Newspaper Analysis

The front page of a newspaper provides a great deal of information on various subjects. Most newspapers include a weather forecast, an index or brief description of articles inside the paper, and a small sports scorecard to accompany the local and national news. Newspapers also concentrate on how to grab the attention of readers. They most commonly use a larger, darker type of print, mixture of color, and/or pictures on the front page of the paper. A newspaper s job is to update people on the happenings around the world as well as in their own community. Community size often may influence or even dictate the findings on the front page of a newspaper. Normally the front page of a newspaper lets a person in on the findings throughout the remaining sections of the paper. A small index, or article description containing page numbers, usually shows a reader what the rest of paper contains. Accompanying this index, usually a forecast of the weather to come in the next few days manages to make it on the front page also. Some papers actually save the die-hard sports fans some time by having a miniature scoreboard recapping the scores of the day before. Remember that this doesn t apply to all papers only to some. Newspapers constantly look for more readers and to help attract these readers many attempt to dress up their paper. While some papers remain basic and plain, others add color and size to font in a try to appeal to readers. Background color adds a little life to an otherwise regular dull off white that normally associates itself with newspapers. The larger font highlighted in bold to draw the eyes of a reader in that direction gives each article its own personalized title instead of simply a lead in to the article itself. Negative effects, also come from the attempt at adding life to the paper. A few readers become disgusted with the constant multiple page articles. The large font makes articles small space assigned to it that much smaller, so readers frequently find themselves finishing articles on a second page. Pictures commonly graze the front page of newspapers. From local events to national disasters they provide for a break in reading. Even when reading a book, many people skim the pages looking for pictures to give an image to the writings in that book. The pictures do not necessarily link with the articles on the page either; many pictures make the paper without a story behind them. These pictures commonly differ from place to place. If a person were to pick up a small town newspaper they would most likely notice a range of articles from the town wide garage sale to the result of the football game on Friday night. If a person were to pick up a larger based newspaper, they would notice more articles dealing with the community. The difference between newspapers varies ever so slightly. When a person views or observes the pictures from the big city paper they may find some government officials shaking hands or people from another country with distraught looks overcoming their faces. In a local community the newspaper more than likely will not contain pictures pulled off the associated press wire. Pictures on the front page of a small town paper will show children swimming, playing at a local park, or the rodeo queen. A person won t catch these pictures on the cover of a large paper; in fact, articles similar to these most likely would not exist in larger papers. Like pictures, articles also differ from community to community. Not many small papers feature articles about how the President signed another bill or influenced another treaty. The small papers will contain articles about the local chamber of commerce or the recent school board bond issue. The larger newspaper will discuss a variety of national news and possibly work in some details of how the stock market is rising or falling. The larger paper covers so many different communities it is important for them to keep people up to date on the latest news nationally with their sources. With sources obtained by the larger paper their ability to cover national news makes them the money. Different papers cover different topics or issues. Newspapers bring information about various subjects to people. People in return relay this information to other people, in effect notifying others of the happenings in our world. The importance of the newspaper takes us back in history to the time of the Sons of Liberty. They were not far enough advanced to produce a newspaper and disperse it among the colonies. They had to send representatives to meetings to tell of their mistreatment by the British. This only happened through organized meetings at different times. Small newspapers cover local news happening around several communities. Even though it covers several communities, small papers create a feel of a hometown paper. Large papers just don t create that feel of a hometown paper even though they also cover many communities. These papers are relied on to bring the people the national news that escapes the smaller papers. Their emphasis on national news makes them the leading sellers. Every newspaper covers their fair share of news, only each paper s front page will contain the news they will exhibit throughout the remaining of their paper. Simply put remember to find national news go to the big city paper and for your local news pick up a small newspaper.

Marks & Spencer Group Anaylsis

COMPANY PROFILE Marks and Spencer Group plc REFERENCE CODE: DFE67A38-E021-448F-BC58-3944E618713F PUBLICATION DATE: 12 May 2012 www. marketline. com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Marks and Spencer Group plc TABLE OF CONTENTS TABLE OF CONTENTS Company Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Key Facts†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Business Description†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Histor y†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Key Employees†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Key Employee Biographies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Major Products and Services†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 6 Revenue Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Top Competitors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 25 Company View†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 26 Locations an d Subsidiaries†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 29Marks and Spencer Group plc  © MarketLine Page 2 Marks and Spencer Group plc Company Overview COMPANY OVERVIEW Marks and Spencer Group (M&S or â€Å"the company†) is one of the leading retailers of clothing, foods and homeware in the UK. The company operates in more than 40 countries across Europe, the Middle East, and Asia. It is headquar tered in London, the UK and employs 78,169 people. The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in the financial year ended April 2011 (FY2011)*, an increase of 2. 1% over FY2010. The operating profit of M&S was ? 836. million (approximately $1,302. 5 million) in FY2011, a decrease of 1. 8% compared to FY2010. The net profit was ? 612 million (approximately $952. 5 million) in FY2011, an increase of 1 6. 3% over FY2010. *The financial year ended April 2, 2011 was a 52-week period whereas the financial year ended April 3, 2010 was a 53-week period. KEY FACTS Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR Phone 44 20 7935 4422 Fax Web Address http://www. marksandspencer. com Revenue / turnover 9,740. 3 (GBP Mn) Financial Year End April Employees 78,169 London TickerMKS Marks and Spencer Group plc  © MarketLine Page 3 Marks and Spencer Group plc Business Description BUSINESS DESCRIPTION M&S is the holding company of the Marks & Spencer Group of companies. The company is one of the UK’s leading retailers, with more than 21 million people visiting its stores each week. M&S offers clothing and home products, as well as foods, sourced from about 2,000 suppliers globally. It operates through both wholly owned stores and franchise stores. As of FY2011, the company operated 703 stores in the UK. M&S operates over 361 owned and franch ised stores in over 42 territories.Though the company primarily repor ts its revenues in terms of geographic segments (UK and international), its operations can be categorized under two divisions: food and general merchandise. The food division concentrates on four main areas: fresh, natural, healthy food; special celebration products; authentic ready meal ranges; and exceptional ever yday food such as â€Å"Oakham† chicken. It operates a chain of 163 Simply Food owned stores and 202 Simply Food franchise stores in high streets, motorway service stations, railway stations and air por ts in the UK.The general merchandise division of the company is categorized into two segments: clothing and home. The clothing segment offers women's wear, men's wear, lingerie, children's wear, and accessories and footwear. Some of the prominent brands offered by this segment include Autograph, Limited Collection, Collezione, Blue Harbour, Girls Boutique, Per Una, Ceriso, Adored, and Truly you. The home segment offers homeware and home accessories, kitchen and tableware, lighting, and furniture products. In addition to selling products through regular stores, the segment also offers catalogue services.M offers its products and services online as well as through flagship stores, high street stores, retail park stores, M outlets, Simply Food stores, and Simply Food franchised stores. Marks and Spencer Group plc  © MarketLine Page 4 Marks and Spencer Group plc History HISTORY M was founded in 1884 as a stall in an open market in Leeds, the UK. Then known as Marks' Penny Bazaar, it was the household goods, haberdasher y, toy, and sheet-music business of Michael Marks, a Jewish refugee from Poland. In 1894, he took Thomas Spencer as a business par tner.In 1903, M&S was registered as a private limited company. Although a clothing design depar tment had first been set up in 1938, it was not until after the Second World War that it became fully developed under a leading designer . In 1973, the company entered Canada, and bought Peoples Depar tment Stores and D'Allaird's, a national women's wear retailer, both of which it later sold. The company also had direct retailing investments in Canada. It tried to move south of the border in 1988 with the purchase of Brooks Brothers, but the US operation never took off as the company had hoped.Five franchised stores were closed down in Turkey in 1999 when the franchise par tner Turk Petrol Holding couldn't meet its bank obligations and collapsed. Later in the year, Marks and Spencer Canada, after 25 years of business, closed its 38 stores. The company sold its US clothing chain Brooks Brothers for $225 million in 2001. In 2003, M&S announced the launch of its â€Å"&more† credit card. Alongside this, Marks & Spencer Financial Services was re-branded â€Å"Marks & Spencer Money. † In 2004, M&S completed the sale of Marks & Spencer Retail Financial Services Holdings (M&S Money) to HSBC.During the course o f 2005, the company opened 31 Simply Food stores as well as closed the Lifestore project in the UK. M&S expanded the â€Å"Simply Food† format with the acquisition of 28 stores on a leasehold basis from Iceland Foods for a consideration of ? 38 million (approximately $76. 3 million) in 2006. In the same year, M&S sold Kings Super Markets, its only non-M&S branded business to a US investor group consisting of Angelo, Gordon & Co, MTN Capital Par tners and Mr. Bruce Weitz for $61. 