What is Customer Demographics and Target Market of Marks & Spencer Group Company?

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Who shops at Marks & Spencer?

Understanding customer demographics and target market is paramount for any retailer's enduring success and strategic direction. M&S has embarked on a strategic shift, evident in its creative digital campaigns and collaborations aimed at attracting a new generation of consumers.

M&S has successfully begun to reshape its appeal, aiming to become more relevant to a wider audience. This pivot has contributed to a third consecutive year of growth in sales and market share, with the company reporting strong financial health in its 2024/25 results.

What is Customer Demographics and Target Market of Marks & Spencer Group Company?

Marks & Spencer, founded in 1884, initially focused on offering quality products at fair prices. While its early focus was on accessible goods for a broad market, M&S later became strongly associated with a mature demographic. Today, the company is actively reshaping its appeal, aiming to become more relevant to a wider audience, as highlighted in its Marks & Spencer Group PESTEL Analysis.

Marks & Spencer has historically focused on consumers aged 45 and above, appreciating its reputation for quality and classic styles. However, recent strategies are actively broadening this appeal to younger demographics, particularly the 35-50 age group.

Core Demographic Focus

The traditional M&S customer profile centers on individuals aged 45 and over, typically in a mid-to-high income bracket. This segment values the brand's established reputation for reliability and quality across its clothing and food offerings.

Expanding Target Market

There's a clear strategic push to attract a younger audience, specifically targeting the 35-50 demographic. This effort is showing results, with a growing proportion of under-35s now engaging with the brand.

Customer Segmentation by Sector

M&S serves consumers across clothing, home products, and food. The food segment appeals broadly across age and income, while clothing and home are increasingly attracting a wider age range.

Growth and Future Outlook

Both Food and Clothing & Home businesses have achieved 12 consecutive quarters of sales growth. For the 52 weeks ending March 29, 2025, Food sales rose by 8.7% to £9.0 billion, and Fashion, Home & Beauty sales increased by 3.5% to £4.2 billion.

The company's strategic focus on attracting younger customers highlights this demographic as a key driver for future expansion and sustained relevance in the market. Internal data from 2025 indicates that the average age of new online customers is now five years younger than previously recorded, reflecting the success of these initiatives.

Key Customer Segments

M&S caters to a diverse customer base, with distinct segments driving its business across different product categories.

• Mature Demographic: A foundational segment valuing quality and classic offerings.
• Emerging Younger Consumers: Actively targeted through contemporary fashion and digital engagement.
• Broad Food Shoppers: Encompassing various age groups and income levels, drawn to the food offerings.

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The core of the Marks and Spencer customer profile is built on a foundation of seeking quality, value, and a deep-seated trust in the brand. This perception of market-leading product quality remains a significant draw for their clientele. The company's overarching ambition is to be recognized as the most trusted retailer, consistently delivering excellence in quality, value, service, and innovation.

Food Quality and Value

Customers exhibit a strong preference for high-quality food offerings. M&S Food has consistently outperformed the broader market, experiencing growth in both sales volume and average basket size.

Clothing Appeal

In the apparel sector, consumers are looking for enhanced style, superior quality, and better value. Key clothing categories, such as denim and knitwear, have demonstrated robust performance.

Premium Yet Accessible Aspirations

Psychological drivers include an aspiration for products that feel premium but remain accessible. The success of M&S's 'Dine-In' meal deal, which saw sales increase by over 40% in 2024, exemplifies this by offering a restaurant-quality dining experience at home.

Convenience and Own-Brand Trust

Practical considerations such as convenience and the availability of reliable, high-quality own-brand products are also important purchasing factors for M&S customers.

Brand Loyalty Drivers

Customer loyalty is cultivated through consistent product quality, perceived value for money, and an improving brand image. A 2025 survey indicated that M&S is consistently viewed as trustworthy, popular, and relatable.

Addressing Customer Pain Points

The company actively addresses customer needs by investing in product enhancements. In 2024, over 1,000 food products were upgraded, and 1,300 new items were introduced, complemented by a £60 million investment in pricing to bolster value perception.

Customer feedback and evolving market trends significantly influence product development. This has led to the introduction of fashion-forward styles, such as wide-leg and flare denim, which represented 15% of jean sales in FY2024, an increase from 10% in FY2023. Strategic collaborations are also being pursued to broaden appeal to younger demographics. Marketing efforts are personalized through the Sparks loyalty program and digital campaigns that artfully blend humor and nostalgia, aiming to connect with millennial and Gen Z consumers. Understanding these nuances is key to grasping the Revenue Streams & Business Model of Marks & Spencer Group.

M&S Customer Segmentation and Targeting

The M&S customer profile encompasses individuals who prioritize quality and are willing to pay a slight premium for it, particularly in the food category. The brand also appeals to those seeking stylish, well-made clothing and home goods.

