A QUESTION mark hangs over the fate of Swindon’s Marks & Spencer stores as the company announced it is to shut 30 UK stores and slash shop space devoted to its ailing clothing ranges as it focuses more on food.

The high street giant also warned of around 2,100 job losses under plans to shut 53 shops across 10 overseas markets, including China and France.

Chief executive Steve Rowe announced the latest restructure plans as he revealed that half-year profits crashed 88.4% to £25.1 million, partly due to higher pension costs, while earnings fell 18.6% to £231.3 million on an underlying basis.

The retailer said clothing departments would be shut in 60 of its 304 full-line stores, with 30 stores closing altogether, and 45 shops to be converted into Simply Food outlets, downsized or moved.

Around 100 stores overall will be affected by the changes over the next five years, it said.

Details of the restructure came as it said underlying pre-tax profits fell 18.6% to £231.3 million in the six months to October 1, while bottom-line profits crashed 88.4% to £25.1m.

The group remained tight-lipped on the number of UK staff who could be hit by the plans but said that, where possible, it would keep "job continuity" for affected employees.

M&S insisted it would have more stores overall after the revamp, with already-announced aims to open more than 200 Simply Food outlets by the end of the 2018/19 financial year.

Mr Rowe, who took over from Dutchman Marc Bolland in April, said: "Over the next five years we will transform our UK estate with around 60 fewer clothing and home stores, whilst continuing to increase the number of our Simply Food stores.

"In the future, we will have more inspiring stores in places where customers want to shop."

He added: "These are tough decisions, but vital to building a future M&S that is simpler, more relevant, multi-channel and focused on delivering sustainable returns."

The latest restructure moves come as M&S revealed more sales falls in its embattled clothing division, with like-for-like sales down by 5.9% in the first half.

But it narrowed the sales decline from 8.9% in the first quarter - its worst performance for a decade - to 2.9% in the second quarter.

Same-store food sales fell 0.9% over the half-year, while it saw growth of 0.3% at M&S.com, leaving overall UK like-for-like sales 3% lower.

Mr Rowe said the group did not have a full list of outlets closing, adding that it would look at the overhaul on a "store-by-store" basis over the next five years.

He said M&S will have less space, but more stores as part of a "rebalancing".

"This is not about the M&S brand disappearing. We will be in more locations in the future," he added.

The group said the UK restructuring will cost it around £350 million over five years.

M&S will also close loss-making owned businesses across 10 international markets at a cost of £150m to £200m over the next year.

The firm currently has 468 overseas stores across 58 international markets, with 194 owned stores and 274 franchise stores.

Mr Rowe - a company veteran with 26 years' service - is leading a shake-up to turn around its clothing arm and get group profits back on track.

He has already axed 525 jobs at the retailer's head office in a bid to cut costs in August.

The group said on announcing half-year results that its profit margins will take a hit from the sharp falls in the pound since the Brexit vote.

But it said it would continue to cut prices across its clothing lines and in its food arm as it looks to ramp up sales.

The former stalwart of the British high street has seen its position shift from a retailer able to attract all age groups to a place seen by younger consumers as catering primarily for older generations - despite glamorous advertising campaigns and, most recently, two well-received collections from model Alexa Chung based on the store's fashion archive.

Commentators say younger shoppers are being lured away by competitors which are cheaper, faster and more aspirational.

Meanwhile the so-called fast fashion retailers like Primark and H&M have improved their quality and a new category of "grown-up" stores such as Reiss and Cos and have emerged.

Customers have also complained that they are confused amid racks of clothing divided into various brands but with little indication as to what separates one from another, and that items singled out by fashion experts - and there are many such pieces in every collection - are difficult to find within cluttered stores, if they have not already sold out.

Other grumbles have also referred to too few shop assistants on hand to help navigate the racks and offer guidance on styling.

Earlier this year, new chief executive Steve Rowe announced that the "neglected" 'Mrs M&S' was at the centre of plans to turn around his store's fortunes, saying he planned to "celebrate and cherish" the "loyal" army of women shoppers aged 50 and over - who have proved to be not quite so loyal after all.

M&S knows its average customer is female, in her 50s, and shops with the group 18 times a year. To cater more successfully to her, Mr Rowe talked about cutting back on fashion-focused clothing in favour of plans to "re-establish our style authority", with an emphasis on stylish wardrobe essentials to win back customers.

He also talked about providing pieces that can be worn with confidence as well as a focus on stylish everyday items and "unrivalled quality".

He pledged to reduce promotions and clearance sales and invest in lower everyday prices - a trend that is taking hold more widely across the retail industry in response to consumer demand.

Sheila Noll wrote on the Advertiser's Facebook page: “So if they know that younger shoppers are not interested why are they still trying to attract them?

"What we older shoppers want are well made, well fitting classic clothes, the sort they sold back in the sixties. No frills or ribbons, bows or missing shoulders and no silly prices.”

And Sue Willmott said: “If they had paid attention to what their customers were saying, they wouldn't be in this mess.”