5 million in cash.In 2007, M&S and two of its long-term suppliers decided to star t the development of M&S' first â€Å"eco-factories†, pioneering innovative methods of sustainable manufacturing. One factor y in Sri Lanka would make lingerie and two factories in Nor th Wales would manufacture furniture upholster y. In the same year, the company launched its own branded LCD widescreen TVs. This range was in addition to the existing collection of Sony TVs currently available at M. Fur ther in the year, M launched school wear made from recycled plastic bottles.The company's first standalone home store in Lisburn, Nor thern Ireland was launched in 2007. In the same year, M&S launched Big & Tall, an exclusive online men's wear offering more than 450 items online ranging from tailoring to knitwear to casual shir ts and trousers. Also in 2007, M reduced saturated fat level as much as 82% in more than 500 company's products. The company reduced saturated fat levels in products including sandwiches, ready meals, crisps and savor y snacks. Marks and Spencer Group plc  © MarketLine Page 5 Marks and Spencer Group plc HistoryTowards the end of 2007, a new Made to Measure shir ts ser vice was launched by M&S, which allowed customers to design a tailor-made shir t within 21 days. The company added new products to its men's wear por tfolio in FY2008. M also launched climate control underwear featuring temperature regulating technology developed by NASA, expanded Collezione brand collec tion by introducing new shoes, wool and cashmere mix trousers. M reinvigorated its Blue Harbour brand to attract 35 to 44 year old men. Also in FY2008, the company star ted to freeze its ready meals for international sale and launched a range of 70 lines in eight countries.Later, the company also launched a 25-piece capsule collection called GD25 from Per Una. In 2008, M removed ar tificial colors and flavorings from its entire food and soft drinks range. In the same year, the company improved the quantity of space in a number of major out of towns and city centre stores through store extensions and also added 35 stores to its Simply Food por tfolio, including 25 BP franchised stores. A new flagship store in new Westfield Centre at White City, West London was opened at the end of 2008.To fur ther progress in Asian markets, the company opened its first 38,000 square feet store in Shanghai. M then entered into a par tnership with Scottish and Southern Energy, as per which M Energy wou ld supply electricity and gas to domestic customers and reward them with M store vouchers for helping the environment by reducing their energy usage. M announced plans to close 10 of its Simply Food stores in 2009. The company opened Food to Go outlets in Hong Kong in the same year. Also in 2009, M announced plans to enter new categories in the Indian market, with the launch of luggage and footwear for men.The company introduced a Ramadan and Eid fashion collection in all the 13 stores throughout the Middle East in the UAE, Bahrain, Qatar, Kuwait and Oman in 2009. Fur ther in the year, M launched personalized greetings cards business online. The company also announced to open its second mainland store in Guangzhou, the capital of Guangdong province in southern China. M also launched a beer and cider range to complement its wine selection. M launched a revamped version of its website in 2009, the first major update since 2007.Fur thermore, in 2009, the company began to offer its onli ne international deliver y service to 73 more countries as par t of a drive to grow annual sales of M Direct. The company began its offering within the homeware sector in 2009. M announced plans to open a store in Marbella, Spain by the end of 2009. In the same year, M and India-based Reliance Retail planned to open approximately 50 stores in India in the following five years under the banner of their joint venture company Marks & Spencer Reliance India. Later in the year, the company outlined plans to cut costs by ? 50 million (about $150 million) by optimizing its supply chain and IT systems. M also announced plans to open a new store at the Swords Pavilions shopping center in the Dublin Airpor t, Ireland, in 2009. The company opened its new 22,000 square feet store at Morpeth's Sanderson Arcade in the same year. M&S decided to launch â€Å"Simply Food† in Western Europe. Fur ther in 2009, the company announced plans to sell a selected range of around 400 branded grocery an d household products in all of its UK stores, following a 16-month trial in its stores in the Nor th East and South East of England.In 2010, M&S launched a new Home Energy Service division that would offer customers a suite of energy efficiency products and services. Building on the success of M&S Energy, which was servicing Marks and Spencer Group plc  © MarketLine Page 6 Marks and Spencer Group plc History over 125,000 homes, the company would roll-out a number of new products including bespoke energy advice, renewable energy solutions such as solar panels and heat pumps, and energy efficient heating solutions.In the same year, M&S announced a program to be the world's most sustainable retailer by 2015, launching 80 major new commitments under M' eco and ethical plan, Plan A. The new commitments will mean that the company ensures all M&S products become ‘Plan A products' with at least one sustainable quality. This program will also enable the company's 2,000 suppliers to a dopt Plan A best practice and encourage M customers and employees to live ‘greener' lifestyles. Fur ther in 2010, M launched a new version of www. marksandspencer. om designed specifically for use on mobile phones and mobile devices—the first mobile site from a major UK high street retailer. Through this, the company aims to expand its multi-channel offering. During the same year, M launched England Football team suit exclusively in M stores, to take advantage of the football World cup spending. The company opened its new 1. 1 million square feet distribution centre at ProLogis Park Bradford in the UK in 2010. This warehouse in the UK will serve all the company's stores with furniture products and store equipment.Later in 2010, M&S launched a range of Solar PV and Solar Thermal water heating solutions. Fur thering the sustainability initiatives, the company also announced that it will use polyester made from recycled PET drinks bottles instead of virgin polymer to make more than 300 million clothing care labels a year. Towards the end of 2010, M&S announced plans to move into rail distribution to reduce its carbon footprint. More than 300,000 general merchandise products per week would move from road to rail distribution. The company also opened a new shopping center in Vilnius, Lithuania at the end of year.In April 2011, M&S opened its greenest ever store at Ecclesall Road in Sheffield. This is the first store of a number of new Sustainable Learning stores planned by the company as par t of its drive to become the world's most sustainable major retailer by 2015. The company opened 20 stores in the UK during FY2011, including 17 Simply Foods. In international, M opened 49 new stores and closed 15 stores. During the same period, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo.The company, in July 2011, launched a new iPad application for its investors. This application will provide investors w ith latest M financial news. In the following month, M signed a traceability deal with Historic Futures. As per the deal, Historic Futures will provide the company full traceability on ever y single clothing and home product it sells. M is the first major retailer to commit to full traceability for non-food products. In September 2011, M opened a new store at Westfield, Stratford City with the latest ‘Only at Your M' innovations and customer experiences.In the following month, M&S launched its new French website, http://www. marksandspencer. fr/, marking its first international transactional website. Marks and Spencer Group plc  © MarketLine Page 7 Marks and Spencer Group plc History The company, in November 2011, opened its new flagship store at 100 Avenue des Champs-elysees in Paris. M&S, in February 2012, launched its outlet format on its website at www. marksandspencer. com/outlet. M&S Outlet will permanently offer a selection of more than 1,300 quality M&S clothing prod ucts with up to 40% off the regular high street and online prices.In the same month, the company recalled four products (Crispy Prawn Wonton, Crispy Vegetable Balls, Prawn Baguette Toast, and Prawn Siu Mai Selection) from its Chinese range due to mistake in ‘use by’ date. In March 2012, the company, announced plans to launch a new website for its Irish customers, http://www. marksandspencer. ie/. In April 2012, M&S announced that it will accept secondhand clothes at UK outlets in order to recycle into other fabrics or reuse overseas by the Oxfam charity in an aim to cut waste. Marks and Spencer Group plc  © MarketLine Page 8 Marks and Spencer Group plcKey Employees KEY EMPLOYEES Name Job Title Board Marc Bolland Chief Executive Officer Executive Board 975000 GBP Alan Stewar t Chief Finance Officer Executive Board 550000 GBP Kate Bostock Executive Director, General Merchandise Executive Board 590000 GBP John Dixon Executive Director, Food Executive Board 540000 GBP Ste ven Sharp Executive Director, Marketing Executive Board 655000 GBP Laura Wade-Gery Executive Director, Multi-channel E-commerce Executive Board Amanda Mellor Group Secretar y and Head of Corporate Governance Executive Board Rober t Swannell Chairman of the BoardNon Executive Board Vindi Banga Director Non Executive Board Miranda Cur tis Director Non Executive Board Jeremy Darroch Director Non Executive Board 85000 GBP Steven Holliday Director Non Executive Board 85000 GBP Mar tha Lane Fox Director Non Executive Board 70000 GBP Jan du Plessis Director Non Executive Board 70000 GBP Clem Constantine Director, Proper ty Senior Management Tanith Dodge Director, Human Resources Senior Management Dominic Fr y Director, Communications and Investor Relations Senior Management Jan Heere Director, International Senior Management Nayna McIntoshDirector, Store Marketing and Design Senior Management Steve Rowe Director, Retail Senior Management Darrell Stein Director, Information Technology and L ogistics Senior Management Marks and Spencer Group plc  © MarketLine Compensation 450000 GBP Page 9 Marks and Spencer Group plc Key Employee Biographies KEY EMPLOYEE BIOGRAPHIES Marc Bolland Board: Executive Board Job Title: Chief Executive Officer Since: 2010 Mr. Bolland has been the Chief Executive Officer at Marks and Spencer Group since 2010. Previously, he was the Chief Executive Officer at Morrisons Supermarkets from 2006 to 2010.Prior to this, Mr. Bolland worked at Heineken for 20 years in various management roles, including Executive Board member and Chief Operating Officer, and responsibility for operations and business development in the US, France, Italy, Spain, the Caribbean and Latin America. He also ser ves as a Director at Manpower. Alan Stewart Board: Executive Board Job Title: Chief Finance Officer Since: 2010 Mr. Stewar t has been the Chief Finance Officer at Marks and Spencer Group since 2010. Before joining the company, he was the Chief Financial Officer at AWA S, an aircraft leasing company. Mr.Stewar t spent 10 years at HSBC Investment Bank before joining Thomas Cook in 1996, where he held various senior roles, including Chief Executive at Thomas Cook UK. Mr. Stewar t joined WH Smith in 2005 as Group Finance Director. He also ser ved as a Non Executive Director at Games Workshop Group. Kate Bostock Board: Executive Board Job Title: Executive Director, General Merchandise Ms. Bostock is the Executive Director of General Merchandise at Marks and Spencer Group. She joined the company in 2004. Previously, Ms. Bostock was the Product Director for Childrenswear at Next from 1994.She also ser ved as the Product Director for the George brand covering all areas of clothing and footwear at Asda. John Dixon Board: Executive Board Job Title: Executive Director, Food Marks and Spencer Group plc  © MarketLine Page 10 Marks and Spencer Group plc Key Employee Biographies Since: 2009 Mr. Dixon has been the Executive Director of Food at Marks and Spence r Group since 2009. He joined the company as a Store Management Trainee. Mr. Dixon held various senior roles at the company for over 20 years, including Executive Assistant, Chief Executive, and Director of Home and M&S Direct.Steven Sharp Board: Executive Board Job Title: Executive Director, Marketing Mr. Sharp is the Executive