• Demographics: While M&S appeals to a broad age range, there's a notable concentration among middle-aged consumers and families who value reliability and quality.
• Psychographics: Customers often exhibit aspirational lifestyles, appreciating convenience, trusted brands, and products that offer a sense of indulgence or elevated everyday living.
• Purchasing Habits: Regular shopping for groceries, occasional purchases for clothing and home furnishings, and a propensity to engage with loyalty programs characterize their buying behavior.
• Value Perception: Customers seek a balance between the quality of goods and their price point, viewing M&S as offering good value for the premium experience provided.

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Marks and Spencer (M&S) has a strong geographical market presence, with its operations primarily centered in the United Kingdom. The company is actively refining its UK store portfolio, aiming to reduce full-line stores to 180 by fiscal 2028 from 232, while increasing food-only stores to 420 from 324.

UK Market Dominance

In the UK, M&S is a recognized market leader among department stores, achieving a brand health score of 68 out of 100 in a 2025 survey. Its market share in the food sector reached 3.7% in 2024, and its clothing market share was 10.5% in FY2024/25.

International Footprint and Challenges

Internationally, M&S operates in over 50 countries with 434 stores, many of which are franchised. However, the international segment has experienced a sales decline of 7.1% in FY2024/25, with overseas operating profit halving in H1 FY2024/25.

To address international performance, M&S is implementing an 'international reset.' This involves strategic price adjustments, particularly in markets where pricing was found to be significantly higher than competitors, and a greater emphasis on online channels and partnerships over extensive physical expansion. This approach aligns with the broader Marketing Strategy of Marks & Spencer Group, focusing on efficiency and targeted growth.

UK Store Optimization

M&S is strategically reducing its full-line stores in the UK while increasing its food-only locations to enhance profitability and operational efficiency.

Strong UK Brand Health

The brand maintains a leading position in the UK department store sector, evidenced by a high brand health score in recent market analysis.

International Performance Decline

Sales and profits in international markets have seen a downturn, prompting a strategic review of overseas operations.

International Reset Strategy

The company is focusing on price competitiveness, renegotiating franchise terms, and prioritizing online growth in its international markets.

Focus on Online and Partnerships

M&S is shifting its international strategy to leverage online channels and strategic partnerships, reducing reliance on extensive physical store expansion.

Addressing Pricing Disparities

A key element of the international reset involves adjusting prices to be more competitive and aligned with local market expectations.

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Marks and Spencer employs a comprehensive strategy to attract and retain its customer base, focusing on an integrated omnichannel experience. This approach blends its extensive physical store presence with a strong digital platform, ensuring accessibility and convenience for a wide range of consumers.

Omnichannel Integration

M&S leverages its vast network of physical stores alongside a robust online presence to create a seamless customer journey. This integration is key to reaching diverse segments of the Marks and Spencer target market.

Digital Engagement and Personalization

The company utilizes social media, email marketing, and engaging content to connect with customers, with over 500 million tailored interactions reported. This focus on personalization is central to M&S customer segmentation.

Loyalty Program Evolution

The Sparks loyalty program, now with over 18 million members, is a cornerstone of customer retention. M&S is continually evaluating the program to ensure it aligns with offering value through everyday trusted prices.

Targeted Acquisition Campaigns

Recent campaigns have successfully attracted new customers by highlighting value and specific product categories, such as denim. This demonstrates M&S's ability to adapt its strategy to appeal to evolving consumer demands.

M&S also employs traditional marketing, including TV and print, to support its campaigns. The effective use of customer data and CRM systems is paramount in tailoring offers and enhancing the overall customer experience, driving repeat business and solidifying the M&S customer profile.

Digital Marketing Reach

M&S's digital marketing efforts aim to connect with a broad audience, including younger demographics, through platforms like social media and engaging online content.

Loyalty Program Strategy

The Sparks program is being refined to focus on consistent value rather than exclusive discounts, a strategic shift to differentiate from competitors and maintain customer loyalty.

Data-Driven Targeting

Customer data and CRM systems are integral to M&S's marketing, enabling precise targeting of campaigns and personalized offers to boost satisfaction and repeat purchases.

Adaptable Marketing

The company's marketing approach is dynamic, with recent successful campaigns focusing on value and specific product lines to attract new customer segments, reflecting a keen understanding of the Target Market of Marks & Spencer Group.

Investment in Digital

Increased investment in digital capabilities and supply chain enhancements are key to improving the customer experience and supporting full-price sales.

Brand Positioning

M&S aims to differentiate itself by offering quality products at competitive everyday prices, a strategy that influences its customer acquisition and retention efforts.

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