Overview

M&S Food is the food division of Marks & Spencer, offering high-quality, innovative ready meals, fresh produce, and specialty foods, known for its own-label products.

History

Marks & Spencer traces its origins to a penny bazaar established by Michael Marks at Leeds Kirkgate Market in 1884. Marks, who had migrated to England from the region of present-day Belarus, developed a low-cost retail format based on simple merchandise and transparent pricing. Isaac Jowitt Dewhirst helped Marks establish the original stall and introduced him to Thomas Spencer, a cashier and bookkeeper whose commercial skills later became central to the business. Marks and Spencer formed a formal partnership in 1894 after Marks obtained a permanent stall in Leeds Covered Market. The partnership expanded through market stalls and shops across northern England. In 1901, Marks combined his operation with Spencer’s and moved activity toward Birkenhead and the wider North West. Spencer died in 1905 and Michael Marks died in 1907, but the enterprise continued under the direction of Marks’s son Simon. Simon Marks became chairman in 1916 and oversaw the transformation of the company from a collection of penny bazaars into a coordinated retail chain. Textiles were introduced in 1926 and food in 1931. The company developed a distinctive own-brand structure and cultivated long-term relationships with British manufacturers. The St Michael label, introduced in 1928 in honor of Michael Marks, became the principal quality mark for clothing and later food. By the middle of the twentieth century, most of the range carried the St Michael identity, while the St Margaret label had previously been used for lingerie, women’s clothing and girls’ school uniforms. M&S became strongly associated with British manufacturing, consistent specifications and dependable value. Operational standards were an important part of the company’s culture. M&S established a Food Technology department in 1948, introduced a stocking measurement system in 1957, improved food labeling and phased in sell-by dates during the early 1970s. It also developed technical expertise in fabrics, sizing, washability and hosiery. Christmas cakes and puddings became part of the food offer in the late 1950s, while improvements to cakes and bakery products helped rebuild customer confidence in those ranges. During the Second World War, employees raised money for a Spitfire aircraft named The Marksman. The company’s customer-service philosophy was famously expressed through the 1953 slogan “The customer is always and completely right.” M&S accepted returns unusually generously for its era, trained staff in food hygiene and introduced store policies intended to improve safety and energy efficiency. These practices reinforced the idea that the brand represented British quality rather than merely low prices. International expansion began cautiously. M&S introduced Asian food in 1974, opened continental European stores from 1975 and entered Ireland in 1979. Canada became a major overseas experiment after 1973, eventually reaching 47 stores, but the business struggled to overcome a conservative image and differences between the Canadian and British formats. The Canadian estate was closed in 1999. French operations also underwent later restructuring, with stores sold in 2001 and a subsequent return to Paris through a combination of food and clothing locations. The 1980 launch of packaged sandwiches was one of the company’s most important product innovations. Initially offered in five shops, the concept generated substantial demand and helped industrialize a category that later became a standard part of British supermarket retail. M&S also entered the United States through the acquisition of Brooks Brothers and Kings Food Markets in 1988, although these businesses did not produce a durable international retail platform. The late 1990s marked both the height of M&S’s traditional model and the beginning of its crisis. In 1998, the retailer became the first British retailer to report more than £1 billion in pre-tax profit. Yet its success concealed growing weaknesses. Clothing had become less responsive to changing tastes, the company’s product and store systems were comparatively inflexible, and its refusal to accept mainstream credit cards until 2001 frustrated customers. The retirement of St Michael and the erosion of the old quality-value proposition further weakened the brand. The turnaround began in the early 2000s. M&S introduced Per Una in partnership with George Davies, changed its brand architecture, accepted wider payment methods, reworked its business model and sold or reorganized non-core activities. A proposed acquisition by Philip Green in 2004 failed after insufficient shareholder support. The company then pursued new store formats, international experiments, branded grocery products and renewed marketing. During the 2010s, successive management teams attempted to restore relevance to clothing while strengthening food. Plans under Marc Bolland emphasized a clearer brand identity, store redesign and increased investment, while later leadership focused on the property estate, digital retailing, food growth and improved operational discipline. A major restructuring announced in 2018 envisaged more than 100 store closures by 2022. The COVID-19 pandemic accelerated cost reduction, job losses and changes in shopping behavior. The 2020s have been defined by a more focused transformation. M&S expanded its online relationship with Ocado, renewed stores, strengthened food supply-chain infrastructure and pursued a smaller but more productive full-line estate. It also added initiatives such as clothing repairs and alterations through Sojo. In 2025, a cyber incident disrupted online ordering, payments and click-and-collect operations, creating a major operational and reputational challenge. By 2026, the company was continuing its recovery under Stuart Machin, with investment in stores, digital growth and logistics, including a planned Avonmouth distribution centre. The modern M&S model therefore combines heritage and own-brand trust with greater emphasis on convenience, availability, technology, productivity and disciplined retail expansion.