Director of Marketing at Marks and Spencer Group. He joined the company in 2004. Previously, Mr. Shar p served as the Marketing Director at Asda, the Bur ton Group, Booker, and Arcadia Group. Currently, he is a Non Executive Director at Adnams. Laura Wade-Gery Board: Executive Board Job Title: Executive Director, Multi-channel E-commerce Since: 2011 Ms. Wade-Gery has been the Executive Director of Multi-channel E-commerce at Marks and Spencer Group since 2011.Prior to this, she worked at Tesco and held a variety of senior roles, including Chief Executive Officer of Tesco. com and Tesco Direct. Ms. Wade-Ger y also held various roles at Gemini Consulting and K leinwor t Benson. She has also been a Non Executive Director at Trinity Mirror since 2006. Amanda Mellor Board: Executive Board Job Title: Group Secretary and Head of Corporate Governance Ms. Mellor is the Group Secretary and Head of Cor porate Governance at Marks and Spencer Group. She joined the company in 2004 as the Head of Investor Relations. Ms.Mellor spent her early career in investment management at James Capel before becoming a Director within its Corporate Finance team. She then served at Rober t Fleming, Investment Banking prior to joining The Bur ton Group as the Director of Cor porate Relations and Investor Relations. Robert Swannell Board: Non Executive Board Job Title: Chairman of the Board Marks and Spencer Group plc  © MarketLine Page 11 Marks and Spencer Group plc Key Employee Biographies Since: 2011 Mr. Swannell has been the Chairman of the Board at Marks and Spencer Group since 2011.He joined the company in 2010 as a Non Executive Director. Prior to this, Mr. S wannell was a Senior Independent Director at The British Land Company, and 3i Group. He spent over 30 years in investment banking at Schroders/Citigroup. Mr. Swannell was previously the Vice Chairman at Citi Europe and Co-Chairman at Citi's European Investment Bank. Vindi Banga Board: Non Executive Board Job Title: Director Since: 2011 Mr. Banga has been a Director at Marks and Spencer Group since 2011. He is currently a Par tner at Clayton Dubilier & Rice, a private equity investment firm. Prior to this, Mr.Banga spent 33 years at Unilever, where he held several senior positions, including President of the Global Foods, Home and Personal Care businesses, and was a member of the Unilever Executive Board. He also serves as a Non Executive Director at Thomson Reuters and Maruti Suzuki India. Miranda Curtis Board: Non Executive Board Job Title: Director Since: 2012 Ms. Cur tis has been a Director at Marks and Spencer Group since February 2012. She is currently the Chairman at Waterston es, and a Non Executive Director at Liber ty Global. Ms. Cur tis has also been a Non Executive Director at National Express Group since 2008.She also serves on the Boards of the Institute for Government, the Royal Shakespeare Company, and Camfed (the leading African girls’ education charity). Jeremy Darroch Board: Non Executive Board Job Title: Director Since: 2006 Mr. Darroch has been a Director at Marks and Spencer Group since 2006. He also ser ves as the Chief Executive at British Sky Broadcasting. Previously, Mr. Darroch ser ved as the Chief Financial Officer at British Sky Broadcasting. Prior to this, he was the Group Finance Director and Retail Finance Director at Dixons Retail (formerly DSG International). Marks and Spencer Group plc MarketLine Page 12 Marks and Spencer Group plc Key Employee Biographies Steven Holliday Board: Non Executive Board Job Title: Director Since: 2004 Mr. Holliday has been a Director at Marks and Spencer Group since 2004. He is the Group Chie f Executive Officer at National Grid. Prior to that, Mr. Holliday served as the Director of UK and Europe and was responsible for the UK Electricity and Gas businesses. He is also the Chairman of the UK Business Council for Sustainable Energy. Prior to joining National Grid, Mr. Holliday was an Executive Director at British Borneo Oil and Gas.Previously, he held several senior positions at Exxon Group. Martha Lane Fox Board: Non Executive Board Job Title: Director Since: 2007 Ms. Fox has been a Director at Marks and Spencer Group since 2007. She is the UK’s Digital Champion, the Chairman of Race Online 2012, and a Non Executive Director at Channel 4 Television. Ms. Fox is founder and Chairman of Lucky Voice, and of her own grant-giving foundation, Antigone. She was co-founder of lastminute. com. Jan du Plessis Board: Non Executive Board Job Title: Director Since: 2008 Mr. du Plessis has been a Director at Marks and Spencer Group since 2008.He is the Chairman at Rio Tinto. Pre viously, Mr. du Plessis was the Chairman at British American Tobacco and a Non Executive Director at Lloyds Banking Group. He also ser ved as the Chairman at RHM from 2005 to 2007. Mr. du Plessis was previously the Group Finance Director at Richemont, a position he held until 2004. Clem Constantine Board: Senior Management Job Title: Director, Proper ty Mr. Constantine is the Director, Proper ty at Marks and Spencer Group. He joined the company in 2006. Mr. Constantine was appointed the Group Proper ty and Retail Planning Director at Arcadia Group in 1999.He was appointed to his first finance directorship in 1993, for the IS brand at the Marks and Spencer Group plc  © MarketLine Page 13 Marks and Spencer Group plc Key Employee Biographies Bur ton Group, and moved through several other finance directorships with variable responsibilities including systems and retail. Mr. Constantine was trained as a Char tered Accountant at Stoy Hayward, and joined Debenhams in 1989 as a Financial Analyst. Tanith Dodge Board: Senior Management Job Title: Director, Human Resources Since: 2008 Ms. Dodge has been the Director, Human Resources at Marks and Spencer Group since 2008.She was formerly the Group Human Resources Director at WH Smith since 2003. At WH Smith, Ms. Dodge was also responsible for Public Relations, Communications and Post Office Operations. Prior to this, she was the Senior Vice President Human Resources for Europe, Middle East and Africa (EMEA) at InterContinental Hotels Group. Ms. Dodge also served as the Human Resources Director at Diageo's two business divisions. She was also the International Human Resources Manager at Prudential Corporation. Dominic Fry Board: Senior Management Job Title: Director, Communications and Investor RelationsMr. Fry is the Director, Communications and Investor Relations at Marks and Spencer Group. He joined the company in 2009. Prior to this, Mr. Fr y ser ved at Tulchan Communications. In 1996, he was appointed the Communicat ions Director at J Sainsbury and ser ved in the same role at ScottishPower from 2000 to 2005. In 1989, Mr. Fr y became the Communications Director at AT&T in the UK before moving from there to head up communications at the Channel Tunnel in the mid '90s. He star ted his career in 1982 working in PR consultancy at Traverse-Healy & Regester and then Charles Barker.Jan Heere Board: Senior Management Job Title: Director, International Since: 2011 Mr. Heere has been the Director, International at Marks and Spencer Group since 2011. He joined Inditex in 2002 where he held a several international roles, most recently as General Manager for Inditex Russia. During 2000–02, Mr. Heere held various senior management roles at Zara, Groupo Inmobiliario Lupaco, and Charanga. He began his career at Manpower in Spain in 1997. Nayna McIntosh Marks and Spencer Group plc  © MarketLine Page 14 Marks and Spencer Group plc Key Employee BiographiesBoard: Senior Management Job Title: Director, Stor e Marketing and Design Ms. McIntosh is the Director, Store Marketing and Design at Marks and Spencer Group. She joined the company in 2005. Prior to this, Ms. McIntosh was par t of the Management Team that set up the per una brand in 2001. Previously, she served as the Sales and Marketing Director for the George brand at Asda stores. Before joining George, Ms. McIntosh was at Next for four years as a Divisional Executive for the South of England. Steve Rowe Board: Senior Management Job Title: Director, Retail Since: 2008 Mr.Rowe has been the Director, Retail at Marks and Spencer Group since 2008. He joined the company in 1989 and held a variety of positions in store management, having previously worked at Topshop as a Store Manager. Mr. Rowe joined Head Office in 1992 as a Merchandiser for Menswear. In 1998, he was promoted to Category Manager in the Furniture Depar tment. In 2001, Mr. Rowe led the team developing the Home Growth Strategy, working with McKinsey Consultants, and beca me Head of Home categories in 2003. He was promoted to the Director of Home a year later in 2004. From 2004 to 2008, Mr.Rowe was also responsible for Beauty and New Business Development. Darrell Stein Board: Senior Management Job Title: Director, Information Technology and Logistics Mr. Stein is the Director, Information Technology and Logistics at Marks and Spencer Group. He has been working in IT for 17 years star ting his career at the company in 1990. Mr. Stein re-joined M in 2006 as the IT Director. From 2001 to 2006, he ser ved at Vodafone, becoming IT Director for Vodafone UK in 2004. Prior to this, Mr. Stein was Vodafone's UK Network Director and Global IT Strategy and Architecture Director.From 1996 to 2001, he ser ved at Ernst & Young, leading a number of major IT and Change Programmes in the financial services, retail and utility sectors. In 1994, Mr. Stein joined Mars as a Project Manager. Marks and Spencer Group plc  © MarketLine Page 15 Marks and Spencer Group plc Ma jor Products and Services MAJOR PRODUCTS AND SERVICES M&S is one of the leading retailers of clothing, foods and homeware in the UK. The company's key products and services include the following: Products: Women's wear Men's wear Lingerie Children's wear Footwear Food and grocery items Homeware and home accessoriesKitchen and tableware Lighting Furniture products Services: Credit cards Car, home, travel, and pet insurance Personal loans Brands: Autograph Limited Collection Collezione Blue Harbour Girls Boutique Per Una Ceriso Adored Truly you Marks and Spencer Group plc  © MarketLine Page 16 Marks and Spencer Group plc Revenue Analysis REVENUE ANALYSIS Overview The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in FY2011, an increase of 2. 1% over FY2010. For FY2011, the UK, the company's largest geographic market, accounted for 89. 7% of the total revenues.M generates revenues through two business divisions: food (51. 5%% of the total revenues in FY2011), and general merchandise (48. 5%). Revenues by division* During FY2011, the food division recorded revenues of ? 4,499. 4 million (approximately $7,002. 4 million), an increase of 1. 9% over FY2010. The general merchandise division recorded revenues of ? 4,233. 6 million (approximately $6,588. 8 million) in FY2011, an increase of 2% over FY2010. *The revenue breakdown by division is only for the revenues from the UK market. Revenues by geography The UK, M' largest geographical market, accounted for 89. % of the total revenues in FY2011. Revenues from the UK reached ? 8,733 million (approximately $13,591. 2 million) in FY2011, an increase of 1. 9% over FY2010. International operations accounted for 10. 3% of the total revenues in FY2011. Revenues from international operations reached ? 1,007. 3 million (approximately $1,567. 