Introduction
This report is a reflection of the present international strategy, which has been adopted by M&S based on the past issues faced by the company. M&S took various strategic steps during the time of their downfall and directed their sheer attention to overcome those mistakes. The purpose is to bounce back proficiently in the global market through enforcement of its innovative marketing strategy. In recent years, Marks and Spencer have ended their mainland online operations in retreat from China. The brand planned to close 100 stores all over the world and the chain shed 18 outlets in France. In Canada, the brand has only 59 stores where there is a scope of business development.
Market Structure of Marks & Spencer in France, Canada and China
The major number of acquisitions made by M&S was Canadian Peoples Department Stores, Dillard’s, and Walkers store. The executives of M&S realized that Canada is a good market to make investments in because of its stolid infrastructure, high income, low political risk, largely middle class, and better use of the English language (Plant & Veletanlic, 2017). The market structure is quite good with lots of customized stores according to local needs, which includes improvement of food departments.
According to the European report, the M&S brand chose France as the gateway country and Paris as its gateway city to make an entry into the European marketplace. After in-depth market research, the brand strategized to adapt its outlets according to the French lifestyle. Moreover, the brand strategized to provide up to €12,000 for further training.
M&S adopted the appropriate entry strategy in accordance with the Chinese market. The brand planned to open wholly-owned subsidiaries all across China. The company implemented a discounted policy for selling British-made goods that are cheaper to source from China (Bao, 2016). Chinese consumers turned down M&S clothing products with the thought that that stuff was indicated towards 40 years or above olds. Most of the stores in China are located in remote suburbs, which are populated with senior citizens. The products are unaffordable to Chinese customers and even foodstuffs are comparatively expensive.
Demand Conditions in French, Canadian and Chinese marketplace
Considering the French market, M&S really could not propel their business as expected from their entering strategy in the European market. The brands thereby strategized to close 7 out of 18 stores in France. In recent years, M&S has tried out different strategies for bolstering the stuttering portion of their business (Khoury, 2016). The brand’s food and drink businesses are performing resolutely whereas its fashion arm has been beset by various issues.
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Marketing Plan

1.0 Introduction
In this marketing plan, the execution of marketing strategy of an existing organization that is ‘NEXT’ will be discussed. In this plan the marketing strategies implementation will be discussed in detail. The marketing mix and the targeting, segmenting and positioning strategy of NEXT in China will be elaborated. Through this marketing plan, the aim will be to identify the implementation of marketing strategies through which the NEXT will aim to expand its market share and consumer base. Also, the current situation of Chinese apparel industry and NEXT current market situation in China will also be discussed in detail. The tactics and strategies that the can employ to achieve the given objective will also be discussed.