Marks & Spencer has a strong womenswear design team led by style director Belinda Earl, but how can the retailer promote its fashion if customers aren’t interested?

Across its brands, including Limited Edition and Autograph, the new spring/summer 2018 collection offers stylish and contemporary prints. And its trademark quality could not be missed.

Despite M&S’ collection, it is clear there is still some resistance among customers to part with their cash at the retailer.

Many shoppers get a buzz out of surprising friends, saying a product they’re wearing is from somewhere unexpected – be that Primark or George at Asda.

“How its products are displayed in its marketing efforts is almost a complete contrast to how they’re presented in stores”

It’s a feeling that says they’re ahead of the game, proud of their purchase and where it’s from. However, it seems not many people say this about M&S – as its quality is an expectation. 

This should therefore form a key strategic change to help turn profits in its clothing division around.

Reignite customer interest

M&S has worked hard to improve its stock levels and pricing structure to make its products not only readily available and affordable, but to also justify the cost of its higher-priced products.

With clothing having peaked over the last 10 to 15 years, M&S needs to help change the mindset of its current customers and attract new ones by becoming a fashion destination.

The retailer has completed the first step by creating a collection that offers fashion authority. The next step is showcasing this in stores to drive footfall.

While the retailer has attempted to make in-store navigation easier by merchandising its products by category, this approach doesn’t shout “fashion destination”.

“If M&S wants to target the 35+ aged customer, then it needs to understand the concept of how they shop”

Instead, when this comes to outfitting, it presents a DIY approach which you’d more commonly find in a homewares store. Ultimately, how its products are displayed in its marketing efforts is almost a complete contrast to how they’re presented in stores.

While it’s great that a retailer can offer the same cardigan in over 15 colours, it shouldn’t necessarily be the main focus in store.

According to WGSN’s Barometer, its customers are already aware of M&S’ credentials for quality classics. However, it’s the retailer’s fashion attributes that are below average in the fashion market.

Store-led focus

M&S could learn a thing or two from Next. While Next’s store performance has been hit like many on the high street, it continues to flourish through its Directory arm – which happens to house the majority of its essentials range – while it lets its stores tell its fashion story instead.

M&S shouldn’t remove all of its basics from stores – but it needs to ensure the best performing lines and sizes are still available by location to avoid customer dissatisfaction.

By reducing the number of these lines across the estate, it will allow space to create compelling and attractive product displays for its seasonal collections, which WGSN’s Barometer shows it currently lacks in store.

Distinctly merchandised fashion stories in store, in line with its marketing efforts, will present quick outfit building opportunities to drive average basket volumes, while seasonal collections come with higher price points that are likely to drive increased basket values.

Not only does this present a way for M&S to up its fashion credentials in store, but it also drives customers to its site for its staple lines that will support its goal to generate a third of its clothing sales online.

If it wants to target customers aged 35+ it needs to understand the concept of how they shop. So while M&S works to reduce clothing space across its estate, the retailer should also focus on transforming its stores into a fashion destination that its customers are proud to shop in.

Methodology

WGSN’s Barometer is used to track public perception of retailers. It interviews 350 consumers every day, yielding over 120,000 interviews a year, composed of over 100 questions.

For more information, contact Sarah.Murphy@wgsn.com