7 million) in FY2011, an increase of 4% over FY2010. Marks and Spencer Group plc  © MarketLine Page 17 Marks and Spencer Group plc SWOT Analysis SWO T ANALYSIS M&S is one of the leading retailers of clothing, foods and homeware in the UK.The company has expanded its food product offering significantly in the recent years. New products launches, focus on expanding healthy products, promotions, and competitive prices are all helping the company attract customers in a highly competitive market. However, surge in shoplifting could negatively impact the cost structure for M&S. Strengths Weaknesses Expanding food offering Strong market position in the clothing segment Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market M&S etched a highly effective CSR strategy M&S legacy stores and systems are a ompetitive disadvantage Declining general merchandise division sales due to inadequate stocking Opportunities Threats Online channel continues to boom and will enable M&S to boost revenues Focus on China and India can lead to expansion in two of the fastest growing markets Surge in shopliftin g losses costs the retailers and customers Weak consumer spending in the UK Rising labor cost in the UK Strengths Expanded food offering The company has expanded its food product offering significantly in the recent years. In 2009, M&S consistently highlighted it is cheaper than Waitrose on a basket of 1,200 items by about 2%.The company, in 2009, decided to invest in its margins in order to provide its customers better value. As a result of this, M&S saw improved perceptions of value by its customers. The company, in FY2011, launched around 1,800 new products in food and positioned itself as the UK’s leading high quality food retailer. The key product launches of the company include Taste Italia, and Made Without Wheat range of gluten-free bread and cakes, With the success of Made Without Wheat product range, the company launched gluten-free sandwiches, sausages, stuffing, and crisp bakes.As of FY2011, the company offered 125 gluten-free products. M&S also became the UK†™s second largest favorite health food brand with the launch of its Simply Fuller Longer range which encourages customers to manage their weight with a menu plan. The gross margin of food division increased by 20 basis points to Marks and Spencer Group plc  © MarketLine Page 18 Marks and Spencer Group plc SWOT Analysis 30. 8% in FY2011. This was mainly driven by better management of promotions and waste. Fur ther, in the four th quar ter of FY2012 ended March 2012, M&S launched 500 new products in the food division.The sales in this quar ter increased by 3. 1%, The company’s promotions such as roast dinner for ? 5 ($7. 8), Dine In, etc offered its customers with great value solutions for special occasions. M&S’ food division has been performing well in a ver y competitive market and against tough competitors. By launching innovative products and with an expanded food offering, the company has been able to attract the customers in a highly competitive market. Strong market position in the clothing segment M&S has a strong market position in the clothing segment.With more than one in 10 clothing items bought from M&S, the company ranks amongst the three largest clothing retailers in the UK. According to a repor t released by Verdict (Datamonitor's retail arm) in May 2012, M is known for its product quality. The company was ranked first with a score of 49 for its product quality above the market average of 23. According to another repor t released by Verdict in April 2012, M enjoys highest conversion rate of 50. 7% and is very successful in conver ting visitors to loyal main users through its varied product offer, in-store service and garment quality.This indicates that M is a trustwor thy brand, which all main users would return to knowing that the quality, fit, and ser vice are reliable and consistent. The retailer has recognized that its core market of predominantly mature customers has been especially hard hit by rising core costs of living, falling interest on savings and worse prospects for pensions, and in reaction has lowered its entr y prices to compete more effectively with high street/value operators and supermarkets, helping to maintain the loyalty of its main users and prevent them from shopping elsewhere.Verdict, in its repor t in March 2012, ranked, M seventh in the global depar tment store market with a share of 3. 2%. This market leadership enabled M to excel throughout the economic downturn, while other mid-market retailers are pressured from the ever expanding value players. Leading market position indicates access to a large customer base and also popularity of M' offering in the clothing segment. Going forward, this market position would enable the company to drive revenues as consumer spending recovers.Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market With a por tfolio of over 361 owned and franchised stores in 42 territories M&S continues to grow i ts international business. This mix of ownership models and countries enabled the company to perform well in FY2011, even when individual markets were weak. Fur ther, during FY2011, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo. M&S' international business grew by 4% in FY2011 despite tough economic situation.As an established retailer in a mature market, it is going to be hard for M to continually deliver significant increases in UK sales. However, in the long run, its international business offers an oppor tunity for high growth. By generating much higher volumes, it can deliver margin benefits with suppliers. With production costs rising, this will be an advantage in the UK. International expansion will enable the company to access multiple sales points for most of the product ranges. This is especially relevant for clothing and homewares segments.Also, through expansion in the international markets M can reduce Marks and Spencer Group plc  © MarketLine Page 19 Marks and Spencer Group plc SWOT Analysis vulnerability to mature UK market. The company can also par ticipate effectively in some of highest growing markets such as China and India. All these factors would enable the company to reduce the overall business risk and facilitate increased revenues. M etched a highly effective CSR strategy M has to its credit an effective corporate social responsibility (CSR) strategy.CSR has been gaining prominence not just among the stake holders and governments but the consumers as well. The company has the highest propor tion of consumers believing it to be a responsible retailer and this can largely be attributed to the success of its Plan A, a ? 200 million (approximately $320. 3 million) 100-point plan launched in 2007 with five areas of focus: climate change, fair par tnership, health, sustainable raw materials, and waste. In FY2011, the company included two more areas in its Plan A: involving customers, and making Plan A how we do business.In the last few years, initiatives launched under the Plan A banner include launching the company's first eco-store, encouraging suppliers to set-up eco-factories, removing hydrogenated fats from its ready meals, increasing the propor tion of organic food, reducing the salt content of its produce, cer tifying a larger percentage of its fish as originating from sustainable populations, and beginning to sell recycling and composting bins. It is the high profile presence of Plan A in adver tising campaigns, product labeling and store signage that gives M&S one of the best consumer perceptions of a retailer for social responsibility.The campaign works not just as a direct to consumer channel, but also because of the positive coverage it creates. Perhaps more impor tantly, it has publicized all of these initiatives extensively. In 2008, M&S launched a TV adver tising campaign focusing on its ethical, environmental and health-conscious credentials, hi ghlighting that it only uses free range eggs and that its products are now free from ar tificial colors and flavorings. Other, more innovative, ideas have included a joint venture with Oxfam to promote the recycling of old clothes.In addition, more controversially, the retailer introduced a 5p charge for carrier bags at all of its food depar tments in 2008. Though many consumers resented this charge, it has undoubtedly boosted M&S' reputation as an ethical retailer. Overall, sculpting its CSR strategy into such a high publicity campaign, divided into such clear action points and highly visible benefits, has seen the company move to the forefront of responsible retailing. In FY2011, the company launched Indigo Green, its first range of clothing made using more sustainable fabrics.In April 2012, the company announced to accept secondhand clothes at all the UK outlets except Simply Food stores, to recycle them into other fabrics or to reuse them in order to cut waste. Plan A has seen C SR become core to M' principles in the eyes of the consumer and it has reaped the benefits of this, gaining shoppers as a result and repor tedly saving more than ? 70 million (approximately $108. 9 million) in efficiencies gained in FY2011 compared with ? 50 million (approximately $77. 8 million) in FY2010.In addition, M&S improved energy efficiency in its stores by 23% and warehouses by 24% in FY2011 compared to FY2007. It also improved the fuel efficiency of its deliver y fleets by 20% and total carbon emissions have been reduced by 13%. The company now recycles 94% of all the waste it generates from its stores, offices and warehouses. The total waste is down by more than a third. M&S also met its sustainable standards by sourcing 90% of wild fish in FY2011 (62% in FY2010) and 76% of wood in FY2011 (72% in FY2010). Marks and Spencer Group plc  © MarketLine Page 20 Marks and Spencer Group plcSWOT Analysis By actively promoting a product's greener attributes (for example fewer, mo re recognizable and natural ingredients), retailers such as M have positioned products as improving one's personal environment while benefiting the global environment too. Many of their successes have come from emphasizing the former rather than the latter, especially as consumers often associate ethics with a sense of wellbeing. In terms of the issues that concern consumers, the sustainability of natural resources is a major fear, as are climate change and the fairness of sourcing arrangements.Consumers are also attracted to products with health benefits and there is a clear trend that consumers can be persuaded to par t with more money in return for products with a positive impact, not just to them personally, but also to wider society. Indeed, differentiating between products becomes harder and harder to achieve, Verdict expects consumers to turn to auxiliary considerations such as ethicality and sustainability to guide their choices. Consumers are no longer purely satisfied with how a product looks and functions; they want assurances over aspects such as nvironmental impact, hygiene, safety, and fairness. In light of the above mentioned trends where the customer choices are increasingly guided by the sustainability issues, M&S will benefit due to its reputation of being a responsible retailer. Weaknesses M&S legacy stores and systems are a competitive disadvantage M&S suffers some competitive disadvantages compared to Tesco, which has been able to drive earnings before interest and tax (EBIT) growth even in the mature UK market. Tesco benefits from supplier power and state-of-the-ar t IT, supply chain and systems compared with M&S legacy systems.The supermarket retailer has been able to break up the demand cur ve with metro, express and big box store formats out of town and on the high street. Moreover, Tesco stores have been carefully designed with consistent store layouts in order to facilitate store navigation. Extra back room store space has also been allocated to allow for smooth execution of its picking and distribution model. Tesco sells both own label and branded goods (food and non-food) in a bid to drive up footfall and sales conversion. M&S legacy stores are inconsistent in terms of layout.Store size tends to dictate product availability, while a lack of back room store space does not facilitate the same style supermarket pick and delivery model. The legacy systems and stores of M&S are constraining effective servicing of customer demands on a consistent basis. This is placing the company at a clear competitive disadvantage compared to a formidable opponent, Tesco. Declining general merchandise division sales due to inadequate stocking The company’s general merchandise division sales declined in recent times, M&S’ general merchandise division sales decreased by 2. % in the four th quar ter of FY2012 ended March 2012. This was mainly due to shor tage of stock in its stores, Due to this, the company was also no t able to meet customer demand for 300,000 knitwear garments under the M&S Woman label. It only sold Marks and Spencer Group plc  © MarketLine Page 21 Marks and Spencer Group plc SWOT Analysis 100,000 knitwear garments during this period. Fur ther, in times of high demand, inadequate stock could hamper the sales of the division and result in loss of sales to competitors.This not only affects the revenues of the company but could also result in shift of customers to its competitors. Opportunities Online channel continues to boom and will enable M&S to boost revenues Online retail sales in the UK have grown significantly over a period of time. According to Office for National Statistics, non-seasonally adjusted average weekly value for internet retail sales in the UK was ? 