2026
Store and supply-chain investment continues
[5]Marks & Spencer 2026 Annual Report overviewcorporate.marksandspencer.com
The 2026 annual report described continuing store renewal and a planned Avonmouth distribution centre to support food growth and logistics capacity.
2025
Cyber incident disrupts digital and store services
[8]BBC coverage of the 2025 cyber incidentbbc.com
A cyber incident affected online ordering, payments and click-and-collect services, creating a major operational interruption.
2024
Clothing repairs and alterations partnership announced
[6]Marks & Spencer store transformation announcementcorporate.marksandspencer.com
M&S announced a clothing-care service with Sojo, linking the brand to repair and circularity initiatives.
2022
Stuart Machin becomes chief executive
[3]Marks & Spencer Our Leadershipcorporate.marksandspencer.com
Machin took over as chief executive and continued a transformation centered on stores, food, digital and operational productivity.
2020
Ocado online food partnership becomes operational
[10]Ocado online food partnership becomes operationalocadoretail.com
Customers were directed to Ocado’s platform for online ordering of M&S food and selected clothing products.
2018
Radical store transformation plan announced
[7]BBC coverage of the 2018 store closure planbbc.com
M&S announced plans to close more than 100 stores by 2022 as part of a major restructuring of its physical estate.
2004
Philip Green takeover attempt fails
[1]Marks & Spenceren.wikipedia.org
A proposed acquisition by Philip Green was abandoned after it did not receive sufficient shareholder backing.
2001
Per Una launches and wider payment acceptance begins
[1]Marks & Spenceren.wikipedia.org
The Per Una fashion brand and acceptance of mainstream credit cards formed part of the company’s early recovery program.
1999
Canadian store estate closes
[1]Marks & Spenceren.wikipedia.org
M&S exited Canada after sustained losses and unsuccessful efforts to reposition the business.
1998
M&S becomes the first British retailer to exceed £1 billion in pre-tax profit
[1]Marks & Spenceren.wikipedia.org
The milestone represented the peak of the company’s traditional retail model before its subsequent decline.
1988
Brooks Brothers and Kings Food Markets are acquired
[1]Marks & Spenceren.wikipedia.org
M&S expanded into the United States through acquisitions, although the move did not become a lasting international growth platform.
1980
Packaged sandwiches are launched
[1]Marks & Spenceren.wikipedia.org
M&S became the first British supermarket chain to sell packaged sandwiches, helping create a major convenience-food category.
1975
Continental European expansion begins
[1]Marks & Spenceren.wikipedia.org
The company opened stores in France, beginning a long but uneven period of international expansion.
1957
M&S introduces a stocking measurement system
[1]Marks & Spenceren.wikipedia.org
A specialized sizing system reflected the company’s emphasis on technical fit and product consistency.
1948
Food Technology department is established
[1]Marks & Spenceren.wikipedia.org
The department formalized M&S’s investment in food quality, product development and technical standards.
1931
Food retailing begins
[1]Marks & Spenceren.wikipedia.org
M&S entered food retailing, eventually developing a premium own-brand food business that became central to the group.
1928
St Michael brand is introduced
[2]List of Marks & Spencer brandsen.wikipedia.org
The St Michael label became the company’s principal quality identity and was later used across clothing and food.
1926
Textiles enter the product range
[1]Marks & Spenceren.wikipedia.org
M&S expanded beyond general merchandise by adding textiles, laying the basis for its later clothing specialization.
1916
Simon Marks becomes chairman
[1]Marks & Spenceren.wikipedia.org
Simon Marks assumed the chairmanship and guided the company’s transition into a large organized retailer.
1907
Simon Marks takes a leading role after the founders’ deaths
[1]Marks & Spenceren.wikipedia.org
Following the deaths of Thomas Spencer and Michael Marks, the next generation began consolidating and expanding the business.
1894
Thomas Spencer joins Michael Marks as a partner
[1]Marks & Spenceren.wikipedia.org
The partnership between Marks and Spencer formalized the enterprise’s commercial and organizational development.
1884
Michael Marks establishes a penny bazaar in Leeds
[1]Marks & Spenceren.wikipedia.org
Michael Marks began the business with a market stall at Leeds Kirkgate Market, creating the foundation of the future M&S retail group.

