing, 1-13.

Kurnianto, A. M., Syah, T. Y. R., Pusaka, S., & Ramdhani, D. (2019). Marketing Strategy on the Project Planning of Retail Business for Garage Shop. International Journal of Multicultural and Multireligious Understanding6(1), 217-228.

Lee, C. H., Zhao, X., & Lee, Y. C. (2019). Service quality-driven approach for innovative retail service system design and evaluation: A case study. Computers & Industrial Engineering135, 275-285.

Marrucci, L., Marchi, M., & Daddi, T. (2020). Improving the carbon footprint of food and packaging waste management in a supermarket in the Italian retail sector. Waste Management105, 594-603.

Moodley, R., Chiclana, F., Caraffini, F., & Carter, J. (2020). A product-centric data mining algorithm for targeted promotions. Journal of Retailing and Consumer Services54, 101940.

Mostaghel, R., & Chirumalla, K. (2021). Role of customers in circular business models. Journal of Business Research127, 35-44.

Mukonza, C., & Swarts, I. (2020). The influence of green marketing strategies on business performance and corporate image in the retail sector. Business Strategy and the Environment29(3), 838-845.

Nilssen, R., Bick, G., & Abratt, R. (2019). Comparing the relative importance of sustainability as a consumer purchase criterion of food and clothing in the retail sector. Journal of Brand Management26, 71-83.

Nyame-Asiamah, F., & Ghulam, S. (2020). The relationship between CSR activity and sales growth in the UK retailing sector. Social Responsibility Journal16(3), 387-401.

Palmatier, R. W., & Crecelius, A. T. (2019). The “first principles” of marketing strategy. AMS Review9, 5-26.

Panasenko, S. V., Cheglov, V. P., Ramazanov, I. A., Krasil’nikova, E. A., Stukalova, I. B., & Shelygov, A. V. (2021). Improving the innovative development mechanism of the trade sector. Journal of Advanced Pharmacy Education & Research| Jan-Mar11(1), 10-51847.

Priporas, C. V. (2019). Competitive intelligence practice in liquor retailing: evidence from a longitudinal case analysis. International Journal of Retail & Distribution Management47(9), 997-1010.

Purohit, S., Paul, J., & Mishra, R. (2021). Rethinking the bottom of the pyramid: Towards a new marketing mix. Journal of Retailing and Consumer Services58, 102275.

Rjoub, H., Iloka, C. B., & Venugopal, V. (2022). Changes in the Marketing Orientation Within the Business Model of an International Retailer: IKEA in Malaysia for Over 20 Years. In Handbook of Research on Current Trends in Asian Economics, Business, and Administration (pp. 170-190). IGI Global.

Wang, P., & McCarthy, B. (2021). What do people “like” on Facebook? Content marketing strategies used by retail bank brands in Australia and Singapore. Australasian Marketing Journal29(2), 155-176.

Related Posts

Leave a comment

× WhatsApp Us