414 million (approximately $644. 3 million) in Februar y 2010, this increased to ? 573. 6 million (approximately $892. 7 million) in February 2012, representing an increase of 18%.Internet sales accounted for only 8% of the total retail sales (excluding fuel) in Februar y 2010. This figure increased to 10. 7% in February 2012. The growing desire for convenience is seeing shoppers buy more online, especially in the category of food and grocery. Consumers have also become savvier, using the internet more to get the best deal they can. Voucher codes, and cashback sites have been instrumental in this. Additionally, improved deliver y and fulfillment options have been encouraging consumers to shop more online.The company operates in the internet channel through M&S Direct where the products are offered through website and newly launched ‘Shop Your Way' facility, a new ordering service that has been rolled-out in 444 stores (including 151 in Simply Foods stores) during FY2011, allowing customers to place orders either in stores, online or over the phone, for deliver y to either a nominated address or free of charge to their nearest store. M&S Direct’s sales increased from ? 413 millio n (approximately $642. 8 million) in FY2010 to ? 543 million (approximately $845. million) in FY2011, an increase of 31. 5%. Fur ther, in the first half of FY2012, M&S Direct’s sales increased by 11. 7% with more than three million visitors per week. Thus, by leveraging its online presence, M&S can cater to the requirements of a growing number of customers who are looking for convenience and better deals over the internet. Focus on China and India can lead to expansion in two of the fastest growing markets China and India are two economies which are recording highest growth rates which, in turn, are expected to aid the retail market growth in these two countries.Asia's retail sales are estimated to increase with China driving the growth. According to the preliminary estimation, the gross domestic product (GDP) of China was CNY47,156. 4 billion ($7,285. 7 billion) in 2011, a year-on-year increase of 9. 2% at comparable prices. The fast pace economic development in China couple d with the rise of the middle class income group and their increasing disposable income have fur ther pushed up the demand for several consumer goods. According to National Bureau of Statistics of China, the total retail sales reached CNY18,391. 9 billion (approximately $2,841. billion) in 2011, representing a year-on-year nominal growth rate of 17. 1%. Fur ther, according to industr y estimates, the countr y's total retail sales are expected to increase from approximately CNY20 trillion ($3 trillion) in 2012 to approximately CNY26 trillion ($4 trillion) in 2016, representing an increase of about 30%. Strong Marks and Spencer Group plc  © MarketLine Page 22 Marks and Spencer Group plc SWOT Analysis underlying economic trends, population growth and the increasing wealth of individuals are key factors that contribute to the retail market expansion in China.The retail industry in India is large owing to a large population and is set to grow as several factors contribute. According to the industry sources, the retail sales in India are forecast to grow from around $411 billion in 2011 to $804 billion by 2015. The key factors behind the forecast growth include strong underlying economic growth, population expansion, increasing wealth of individuals and the rapid construction of organized retail infrastructure. Also, as middle and upper class consumer base expands, there will also be oppor tunities in India's second and third-tier cities.The greater availability of personal credit and a growing vehicle population are to improve mobility which will also contribute to a trend towards retail sales growth. M is strengthening presence in India and China as par t of its geographic expansion and for some time to come, these countries would be the key contributors to the company's international expansion strategies. The company in with par tnership with Reliance Retail, an established retailer in India, can tap into this lucrative market while expansion in China also cont inues. Indian and Chinese markets would provide a huge potential revenue base for M&S.Threats Surge in shoplifting losses costs the retailers and customers The UK retailers are exposed to increased costs of shoplifting. Shoplifting has assumed massive propor tions in recent times. According to industry estimates, retail crime costed UK stores ? 1. 4 billion ($2. 2 billion) in 2011. There are about two million thefts per year, which concludes to an average of more than one per minute. According to another industr y repor t, the thefts across the UK stores increased from ? 4. 2 million ($6. 5 million) in 2009 to ? 5. 1 million ($7. 9 million) in 2011, an increase of 20%.Long-term trends also show the figure is likely to continue rising. As a result, retailers have been increasing their surveillance spend. This is increasing the costs for retailers as well as for the end consumers. The shoplifting losses are adding to the costs for the retailers and the customers have also been bearing the brunt. The surge in shoplifting could negatively impact the cost structure for M&S as well. Weak consumer spending in the UK The UK market is suffering from weak consumer spending. The European debt crisis added more downward pressure to the growth prospects of the UK.According to Eurostat, the UK economy grew by 0. 7% in 2011 and is expected to grow by 0. 5% in 2012. In addition, the UK has witnessed high unemployment rate. According to the Office of National Statistics, the unemployment rate for the three months period November 2011 to January 2012 was 8. 4% with 2. 67 million unemployed people in the UK. Increasing unemployment rate is expected to fur ther put pressure on the economy of the UK. High inflation, led by the increase in VAT to 20% and public spending cuts reduced disposable Marks and Spencer Group plc MarketLine Page 23 Marks and Spencer Group plc SWOT Analysis income, leading to a fall in consumer spending on discretionary items. Consumers have been cautious wi th their spending especially due to soaring petrol prices, tax increases and uncer tainty over jobs. The UK is the key market for M&S. In FY2011, the UK accounted for 89. 7% of M&S' total revenues. Thus, the sluggish consumer spending and high unemployment rate in the UK could affect most of the non-food retailers and lead to reduced sales volume or shrinking profit margins. Rising labor cost in the UKLabor costs are rising in the UK. In recent times, tight labor markets, increased over time, government mandated increases in minimum wages and a higher propor tion of full-time employees are resulting in an increase in labor costs, which could materially impact the company's results of operation. The National Minimum Wage (NMW) Regulations came into force in 1999 and since then the NMW rates have been increased annually. The national minimum wage increased from ? 5. 93 per hour ($9. 23 per hour) in October 2010 to ? 6. 08 per hour ($9. 46 per hour) in October 2011.Fur ther, the nation al minimum wage is expected to increase to ? 6. 19 per hour (9. 63 per hour) from October 2012. In FY2011, M&S employed 78,169 people. Increasing labor costs can adversely affect the company's operating costs as its wage bills would escalate. This, in turn, could impact its margins adversely. Marks and Spencer Group plc  © MarketLine Page 24 Marks and Spencer Group plc Top Competitors TOP COMPETITORS The following companies are the major competitors of Marks and Spencer Group plc ASDA Group Limited Debenhams plc H & M Hennes & Mauritz AB J Sainsbury plcNEXT plc Selfridges plc Tesco PLC Gap, Inc. , The French Connection Group Plc House of Fraser Group Plc John Lewis Par tnership plc Arcadia Group Limited Home Retail Group Plc Marks and Spencer Group plc  © MarketLine Page 25 Marks and Spencer Group plc Company View COMPANY VIEW A statement by Rober t Swannell, the Chairman of the Board at Marks and Spencer Group, is given below. The statement has been taken from the companyâ€⠄¢s Annual Repor t for FY2011. I feel ver y privileged to be Chairman of this unique company and at such an exciting time in our evolution.Since joining Marks & Spencer in October and assuming the role of Chairman in Januar y, I have spent much of my time getting to know the business better – meeting our employees, shareholders, customers and suppliers. I first became deeply involved with M during the unsolicited takeover attempt in 2004, when I led the advisory team that helped put the M case to its shareholders. It was then I learned first hand about this unique company: about the extraordinarily strong relationship it has with its many stakeholders and about its very special ethos.This ethos is a reflection of the high standards our customers expect from M – trusting us not only to deliver great value, great quality products but also to do the right thing – socially, environmentally and ethically. We know that putting Plan A at the hear t of how we do busines s is not just the right thing to do; it is also fundamental to our long-term success. Performance In a challenging marketplace M has continued to grow, with underlying profits up 12. 9% on the year.We delivered this by staying true to our heritage of quality and innovation, reminding our customers what makes M special. This year Marc Bolland set out a clear medium-term plan for the business, after extensive discussions with colleagues and us, the Board. This is covered in detail in Marc’s review. From day one, I have been struck by the passion and commitment of our people. I am delighted that this year we are paying a bonus to all employees to thank them for their energy and enthusiasm in what has been a difficult trading environment. DividendWe are committed to delivering consistent returns for our shareholders. To this end we have adopted a progressive dividend policy, with dividends broadly covered twice by earnings. We intend to pay a final dividend of 10. 8p per share (l ast year 9. 