Products and positioning

Accessible-premium British retailer focused on own-brand quality, product reliability, food innovation, dependable everyday clothing, heritage and broad household appeal.

Food retail · 1931
M&S Food
M&S Food is the group’s premium-oriented grocery and convenience-food business. It is built predominantly around own-brand products and is known for prepared meals, entertaining food, bakery, confectionery, seasonal products, wine, beer and innovative convenience formats. The business has historically used product quality, packaging, recipe development and premium presentation to differentiate itself from mainstream supermarkets. It also includes food sold through stores, digital channels and the Ocado partnership.
Clothing
M&S Collection
M&S Collection is the core clothing and lifestyle range, covering everyday womenswear, menswear, childrenswear and related products. It represents the broadest expression of the brand’s accessible-premium positioning, combining practical wardrobe staples with seasonal fashion, workwear, occasionwear and family apparel. The range is supported by M&S’s long-standing emphasis on fit, fabrication, comfort and value.
Womenswear · 2001
Per Una
Per Una was launched in 2001 through a partnership with George Davies and became one of M&S’s most important modern fashion brands. It was designed to provide more style-led womenswear than the traditional core offer, with an emphasis on feminine silhouettes, prints, occasion pieces and contemporary everyday clothing. M&S later acquired control of the brand as part of its effort to rebuild clothing relevance.
Fashion
Autograph
Autograph is a more elevated M&S clothing and accessories range. It has generally been used to express higher-quality fabrics, refined tailoring, occasion dressing and more design-led styling within the group’s own-brand architecture. The range supports M&S’s accessible-premium positioning and helps provide a premium tier above core everyday merchandise.
Activewear · 2020
Goodmove
Goodmove is M&S’s activewear and athleisure proposition. The range includes performance and leisure clothing intended for activities such as running, gym training, yoga and everyday movement. It reflects the company’s effort to participate in growing lifestyle categories while combining technical fabrics with the fit, comfort and ease associated with its broader clothing offer.
Confectionery · 1992
Percy Pigs
Percy Pigs are fruit-flavored gummy sweets shaped around a pig character and are among the most recognizable M&S food products. The line has developed into a broader character-led confectionery franchise with different flavors, formats and seasonal variations. Its playful identity gives M&S a distinctive own-brand asset within sweets and supports gifting, impulse purchases and seasonal merchandising.
Lingerie
M&S lingerie
Lingerie has historically been one of M&S’s signature clothing categories. The business built a strong reputation for fit, size availability, practical design and dependable quality, and lingerie remains an important part of the women’s clothing proposition. Earlier lingerie ranges were associated with the St Margaret and later St Michael labels before the company consolidated its own-brand architecture.
Homeware
M&S Home
M&S Home covers furniture, soft furnishings, bedding, kitchen products, dining merchandise and decorative home accessories. The range extends the brand’s quality-and-reliability proposition into household goods and is sold through selected stores and digital channels. Home has also been used to increase the productivity of larger full-line stores and broaden the group’s lifestyle relevance.
Beauty
M&S Beauty
M&S Beauty includes skincare, cosmetics, fragrance, toiletries and associated personal-care products. The business combines M&S own-brand items with selected branded products and is positioned as an accessible, convenient extension of the clothing and lifestyle offer. Beauty contributes to the group’s broader strategy of increasing customer frequency and basket size across fashion, home and personal care.
Historic own-brand identity · 1928
St Michael
St Michael was introduced in 1928 in honor of co-founder Michael Marks and became the company’s dominant own-brand label for much of the twentieth century. It was associated with consistent quality, British manufacturing and product reliability across clothing and food. The label was retired as the main brand identity around 2000, although the name later returned in limited heritage uses.

