M&S Shuts Stores: The Fight for High Street Survival and the Realities of M&S Jobs at Risk
Marks & Spencer, a cornerstone of the British high street for over a century, is currently navigating its most significant transformation in recent memory. The retail giant has confirmed a new wave of store closures, a move it describes as "vital" for its long-term future. While these strategic decisions aim to future-proof the beloved brand, they come with the stark reality of hundreds of
M&S jobs at risk, sending ripples of concern through communities and the wider retail sector. This comprehensive look explores the immediate impact on employees, the broader high street challenges M&S faces, and the strategic vision underpinning these painful but necessary changes.
The Immediate Impact: Hundreds of M&S Jobs at Risk
The news from M&S has been a difficult pill to swallow for many, particularly for the dedicated staff members who have served the company for years. Marks & Spencer has initiated plans to close up to 14 stores, directly impacting the livelihoods of nearly 500 employees. This includes an initial tranche of six stores that have already ceased operations by the end of April, namely:
- Birkenhead
- Bournemouth
- Durham
- Fforestfach (Swansea)
- Putney (south-west London)
- Redditch
For these initial closures, M&S stated that all staff would be offered redeployment to other nearby branches, a commendable effort to minimise job losses. However, the situation becomes more precarious with a further eight stores currently under consultation for closure. These branches, located in Andover, Basildon, Bridlington, Denton (an Outlet store), Falmouth, Fareham, Keighley, and Stockport, employ a combined total of 468 staff. For these individuals, the possibility of redundancy looms large, although M&S has committed to offering redeployment options where available. This explicit threat of
M&S jobs at risk highlights the difficult balance between business efficiency and employee welfare.
Adding to these numbers, the Oxford Street branch in Swansea, a long-standing fixture in the city centre, has also confirmed its closure due to "sustained underperformance," putting another 92 staff members' futures in question. While a consultation is underway to explore roles at other M&S locations, the uncertainty creates significant stress for those affected.
Sacha Berendji, Director of Retail at Marks & Spencer, acknowledged the gravity of the situation, stating, "Stores will always be an integral part of our customer experience... but we have to ensure we have the right offer in the right locations." He stressed the company's desire to retain staff, saying, "We don’t want any colleagues to leave M&S and we will work with each colleague individually... However, we accept in some cases we may have to consider redundancy." These statements underscore the company's difficult position, caught between a commitment to its workforce and the imperatives of a rapidly evolving market. David Gill, national officer for the Usdaw union, branded the closures as "devastating news" and criticised the "salami slicing approach" to reorganisation, echoing the sentiment of employees facing an uncertain future. For more detailed information on the specific impacts of these closures, you can read our related article:
M&S Store Closures Put Nearly 500 Jobs at Risk.
Beyond M&S: A High Street in Crisis
The challenges faced by M&S are not isolated incidents but rather symptomatic of a deeper, systemic crisis gripping the entire high street. Major retailers across the UK are grappling with similar pressures, leading to widespread restructuring and job losses. Tesco and Sainsbury’s have implemented significant store management cuts, affecting thousands of employees. Even iconic department store chains like Debenhams and House of Fraser have revealed plans to close or downsize stores, struggling to entice shoppers away from the convenience of online retail.
Several factors converge to create this challenging environment:
- The Digital Shift: The undeniable gravitational pull of e-commerce continues to reshape consumer habits. Shoppers increasingly prefer the "comfort of the sofa" for browsing and purchasing, making physical stores less critical for many transactions.
- Rising Operating Costs: Retailers face an uphill battle against escalating overheads. Increases in the legal minimum wage, higher business rates, and inflation driven by factors like the fall in the value of the pound post-Brexit, all squeeze profit margins.
- Intense Competition: The retail landscape is more competitive than ever. M&S, in particular, faces pressure from a broad range of more fashionable rivals and nimble online-only brands that can adapt quickly to trends without the burden of extensive physical infrastructure.
- Internal Challenges: M&S has also admitted to "own goals," including a misfiring website and distribution network, which compounded problems during crucial periods like Christmas when sales slumped in both clothing and food. High food prices also contributed to a loss of competitiveness in an already saturated market.
