The triple bottom line : Undertaking an economic, social, and environmental retail sustainability strategy

The purpose of this paper is, first, to examine environmental, economic and social sustainability. Second, to build upon Jones et al.’s (2011) preliminary investigations into the sustainability agendas of the world’s top ten retailers through an examination of Marks and Spencer’s (M&S) Plan A sustainability strategy. Third, to complement this with a case study examination of its first eco-learning store.

A case study of M&S’s first eco-store using a consideration of the published literature and interviews with members of staff.

Retailers exert a significant influence on sustainability issues due to their position in the supply chain between producers and customers. It is argued that M&S’s Plan A environmental strategy demonstrates evidence of an economically successful “strong model of sustainability” compared with the world’s top ten retailers. In total, 15 factors emerged which may provide a checklist for organisations undertaking and managing their own sustainability change programmes.

The research examined only public material produced by M&S and was not privy to internal documentation. Also, due to the traditional limitations of the case study approach findings about the first eco-store may not have transferability to other situations.

Environmental strategies can produce positive financial and social benefits. The grounded approaches used by M&S’s Plan A and first eco-store provide many illustrations of the possible future directions of retailing. Whole life accounting overcomes some of the limitations of annual accounting methods.

The triple bottom line and whole life accounting at M&S have been little discussed. The prototype eco-learning store in Sheffield provides practical insights into a holistic strategy.