5p) in respect of the 2010/11 financial year. Governance Marks and Spencer Group plc  © MarketLine Page 26 Marks and Spencer Group plc Company View This year we returned to the traditional governance structure of a separate Chairman and Chief Executive, providing clarity between Marc Bolland and me, with regard to our respective roles.Put simply, I run the Board and Marc runs the business. The Board has a wide range of responsibilities. There are three that I think are par ticularly impor tant for the success of the business: first, to debate and agree our strategy and hold the executive team accountable for its execution; second, to ensure that we have the most talented team to execute this strategy and that we plan effectively for succession; and third, to set the tone for governance, which is par ticularly impor tant at M where ‘doing the right thing’ is an integral par t of our ethos. My ob is to ensure the Board has the right mix of skills and talents and to ensure that it works effectively as a team towards shared goals with the right mix of enquir y and suppor t of the executive directors from the non-executive directors. During the year we commissioned a formal Board evaluation from an independent consultant, the findings of which are outlined in the Governance section. This process highlighted the real enthusiasm of the directors in suppor ting a shared ambition: to guide M to the ver y best future. We know that you expect high standards from M; it’s our responsibility to learn how we can improve.This review was an impor tant par t of that journey. As stated in our 2009/10 Annual Repor t, we reviewed the senior remuneration structure this year. Following extensive shareholder consultation, we believe we now have a framework that is both relevant to today’s M and fully aligned with our strategy. The Board Over the last year the Board has been strengthened by a series of executive appointments. In May 2010 Marc B olland joined the business as Chief Executive, assuming the day-to-day running of the business from Sir Stuar t Rose in July.In October Alan Stewar t joined as Chief Finance Officer and in February we announced the appointment of Laura Wade-Gery as Executive Director, Multi-channel E-commerce; she will join the Board in July. Whilst the Board features some new faces, these changes have taken place around a core of executive and non-executive directors that has remained stable over recent years. I would like to pay par ticular tribute to Sir Stuar t Rose. When he became Chief Executive in 2004, M was at a low ebb.He restored confidence in M, re-established its values and built a strong business. The solid platform from which Marc is now implementing his plan is a credit to Stuar t’s energy and tireless commitment to M over the last seven years. The smooth management transition – the meticulous handover to me and the suppor t of Marc – is also a credit to Stuar t. In that connection, I would also like to thank Sir David Michels, and the Nominations & Governance Committee he led, for managing a change of leadership over the past year that was accomplished quietly and effectively.David has decided to step down from the Board at the end of his second term in February 2012, but I am delighted that he will continue his role as Deputy Chairman until then. Marks and Spencer Group plc  © MarketLine Page 27 Marks and Spencer Group plc Company View I must also thank Louise Patten for the significant contribution she has made over the last five years, playing an impor tant role in each of our Board Committees. As Louise reaches the end of her second three year term on the Board, she has decided not to seek re-election at the upcoming AGM. Looking aheadOur priorities for the year ahead are clear. We have a plan and it is now our collective job to make it happen. The Board will concentrate on delivering exemplary governance at the highest level to enab le our executive team to drive this strategy forward. The economy still gives us reason to be cautious. Yet in difficult times, our core values of Quality, Value, Ser vice, Innovation and Trust matter more than ever to M customers. These values remain at the hear t of our strategy and I therefore look forward to the future with confidence. Marks and Spencer Group plc  © MarketLinePage 28 Marks and Spencer Group plc Locations and Subsidiaries LOCATIONS AND SUBSIDIARIES Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR P:44 20 7935 4422 http://www. marksandspencer. com Other Locations and Subsidiaries Marks and Spencer International Holdings Limited Great Britain GBR Marks and Spencer (Nederland) BV NLD Marks and Spencer (Ireland) Limited IRL Marks and Spencer (Asia Pacific) Limited HKG Marks and Spencer Simply Foods Limited Great Britain GBR Marks and Spencer Marinopoulos Greece SA GRC Marks and Spencer SCM Limited

Challenges Library Management System Essay

n 1981, UNESCO published a study prepared by Jean Lunn1 from Canada, Guidelines for Legal Deposit Legislation. His study is now 30 years old since its publication. Many countries have amended or significantly rewritten their legal deposit laws (Germany, Indonesia, and Norway in 1990; France in 1992, Sweden in 1994, Canada in 1995, South Africa in 1997, Denmark in 1998 and Japan & Finland in 2000). Others are in the process of doing so (Australia, India, Slovenia, Spain, Switzerland and United Kingdom). The forms of intellectual and artistic expressions have grown in different dimensions. New published media have been developed and electronic publications are now an integral part of many national publishing heritages. UNESCO was under pressure to bring out a revised edition of the Guideline in order to review the impact of it on other countries and to incorporate new forms of publishing, such as, electronic publications. The new revised and updated edition of the Guidelines of Legal 2 Deposit Legislation (2000, UNESCO) by Jules Lariviere is found to be a useful tool. The Indian relevant act, Delivery of Books Act 1954 (rev. 1956 to include newspapers and periodicals) has been under the scanner shortly after it was put into application and over the last five decades the National Library, Kolkata and the three other recipient regional public libraries, Connemara Pubic Library, Chennai, Central Library, Town Hall, Mumbai and Delhi Public Library, Delhi, and especially the publishing world directly involved with it, expressed concern and drew attention of the Government of India, of its limitations and ineffectiveness. The National Library, Federation of Indian Publishers (FIP) and several professional library organizations discussed its drawbacks and recommended revision or specific amendments of the act at various seminars, conferences and other forums. Ministry of Culture, the concerned agency of the government of India, set up several committees to deal with the National Library. The Recommendations of the National Knowledge Commission3 and its Working Group on Libraries (NKC-WGL, 2006) is completely silent on this and other national library related issues. It would be appropriate to draw attention to an article by 3. Challenges in Library Management System (CLMS 2012) Bandopadhyay (2000) former Director of the National Library, is exhaustive enough with a complete set of plan of action for the concerned Ministry to initiate the revision process at the earliest. As a follow up, the Ministry took some steps to obtain the views, of other stakeholders, including academics, library users group and senior library professionals. Based on these suggestions / recommendations a revised draft bill on this issue was prepared that is awaiting final clearance of the Ministry since 2006. Role of Legal Deposit Act: In simple terms Legal Deposit is a statutory obligation which requires that any organization, commercial or public, and any individual producing any type of documentation in multiple copies, be obliged to deposit one or more copies with some recognised national institution/s. It is important to make sure that legal deposit legislation covers all kinds of published material, that is, material generally produced in multiple copies and â€Å"offered to the public regardless of the means of transmission. † Public distribution could mean â€Å"performance† or â€Å"display† e.g. radio or television programme could be considered as â€Å"published† for legal deposit purposes when it has been broadcast. Within the electronic publications environment, it should be noted that a â€Å"one copy item† such as, a database , stored on one server, could be subject to legal deposit requirement since it is made available to the public through a technology enabling the public to read, hear or view the material. 5 (Lariviere ). Most countries rely on a legal instrument of some sort in order to ensure the comprehensiveness of their national deposit collection. In all countries with legal deposit system, â€Å"published material† would naturally include books, periodicals, newspapers, microforms, sheet music, maps, brochures, pamphlets, etc. In some countries audio-visual material (sound recordings, films, videos, etc. ) is also subject to legal deposit and there are several countries where electronic publications are also included into the legislation, but they have done this in different way; some have excluded on-line electronic publications because of the numerous unsolved technical problems related to their acquisition and preservation problems related to ever changing technological scenarios. Legal deposit legislation serves a clear national public policy interest by ensuring comprehensive acquisition, recording, preservation and access of a nation’s published heritage. The role of a legal deposit system is to ensure the development of a national collection of published material in various formats. It should also support the compilation and publication of national bibliography in order to ensure bibliographic control over a comprehensive deposit collection. In addition, an effective legal deposit legislation guarantees to citizens and researchers within the country and abroad, access to research collection of  the national published material. Countries are developing many different models, but are clearly unable to keep pace with the massive changes and challenges related to the deposit of intangible publications. Department of National Heritage6, UK (1997) brought out a consultative paper on current legal deposit of publication issues based on a questionnaire which identified several pertinent issues and posed a number of specific questions to which sought responses from individuals and organizations. This document could also help Indian group and the government agencies in formulating the revised DB Act. Profile of Indian book publishing Before we deal with Indian Delivery of Books Act let us first look at the present trends in book publishing in India. Over the last four decades a large majority of English language publishing has concentrated in and around the capital, Delhi. The city is also a major centre of Hindi publishing industry. With the rapid growth of higher education from 1960s and the pressure built-up within the faculties due to UGC’s policy of ‘publish or perish’ resulted in the increase of publications of research monograph. India is one of the few countries where 4 4. Invited Lectures theses and dissertations submitted for Ph. D. and other similar higher postgraduate degrees in humanities and social sciences particularly, get published as a routine matter, whereas in science and technology this would be a rare phenomenon. There is no reliable source of annual book publishing data in India or any comprehensive list of Indian publishers in different languages. D. N. Malhotra7 (2010), former President of FIP and an established publisher in English and Hindi claimed of having 15,000 20,000 publishing houses, mostly run by individuals or as single family business. According to Vinutha Mallay8 Senior Editor of Mapin Publishing, India is the sixth largest publishing industry in the world with annual growth of 15-20%; third largest publishers of books in English, around 90,000 to 100,000 books are published annually, there are about 19,000 publishers in the country; in addition sixty per cent of global publishing outsourcing is based in India. This growth trend is noticeable only from the 70s onwards when book trade turnover increased gradually due to numerical growth of educational and research institutions at every level. As we look back a few decades, the demand of English books grew fast in libraries of newly established universities, research institutions and other academic centres. Individual buyers of books constitute only a small percentage. Bulk of the titles was imported from the English speaking countries, mostly from the UK and USA based publishing houses. This book import business is largely handled by a few Delhi based book importers and distributors. To accelerate the book supply process from the shelves and warehouses the importers / distributers devised a practice of sending books on credit to academic staff and libraries, through local vendors or jobbers (newcomers in book trade to supply books ‘on approval’ basis). They were allowed to take back books â€Å"not selected† within a credit limit of six months only. Within a few years these jobbers turned into legitimate vendors with book stock of their own which could not be returned to the wholesalers within the stipulated six months credit limit. They start bookshops with the ‘dead stock’ of their own and continue to supply books to the institutions on prevailing terms and conditions. These vendors, having direct contacts with the researchers and faculty members on day to day basis, being the actual selectors in all educational institutions, get offers to publish research monographs of academics. Many of them grabbed these offers on their own terms thereby joining the exclusive club of publishers. We now find several of these vendors are retail bookshop owners, library suppliers and also publishers, all in one. Perhaps it would not be out of place to add a few words of Iain Stevenson9 on the recent trends in British publishing keeping in mind that India is claimed to be the third largest English language publishing country. ‘Since the beginning of this century, there have been strong trends in British publishing in the increase in concentration of publishing and book selling ownership balanced by healthy specialization and the second is an increasing awareness and impact of electronic media and delivery across sectors that have created a large impact across the book trade. In 2004 over 161,000 individual book titles were published in the U.K. as compared to 119,000 in 2001 and over 2. 