These combined pressures mean that the presence of
M&S jobs at risk is not just a company-specific issue, but a microcosm of the broader shifts impacting the entire retail employment landscape.
M&S's Strategic Overhaul: A Bid for Future Relevance
Despite the immediate difficulties, the store closures are part of a much larger, ambitious strategy to make M&S "special" again and secure its long-term future. Under CEO Steve Rowe, the company is undertaking a comprehensive overhaul aimed at becoming more efficient and reshaping its business model. This strategy goes beyond just closing underperforming stores; it involves a fundamental shift in its retail footprint and operational structure.
Key elements of this revival plan include:
- Retail Estate Rationalisation: The current wave of closures is part of a broader plan to shut 30 UK stores and convert or replace 45 more with food-only outlets. This strategic pivot focuses on cutting floor space devoted to clothing and homewares, areas where M&S has struggled, and capitalising on its more successful food business.
- Focus on Food: By shifting towards food-only stores in certain locations, M&S aims to leverage its strong brand reputation and loyal customer base in the grocery sector, which generally offers higher footfall and more consistent purchasing patterns.
- Digital Acceleration: Improving the M&S.com website and distribution network is critical. A more seamless online experience is vital to complement a smaller physical store footprint and cater to modern shopping preferences.
- Operational Efficiency: Beyond store closures, M&S has been pursuing other cost-cutting and efficiency drives. This includes selling off overseas stores, outsourcing its 430-strong IT team, and relocating its clothing and homewares distribution centre from London to Welham Green, Hertfordshire. These measures are designed to streamline operations and reduce overheads.
These "tough but necessary decisions" are central to M&S's attempt to regain profitability and competitive edge. The aim is that by making the business leaner and more agile, it can protect the remaining
M&S jobs at risk from future market downturns and ensure the brand's enduring presence on the high street, albeit in a different form. To understand more about the strategic thinking behind these changes, explore our article:
Why M&S is Closing Stores and Reshaping Its Future.
Navigating Change: Advice for Affected Employees and the High Street
For employees facing uncertainty due to these closures, navigating this period can be challenging. However, there are proactive steps individuals can take:
- Explore Redeployment Options: M&S has committed to offering redeployment. Actively engage with HR, understand available roles, and be open to relocating or taking on new responsibilities.
- Update Your CV: Ensure your resume is current, highlighting transferable skills, customer service experience, and any specific retail expertise.
- Network: Connect with former colleagues and industry contacts. The retail sector, though evolving, still offers opportunities, and often, the best roles are found through referrals.
- Seek Training: If a career change is on the horizon, consider online courses or vocational training to upskill in areas like digital marketing, e-commerce operations, or logistics, which are growing within the retail ecosystem.
- Utilise Support: Unions like Usdaw provide support and advice for members facing redundancy. Don't hesitate to seek guidance on your rights and options.
For other retailers and high street stakeholders, the M&S situation offers critical lessons:
- Embrace Omnichannel: A seamless integration of online and in-store experiences is no longer optional. Physical stores must offer something unique – be it an immersive brand experience, personalised service, or convenient click-and-collect points.
- Diversify Offerings: Retailers need to continuously evaluate their product mix and service offerings to remain relevant. M&S's pivot towards food is an example of playing to strengths.
- Community Engagement: High street success increasingly relies on creating vibrant community hubs. This means collaborating with local businesses, hosting events, and providing reasons for people to visit beyond just shopping.
- Innovate Constantly: From supply chain optimisation to in-store technology, continuous innovation is key to staying competitive against agile online challengers.
Conclusion
The M&S store closures, and the associated
M&S jobs at risk, serve as a potent symbol of the profound transformation sweeping through the UK retail landscape. While the decisions are undoubtedly painful for those directly affected, they represent a determined effort by M&S to adapt and survive in an era dominated by digital commerce, rising costs, and shifting consumer expectations. The "fight for high street survival" is far from over, and M&S's strategic overhaul underscores the reality that only the most agile, customer-focused, and operationally efficient retailers will thrive in the coming decades. The future of shopping will likely see a more curated, experience-driven physical presence, seamlessly integrated with robust online platforms, defining success for brands like M&S as they strive to remain a beloved part of British life.
