Marc Bolland: taking the helm at Marks & Spencer

At the Retail Week Awards last year, comedian Jimmy Carr joked that all Marc Bolland needed was a cat to stroke, then he’d be the ultimate James Bond baddie. But last week Bolland proved he’s much more Bond himself by stepping into the shoes of Sir Stuart Rose and taking over as chief executive of Marks & Spencer.

Like 007, Rose is sophisticated and charming; Bolland is the same – albeit not so much in the public eye. The only difference is that Rose’s style is traditionally English, while Dutchman Bolland has an air of international mystique.

The similarities between Rose and Bolland are clear, but the M&S board did not choose him just for his personality. His three-year tenure at Morrisons and 20 years at Heineken have, the M&S board believes, given him the necessary skills to steer the retailer in the right direction. Rose said last week that Bolland will drive the M&S brand, and use his marketing and international experience to push M&S forward.

Bolland is more attuned than many chief executives to branding and marketing. One source close to him said it was the strength of the M&S brand that drew him to the role, and he sees great potential still to be realised.

At Morrisons, Bolland also saw the potential. Just last week at the grocer’s update – the day after his appointment at M&S was announced – Bolland spoke again of the strength of Morrisons’ fresh and value proposition being the reason behind its success.

The fresh and value proposition was there at Morrisons when Bolland arrived, but it hadn’t been realised. Shore Capital retail analyst Kate Calvert says: “Morrisons was already a good brand when Bolland arrived, but what he did was make it stronger and reinforce its value credentials.”

Bolland also pushed the brand beyond its north of England stronghold into the South, where sales have been growing particularly well.

Calvert says Bolland will face a tougher job at M&S, as the retailer’s infrastructure needs addressing. “Morrisons was suffering from a botched integration with Safeway when Bolland took over, but it was already on the path to recovery. The situation at M&S with its infrastructure is far more complicated,” she believes.

Since May, M&S finance director Ian Dyson has been leading infrastructure changes with an internal project called 20:20, designed to update its systems and distribution network. Just some of the problems outlined include streamlining its network of warehouses and store portfolio, and tackling online grocery shopping.

Greg Lawless, European retail analyst at Collins Stewart, says Bolland was “dealt not a bad set of cards at Morrisons, and did a great job with them”. At M&S, he says, “the hand isn’t as good”. He says M&S’s infrastructure needs sorting out, then he should decide strategies for food, non-food and international.

One colleague says Bolland is a big-picture man, who needs a team around him focused on the detail. And, at M&S, many have said that his first job will be to ensure that his senior team – including food boss John Dixon and clothing chief Kate Bostock – stay at the retailer and are on board with his strategy.

Calvert says Bolland’s character strengths will be key. “He’s very motivational and personable. That will be useful to shake up the culture of M&S and get its people on board. At the moment it’s a bit set in its ways.”

Bolland will have his work cut out for him when he arrives at M&S in the new year. The hope is he brings to the role all the thrills and style of a James Bond blockbuster.

Age 50

Likes Football – supports Leeds United and Dutch team Ajax – reading and shooting

Marital status Single