Controversies

2025
Major cyber incident
A cyber incident disrupted M&S online ordering, contactless payments, click-and-collect and related operations. The company temporarily suspended online orders, later restored website ordering and subsequently brought back click-and-collect.
Source
2021
Backlash over M&S beans-on-toast party food
Social media users criticized Marks & Spencer for selling its “posh cheesy beans on toast” party food for £5, including objections to the price and accusations that the item gentrified a familiar dish. An M&S spokesperson defended the product and described a four-for-three offer across its fresh party food range.
Source
2021
Marks & Spencer replaces chocolate tulip images after customer criticism
Marks & Spencer faced customer criticism over images of its Mother's Day chocolate tulips, which some customers said looked suggestive. The images were replaced with new pictures taken from a different angle.
Source
2018
Backlash over school-uniform hijab
M&S introduced a hijab for its school-uniform range, including sizes for younger girls. The product prompted criticism and boycott calls from some customers, while others viewed it as an inclusive response to customer needs.
Source
2013
Contactless payment complaints
Some customers claimed that M&S contactless terminals had taken payment from cards other than the card intended for the transaction. The company investigated and stated that its payment system had been tested and was robust.
Source
2013
Checkout policy controversy involving pork and alcohol
A policy allowing some Muslim checkout employees to decline handling pork or alcohol generated customer complaints and public criticism. M&S subsequently apologized and said it would seek alternative duties where employees’ beliefs could affect checkout responsibilities.
Source
2010
Interflora online advertising dispute
M&S’s online flower service faced legal action from Interflora over allegations involving search advertising and the use of terms associated with Interflora. The dispute raised questions about online trademark visibility and competitive advertising.
Source
1969
Oxford Street store bombing
The Popular Front for the Liberation of Palestine bombed M&S’s Oxford Street store in London on 18 July 1969. The event was part of a wider period of politically motivated violence and was not a commercial misconduct scandal by the company.
Source

Marketing campaigns

2024Clothing repairs and alterations with Sojo
United Kingdom
M&S partnered with Sojo to provide repairs and alterations for clothing, extending the brand’s services into garment longevity and circular consumption.
Outcome. The service supported M&S’s sustainability and product-care positioning, although long-term commercial impact remains to be assessed.
Source
2021St Michael heritage return
United Kingdom
M&S brought the St Michael name back in a limited heritage capacity, using the historic label to reconnect contemporary products with the company’s twentieth-century quality legacy.
Outcome. The initiative functioned primarily as a heritage and storytelling device rather than a restoration of St Michael as the main corporate brand.
Source
2018Holly Willoughby Must Have collection
United Kingdom
M&S appointed television presenter and model Holly Willoughby as a brand ambassador and launched a clothing collection marketed around her personal style and high-street appeal.
Outcome. The launch attracted substantial demand, but inadequate stock levels left some customers disappointed and exposed weaknesses in demand forecasting.
Source
2013Best of British
United Kingdom
The Best of British range celebrated British design, manufacturing and product heritage while accompanying a wider overhaul of M&S fashion lines including Per Una and Indigo.
Outcome. It strengthened the heritage dimension of the brand and complemented management’s attempt to restore quality and style to clothing.
Source
2010Only at M&S
United Kingdom
M&S introduced the “Only at M&S” marketing platform during a wider attempt to sharpen its identity, emphasize own-brand products and restore a sense of distinctiveness to the group.
Outcome. The campaign supported a broader brand and store transformation but formed part of a long-running turnaround rather than a single definitive repositioning.
Source
1953The customer is always and completely right
United Kingdom
This customer-service slogan expressed M&S’s historic commitment to generous returns, product standards and a service culture that treated customer trust as a central competitive asset.
Outcome. The phrase became part of the company’s retail heritage and reinforced its association with dependable British service.
Source