5 times the number in 1990. Consumers spending on books reach 2436 m. sterling pounds (in 2000 it was 2000 million) out of which 30% was from the export sales. Individual buyers comprised the largest market share, about 70% of total book sale and 20% to academic institutions and corporate bodies’. Indian Legal Deposit Legislation or Delivery of Books Act 1954 and its aftermath The act, commonly referred to as DB Act10 was amended in 1956 to include newspapers and serials under its purview. Annual publishing of books in India during 1950s was small 5. Challenges in Library Management System (CLMS 2012) and below 30,000 titles, whereas by 2010 it is claimed to have exceeded 100,000 [estimated figure obtained from FIP in the absence of any official data from any reliable source] with substantial increase in the coverage of subjects, such as, science and technology. In a recent 11 Annual Report of the Ministry of Culture the National Library claimed to have received 29,875 publications under the DB Act which happens to be only 30% of the estimated total publications as indicated by senior executives of the Library in several professional forums. It was also being pointed out in such gatherings that the other three recipient libraries under this Act, in Chennai, Delhi and Mumbai received even less during the same period. It is worth noting that this was claimed to be the highest figure ever reached by the library ‘due to a special drive’12Intellectual resource (NACONAL 2006). UNESCO Statistical Yearbook is silent on the number of books published annually or the number of libraries in India over the last several decades, although India is one of the major contributors and active member of this international body. This sad state of affaire obviously reached, and continue to be, due to simple negligence of all concern. In most other countries annual publication figures were being provided by organizations declared as recipient/s under the legal deposit or copyright legislation of the country. There must be several reasons for the Library to reach in such a state and to argue, we guess, the limitations of DB Act cannot be the primary cause of it. Rigid administrative and fiscal rules and regulations adopted by the Library to operate under the guidance of the Ministry, is surely to my mind, a major factor but not the main one. The crux of the matter is National Library never received a large number of recent Indian publications under the DB Act. We do not know who all are claimed to be Indian publishers. A sizable number of them are ignorant of DB Act obligations. It is also a fact that number of ‘one time authorpublishers’ is also very high (15% – 20%) especially in vernacular languages. The National Library together with the Central Reference Library committed to bring out Indian National Bibliography(INB) based on the books received under the DB Act, similar in format of the British National Bibliography (BNB). However, neither the British Library (formerly British Museum Library) nor the Indian National Library is in any obligation under their respective legal deposit acts to bring out national bibliographies of books thus received under their respective legal deposit acts. . Bandhopadhyay13 points out,’rules and policy adopted are working smoothly for the British Library but similar regulations unexpectedly, failed to work in our case. One has to keep in mind the fact that default in U. K. is an exception rather than general rule unlike in India’. The provision of penalty for default in DB Act of Rs. 50. 00 sounds just notional. Either revise it to a figure e. g. , Rs. 1000. 00 or 4-5 times of the actual market price of single copy, whichever is higher or just make it voluntary, and hope for the best. The reason of suggesting the latter provision is to avoid the highly cumbersome and built-in procedural delay within our legal system. Since 1958 National Library did not take any legal action against one single defaulter till date. In UK and USA penalty clause is not mentioned as the legal deposit provision is covered under the country’s copyright acts. It is because of this factor legal deposit provision is genuinely more effective and acceptable to authors and publishers of these countries. It would be more realistic to suggest that National Library shall receive one copy of every Indian ‘publication’ and the three other regional repository libraries in Chennai, Delhi and Mumbai shall have the right to claim any current publication in their respective regional languages only, delivered free of cost under the revised provisions of the DB Act. The current practice of demanding four copies of every publication to be delivered free of cost to each of 6. Invited Lectures these four libraries (including National Library) failed to meet our expectations. This is in addition to what publishers have to comply with the demands of different state central libraries under the Press and Book Registration Act of 1867. Moreover, a large volume of these books and other publications, thus received, especially language publications that are not so commonly used in some regions are usually being ‘dumped’ or just temporarily stored as these are of ‘no use’ to the library. This is a colossal wastage of national resource. On the other hand it would not be cost effective to make these so to say, ‘unused books’ (four copies of each) routinely processed, provide costly storage space as well as maintaining them for the posterity in four regional libraries. The National Library shall receive one copy for preservation and access only; create bibliographic records for the benefit of all stakeholders. There are several categories of publications e. g. in English, Hindi, Sanskrit and Urdu (EHSU) languages shall find users in other three regional libraries. Let us accept the real time scenario in terms of availability and accessibility for application of information and communication technologies (ICT) within library systems. Bibliographic data of publications received by the National Library under legal deposit legislation will be accessible to others from INB and National Library catalogue / database online. These three libraries shall buy one copy of all selected books in EHSU languages, from any local vendor / publishers. Additional fund annually spend by three libraries on this account shall be reimbursed from a special annual central government grant. The proposed module is based on the British legal deposit act where the British Library, London receives one copy of every book / publication and the other five libraries (Wales National Library, Aberystwyth, Scottish National Library, Edinburgh, Oxford University, Cambridge University and Trinity College, Dublin) obtain direct from the publishers, one copy of every book of their choice, selected from the weekly list of books received in the British Library under the legal deposit act. We made an attempt to get some estimation of the annual cost of books published under these four (EHSU) ‘common languages’ from INB and the National library that would give an idea of the total fund required for the three regional libraries under the revised provision of the Act. All the three libraries receive some annual grant from the central government. The revised provision in the act will also bring some savings in terms of time and resources, as lesser number of books are to be dealt with by the libraries. Sooner than later, it  will be a reality (within a decade or so) of making available a digital copy of an Indian publication by the National Library online, that was not originally selected or received earlier to a library or an individual from its own stock within or outside the country. The technology is already in experimental stage at various levels. Slowly and gradually a large part of Indian publications will be brought out in e-format only, which will also change our current perception of borrowing or consulting a ‘book’ from a conventional library. Till we reach that stage in India and the transitional period of overlap (20 years? ) we shall carry on with both the systems as we are now have both bullock carts as well as a BMW 7e series cars on our roads for transportation. Indian library systems shall take a longer path and time to switch over to reach this goal. Moreover, any change in our library ‘modernization’ programme shall be fully dependent on application of technological innovations resulting in inevitable 14 acceptance of a never ending process. Thomas Abhram in a recent article expressed, â€Å"ebooks will be hugely cheaper with the removal of paper and inventory costs†¦. All things taken into account, books in print format are not certainly going away ever from circulation. And e-books, from a publishing point of view, are a ‘consummation devoutly to be wished’. We in India, specially the National Library are to continue dealing with print copies of books for several decades together with information resources available in e-books and or in any other format. 