Britain’s biggest clothing retailer, which also sells upmarket foods and homewares, said the new formats would sell products selected against five local criteria — affluence, demographics, competition, regionality and ethnicity.
The stores would also have improved layouts and signs and better showcase M&S’ sub-brands.
“Customers have told us that our stores are not always easy to shop,” Chief Executive Marc Bolland said.
He said the tests, part of a growth plan unveiled in November, will start this October.
Britain’s retailers are mostly struggling as shoppers are hit by rising prices and austerity measures. Clothing chains are also facing soaring cotton prices.
M&S said it had made a good start to the new financial year but expected trading conditions in the year ahead to be challenging, echoing recent comments from rivals.
“It’s going to be a difficult year on the consumer side but they (consumers) know that. They know it’s going to be a year of more choices,” said Bolland.
“They are buying into quality, they are buying into smaller ticket items instead of bigger ticket items and they are buying into treats,” he said.
The 127-year-old group, which serves 21 million Britons a week from around 700 stores and also has more than 320, mostly franchise, shops in 41 territories, made a profit before tax and one-off items of 714 million pounds ($1.2 billion) in the year ended April 2.
That was ahead of a forecast for 710 million pounds in a company poll, helped by market share gains in both clothing and food, driven by new products such as stormproof suits and French-inspired Bistro ready meals.
Revenues rose 4.2 percent to 9.3 billion pounds and the dividend was increased 13.3 percent to 17 pence a share.
“Although there is not much new information to excite in this morning’s statement, there is a feeling that a lot of work has been going on behind the scenes which will not be visible until later in the year, Espirito Santo analysts said.
They said revamped stores, and improved presentation of sub-brands, would address a key criticism of M&S customers who often feel its shops are confusing.
M&S, which saw profit plunge from 1 billion pounds at the start of the economic downturn, has been outperforming rivals recently, helped by strength among older and more affluent customers coping better as incomes are squeezed.
Investors are also warming to Bolland’s plan to revamp British stores, expand online and overseas, and improve logistics and marketing, all of which have seen him make a string of high-profile management appointments.
Bolland said surging cotton prices had less impact on M&S than on rivals, many of which sell cheaper goods where raw materials make up a larger proportion of the price.
Finance director Alan Stewart played down suggestions the group might be interested in the auction for a majority stake in grocer Iceland Foods.
“I think the fit with Iceland and M&S is one which most people would struggle to perceive as a good fit,” he said.