Brand decisions

2025
Increase store renewal and logistics resilience after cyber disruptionStrategy
Background
M&S entered a period of major digital disruption while continuing a broader transformation of its physical and food infrastructure.
Action taken
The company continued store rotation and announced a new Avonmouth distribution centre intended to improve food availability, logistics capacity and scalable growth.
Aftermath
The strategy placed greater emphasis on operational resilience, supply-chain modernization and productive stores.
Source
2024
Introduce clothing repair and alteration servicesOther
Background
M&S sought to extend the life of clothing products and strengthen its sustainability proposition.
Action taken
The company announced a partnership with Sojo for clothing repairs and alterations.
Aftermath
The initiative added after-sales garment care to the brand’s service ecosystem and supported circularity messaging.
Source
2021
Continue long-term store closures and turnaroundStrategy
Background
The pandemic and structural changes in retail made legacy stores and conventional shopping patterns less sustainable.
Action taken
M&S announced plans for additional store closures over the following decade while continuing investment in food, digital operations and more productive locations.
Aftermath
The decision reinforced the company’s shift from estate size toward store productivity, convenience and channel integration.
Source
2020
Accelerate digital and Ocado food partnershipStrategy
Background
Online grocery demand increased while M&S needed broader digital reach without building an entirely independent grocery-delivery infrastructure.
Action taken
Customers were directed to Ocado’s platform for online M&S food and selected clothing products.
Aftermath
The partnership expanded online access to M&S products but later generated debate over performance targets, economics and the future shape of the relationship.
Source
2018
Announce large-scale store closure programmeStrategy
Background
M&S concluded that many legacy stores were too large, costly or poorly located for contemporary shopping patterns.
Action taken
The company announced plans to close more than 100 stores by 2022 and to reshape the estate around more productive full-line and food locations.
Aftermath
The program accelerated the move toward a smaller, newer and more digitally integrated store network.
Source
2010
Launch brand and store transformation planStrategy
Background
Management sought to restore the relevance of M&S clothing, strengthen the overall brand and improve the productivity of stores and digital channels.
Action taken
M&S introduced the “Only at M&S” platform, planned store redesign, adjusted fashion brands and committed to significant capital investment in the store estate.
Aftermath
The plan established the basis for later store rotation and estate restructuring, although the clothing recovery remained gradual.
Source
2008
Add selected branded grocery productsStrategy
Background
M&S sought to broaden food choice and respond to changing customer expectations while retaining its own-brand differentiation.
Action taken
The company began selling selected branded grocery lines, including products from major food manufacturers.
Aftermath
The move was later balanced by renewed emphasis on M&S own-brand products and food distinctiveness.
Source
2004
Reject Philip Green takeover proposalM&A
Background
M&S was the target of an attempted acquisition by Philip Green, then associated with Arcadia Group and BHS.
Action taken
The company announced a recovery plan and the bid was withdrawn after insufficient shareholder support.
Aftermath
M&S remained independent and proceeded with restructuring, including changes to financial services, store formats and brand management.
Source
2001
Broaden payment acceptance and introduce Per UnaStrategy
Background
M&S faced declining relevance, weaker clothing performance and criticism of its restrictive payment policy and traditional product model.
Action taken
The company began accepting mainstream credit cards and launched Per Una in partnership with George Davies to provide a more fashion-led womenswear offer.
Aftermath
The measures contributed to a partial recovery and Per Una became one of the company’s most important fashion brands.
Source

Recent events

2025
M&S launches Love That spring fashion campaign[19]M&S推出Love That春季时装广告活动retailgazette.co.uk
Campaign
The spring fashion campaign presented relaxed womenswear and used a chain-reaction story about compliments to express an upbeat, confidence-building brand message.
2025
M&S Food continues Farm to Foodhall activity[20]M&S Food持续推进Farm to Foodhall活动corporate.marksandspencer.com
Campaign
M&S Food highlighted British and international suppliers, including fruit, meat and pantry products, while continuing its partnership with Tom Kerridge and related television programming.
2024
M&S announces major Farm to Foodhall campaign[21]玛莎百货宣布推出大型“从农场到美食大厅”活动thegrocer.co.uk
Campaign
A larger integrated campaign with Tom Kerridge extended the provenance platform across broadcast, print, outdoor, social and stores, with additional emphasis on sustainability and net-zero ambitions.
2024
M&S launches Spring Style campaign[22]玛莎百货推出春季时尚活动corporate.marksandspencer.com
Campaign
The campaign promoted womenswear, menswear and childrenswear under the continuing “Anything but Ordinary” platform through television, digital, outdoor, print and store activity.
2023
M&S launches Farm to Foodhall campaign with Tom Kerridge[23]玛莎百货携手Tom Kerridge推出“从农场到美食大厅”活动thedrum.com
Campaign
The food campaign used visits to M&S suppliers and farms to explain provenance, production and quality across fresh-food categories.
2022
M&S completes acquisition of Gist[24]玛莎百货完成对Gist的收购markets.ft.com
M&A
Marks & Spencer completed its purchase of Gist, the principal contract logistics provider for M&S Food, as part of a programme to modernise and integrate its food supply chain.