7 Challenges in Library Management System (CLMS 2012) Table 1: Books in Indian Languages Received in National Library LANGUAGE 2007 08 Assamese Bengali English Gujarati Hindi Kannada Malayalam Marathi Oriya Punjabi Sanskrit Tamil Telugu Urdu Total 97 991 5756 127 2370 687 1500 1400 2661 602 112 3685 248 521 20757 NL/DB Act 2008 – 09 35 1463 5385 348 1722 600 1200 1351 52 576 287 2526 145 304 15994 337 2189 5530 476 1237 877 866 1341 750 000 111 1186 406 292 15598 300 350 450 830 INB (2010) AVERAGE COST. The figures quoted above (Table-1) under Books received by the National Library under DB Act during 2007-08 and 2008-09 and those listed in INB for 2010 (CRL) were obtained from the respective libraries on personal requests. In a paper presented at the NACONAL 2006 by Mandal & Syed Abuzar15 (2006) indicated National Library received about 20,000 books annually during 1990 2002. They claimed the Library received about 30,000 during 2005-06 due to some special drive and about similar number of volumes during 2010-11as recorded in the Annual Report of the Ministry of Culture. Unfortunately we could not get breakdown of figures under each language of 29,875 books received during 2005-06 nor of INB listed figures for 2009 and 2011. The significant gap of Oriya books received during 2007-08 and 2008-09 was due to some special efforts put by the concerned language specialist during 2007. [Note:Average cost of recently published books in English, Hindi, Sanskrit and Urdu (EHSU) languages has been worked out from a sample of books procured by University of Delhi, Central Library, Central Secretariat Library and the U. S. Library of Congress, Book Procurement Centre in Delhi. We made here an estimation of annual additional grant amount to be provided by central government to support the three regional libraries (in Chennai, Delhi and Mumbai) under the proposed revised legal deposit legislation. The National Library shall receive one copy only of every Indian publication free of cost delivered by the publishers, and the three regional public libraries are to purchase one copy of any book (in EHSU languages) selected by a library from open market. The three libraries are entitled, under the law, to receive free of cost, one copy of a book published in respective regional languages. It is estimated that each library shall selectively acquire per year about 30,000 new Indian publications (10,000 EHSU + 20,000 in respective regional languages) out of about 90,000 books published annually. It means, central government shall reimburse annually the cost of 30,000 books in EHSU languages where average cost of a set of four EHSU books is Rs. 2000 or Rs. 60 million (30,000 x2000 = 60,000,000). In addition, another 10m (Rs. 10,000,000) would be required to cover annual subscription cost of EHSU periodicals and newspapers. Thus we reach an estimated figure of Rs. 70m or 7crore (add another 10% 8 Invited Lectures annually for inflation). These figures are being presented to get some idea of the extra cost we propose to pass on to the central government exchequer. ] If this revised guidelines are adopted in our legal deposit act (now under revision) by taking over the extra burden of book fund of the three regional libraries by the central exchequer then we could surely expect of getting better cooperation from the publishing fraternity in fulfilling their responsibilities towards the provisions of the revised act. Group of publishers bringing out EHSU language publications are to supply only TWO free copies, like all other publishers, one to the National Library and the other to Parliament Library. The only sensible expectation of the publishers from the CRL / National Library is to bring out a comprehensive, up to date online INB, listing all currently published titles thus received under the act and provide facilities of easy access to the readers within a reasonable time frame. Under the revised provision of the act, there is a strong opinion that Chennai based Connemara Public Library shall receive one copy free of cost, of every publication in Dravidian languages (e. g. Kannada, Malayalam, Tamil and Telugu). Similarly Central Library, Mumbai shall receive books in all western Indian languages, such as Marathi, Konkani, Gujarati, etc. , and Delhi Public Library shall get publications in Punjabi, Kashmiri, etc. as commonly spoken in the three respective regions. National Library is to receive one copy of all the publications. In addition to the respective regional languages publications these three libraries shall purchase one copy of publications of their choice, in English, Hindi, Sanskrit and Urdu (EHSU), from publishers / local vendors. Total annual cost of this category of publications shall be reimbursed from central exchequer. With the introduction of advanced network technologies, libraries shall be benefitted for not to process (Catalogue / classify highest cost factor) these books as relevant data can be downloaded from INB. The second alternative is to incorporate legal deposit provision within the revised copyright legislation as done in the USA and UK. It is possible to reduce the number of defaulting Indian publishers to bare minimum. Only very recently the National Library claimed to have increased intake of publications under the Act by extensive promotional work through the media and sending direct appeal to publishers that have helped it in bringing more and more publishers within the DB Act net. Secondly, if the total number of copies of each title (an average of seven copies) under both PR and DB Acts could be drastically reduced to minimum two only, there is a hope of getting full support and cooperation of Indian publishers to go by the rule book. Third and the most important factor is to make INB up to date and bring it out at regular frequency (monthly! ) with the target of putting it online within a scheduled time frame. What we need is determination and political will to make the India’s National Library the effective hub of Indian library systems. Similarly, there are several other issues, listed below, which also require attention by both the National Library and appropriate government agencies that shall help in making India proud of its National Library. Central Reference Library (CRL): In 1971 administration of the CRL was separated from the National Library by making it a subordinate office under the Department of Culture. This was an ideal opportunity we missed, for shifting the CRL to Delhi. In the middle of 1970s Central Government created a new wing of the Central Secretariat Library (CSL) and named it as Tulsi Sadan Library to collect and provide access exclusively to all Indian language (excluding English) publications, to commemorate the 400th year of Tulsidasa (of Ramcharitmanas fame). CSL could have been merged with CRL and allowed it to operate from some temporary location till a permanent ‘home’ could be found or built at the proposed site opposite to the National Museum on 9 Challenges in Library Management System (CLMS 2012) Janpath, originally proposed by Edwin Lutyens. CRL would have been the natural choice of declaring it as the fourth recipient public library in Delhi, under the DBAct (instead of making the Delhi Public Library with reluctance, during the 1970s). Ministry of Culture is now under heavy pressure for shifting the Central Secretariat Library out of Shastri Bhavan complex due to severe space crunch and security issues. It is a fact that CSL has lost its original objective of serving information needs of all central secretariat units. Today all the ministries are having their own libraries with specialized collections to cater their respective information needs. It now serves as a general reading room for Shastri Bhavan employees. Reading for pleasure is not so common with the government employees. Central Secretariat Library is administratively a subordinate office of the Ministry of Culture. A large section of its regular visitors, viz. postgraduate students and research scholars have stopped visiting the library due to overwhelming security checks involved in getting through Shastri Bhavan. Recently several thousand volumes of its rich older collections were being disposed under executive orders to make room for babus of the Ministry. It could have been easier to find a suitable location for CRL (incorporating CSL) in Delhi during 1970s. Attempts were also being made during the 1970s and 1980s to merge the CRL with the National Library but these were also stalled by staff associations of the two libraries. During this period, management of the National Library was weak as a result, library service also suffered considerably. Central government in Delhi continued to be indecisive in taking appropriate steps while local library administration in Kolkata failed to deal with the day to day issues in any effective manner. It was more of a failure of the management both at the operational as well as policy making levels. The government allowed the National Library to drift away in the absence of any suitable action plan in place to overcome the crisis. Nor there was any move or pressure from any other corner – library professionals, media or library users’ group. This long drawn uncertainty and lack of effective management control within the National Library campus directly affected services and administration of Central Reference Library thereby putting publication of INB also on the back burner. Indian National Bibliography (INB): It started in 1958 following the British National Bibliography (BNB) format. To overcome the complexity of multi-script languages it adopted Romanization of all scripts with the descriptive part of each entry in English. This has created problems for many who are not familiar with Roman script or English language. The job of printing INB monthly issues was given exclusively to the Government of India Press in Kolkata that failed to realise, from the beginning, the importance of maintaining the production and delivery schedule. After years of persuasion by CRL the Ministry allowed printing of INB through private press. Cataloguing of every title, received by the National Library under BD Act, is first to be acknowledged by the Library then sent to CRL on record, where it will be catalogued once according to INB practices and then books shall be sent back to the National Library for re-cataloguing according to its own specified rules followed by due processing for storage. This long drawn administrative procedural factors and duplication of cataloguing  process have claimed to be a major cause of delay from the date of receipt of the publication to the time its record is found in INB followed by making it available to readers of National Library This delay factor has also indirectly discouraged publishers to follow the DB Act guidelines strictly on the pretext of not finding INB to be a regular and up to date periodical either as a reliable check list of current Indian publications or a selection tool for libraries and other stakeholders; nor their publications are found in any bibliographic record of the National Library on time. National Library takes its own time, sometime nearly two years, to allow access to the books received under the DB Act. Importance of promotion and marketing of INB did never get much support from the concerned authorities. Adoption of appropriate technologies at 10 Invited Lectures different levels of administration and access to resources has been continuously lagged behind. Most national libraries of the world are having full responsibilities of preserving and allowing access to their collections by providing adequate indexing and other access tools, e.  g. national bibliographies, subject bibliographies, annotated catalogues of special collections, many of these are now accessible online on their respective websites. We must allow the National Library for setting up National Bibliographic Division with full control of bringing out INB and to provide other bibliographic services covering pan-India in appropriate standardized formats, as required from time to time. By taking full advantage of technological advances supported by a group of committed well qualified staff the Library would be able to help in both improving and widening the scope of services to individuals as well as to provide back-up services to a large number of academic and public libraries in and outside the country. For example, the day Indian libraries in general adopt the same processing format for all new titles listed in INB,India can claim to have won half the battle in modernizing our library services and systems. Without going into details one can only highlight the fact of centralized processing initiated and applied in most national libraries which have directly and indirectly helped respective library systems of these countries. We are well aware of the fact that both the CRL and INB are as if, linked with the DB Act by an umbilical cord that needs to be focused and dealt with separately for a drastic revision. Proposals l l Title of the revised act may be â€Å"Delivery of Publications (National Library) Act. Definition of Publications shall include – all printed documents, such as, books, periodicals, serials, newspapers, e-publications including audio books, CD books, DVDs and digital online publications and /or any other reformatted or original document produced for commercial distribution, e. g. microform documents. Only one copy of all publications shall be delivered free of charge, direct to the National Library of India (or at an address specified by the Library). The act shall also make adequate provision for the three regional libraries based in Chennai, Delhi and Mumbai to receive on.