Marks & Spencer Faces A Test Of Trust In A Fast-Moving Retail Landscape

Trust has always been the currency of retail. In today’s world, where convenience, connection and confidence are expected as standard, it has never been more valuable — or more vulnerable.

This week, Marks & Spencer (M&S) is still unable to take online orders following a cyber incident that has took place over a week ago, costing the business signifcant losses and reminding us that even the strongest brands are not immune to the complexities of modern retail operations. With the stakes higher than ever, how a business responds in these moments defines whether it emerges bruised or broken.

A New M&S — Tested in Real Time

To its credit, the M&S of today is very different from the M&S of a decade ago. Through strong leadership, cultural change, and a sharper focus on customer -first innovation, the business has fought hard to regain ground.

The swift and human response from CEO Stuart Machin, issuing a direct apology to customers, was a notable reflection of this new approach. It was open, transparent, and avoided the sterile, corporate language that too often alienates customers when they most need reassurance. It marked a significant evolution for a brand that understands the emotional contract it holds with its shoppers.

Yet in retail, sentiment alone is not enough. This cyber incident landed during one of the most fiercely competitive times for the pre summer-season. While M&S was managing internal challenges, rivals including Boden launched site-wide discounts, Zara and H&M dropped fresh designer collaborations, and Next pushed its next-day delivery proposition hard. In moments where customers face friction with one brand, there are now a multitude of attractive alternatives ready to capture that spend.

In retail today, once a customer’s mind — and wallet — moves elsewhere, it can be difficult to win back.

The Fragility of Digital Trust

M&S has invested heavily in its digital platforms, recognising that its online shop is not merely an add-on but an essential part of its growth strategy. Particularly post-pandemic, a wide range of shoppers — including those traditionally more cautious about online purchasing — have been encouraged to trust and embrace M&S’s digital offer.

That trust, once hard-won, is fragile. What I call “digital distress” — the confusion, anxiety, and frustration caused when websites or apps fail — creates a deep emotional impact. For a retailer like M&S, whose strength has long been anchored in reliability and reassurance, even a temporary falter online feels magnified.

Should the incident escalate into a confirmed serious data breach, the implications would be even more severe. Customers expect their personal data to be protected with the utmost diligence. Any breach would require immediate, jargon-free communication, practical support for affected individuals, and a visible commitment to future-proofing security measures. In an age where loyalty is not just transactional but emotional, how a brand handles such a moment can define its fortunes far beyond regulatory fines or legal repercussions.

A Brand at a Crossroads

The opportunity for M&S is clear. Much has been done to rehumanise the brand internally and externally — something I observed first-hand in my conversations with their leadership. Yet the work must continue beyond initial emails and statements.

In the crucial days following the cyber disruption, communication has faltered. Social media channels, with millions of followers ready for updates and reassurance, have remained quieter than expected. In an environment where competitors are louder, faster, and deeply attuned to immediate customer expectations, maintaining momentum in messaging is not a luxury — it is a necessity.

Equally, the importance of the physical store estate has once again proved its worth. With uncertainty online, we saw a noticeable uplift in store footfall last weekend, as customers — wary of digital risk — reverted to the tangible certainty of in-person shopping. This hybrid strength is an advantage M&S must continue to leverage.

Looking Ahead

Retail has always been a world of challenges — but today’s pressures are faster, sharper, and less forgiving. Technology offers incredible opportunities, but also amplifies risks, particularly for heritage brands working to modernise complex legacy systems.

For M&S, the path forward is not to retreat into defensive silence but to double down on the values that customers cherish: honesty, clarity, care, and continuous improvement. This incident, handled with humility and commitment, need not define M&S’s future — but it will test whether the new culture and customer-centric focus are truly embedded.

In a world where customers can click elsewhere in an instant, maintaining trust is not a one-off action. It is a relentless, everyday commitment.

And for M&S, that commitment will define the next chapter.