Assumptions about environment, mission, and core competencies must fit reality.
The assumptions about environment, mission, and core competencies must fit reality. When four penniless young men from Manchester, England—Simon Marks and his three brothers-in-law—decided in the early 1920s that a humdrum penny bazaar should become an agent of social change, World War I had profoundly shaken their country’s class structure. It had also created masses of new buyers for good-quality, stylish, and inexpensive merchandise such as lingerie, blouses, and stockings—Marks and Spencer’s first successful product categories. Marks and Spencer then systematically set to work developing brand-new and unheard-of ...
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