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Brand management - H&M
- 1. Brand management Mr. TrươngQuang Cẩm
- 2. Group members THẾ BẢOHUỆ LINH NGỌC PHÁT
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- 5. History Hennes & MauritizAB 1946 1947 1968 1974 2006 Erling Persson has outlined ideas. Hennes’s strore in Sweden He bought Mauritz Widforss => Hennes & Mauritz (H&M) H&M appeared on the Stockholm Stock Exchange. H&M appeared in Dubai and Asian.
- 6. 68 YEARS OFDEVELOPMENT 58 3600
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- 9. II. Brand Inventory BrandElements. Product Pricing Distribution Online and offline communications Leverage of secondary brand associations
- 10. Brand Elements Hennes &Mauritiz AB “ Fashion and quality at the best price “ Packaging
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- 14. Price Jackets & Coats$39.99 - $99 Sweaters & Cardigans $9.99 - $34.99 Dresses & Jumpsuits $12.99 - $69.99 Pants $17.99 - $299 Jeans $9.99 - $59.99 Basics $5.99 - $24.99 Tops $5.99 - $49.99 Shirts & Blouses $9.99 - $69.99 Blazers & Kimonos $34.9 - $99 Sportwears $3.99 - $99 Skirts $12.99 - $179 Shorts $12.99 - $399 …
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- 16. Online and offlinecommunications Advertising Interactive and direct marketing Sales promotion Event marketing and sponsorship PR
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- 20. Autumn-winter fashion 2014 Beckhamsare present in Shanghai to promote the collection of lingerie collaboration with fashion brand H&M.
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- 22. CONSUMER KNOWLEDGE Knowledge ofthe existence of a product Knowledge of characteristics and associations of the product Knowledge in buying Knowledge of consuming and using the products Knowledge of persuasion
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- 26. Brand Relationship: When lookingfor a cheap fashion product with acceptable quality, I can always count on H&M Brand Responses: A convenient place to find a necessity at a good price such as a plain color shirt Brand Meaning: A store with a simple lay-out, variety of collections, simple designs, and lower customer services Brand Identity: A retailer that sells clothes and fashion accessories at an affordable price
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- 28. Competitive Frame ofreference
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- 32. III. STRATEGIC RECOMMENDATIONS (ABOUTBRAND POSITIONING)
- 33. Target market of2017 Vietnam
- 34. Base on GE-MCKINSEYMATRIX INVESTMENT IMPLICATIONS To define: • The attractiveness and potential growth of Vietnam market • The competitive advantages of H&M
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- 36. Attractiveness of Vietnam market H&M GEmatrix GE MATRIX
- 37. The attractiveness andpotential growth of Vietnam market The formula to calculate: - The critical level ( %) * ranking criteria (1-5) = SCORE
- 38. • Low-tech apparel: 0.24 •Diversity of materials: 0.16 • The legislation of copyright: 0.12 • Consumer tastes change quickly: 0.33 • The influenced by geographical factors: 0.2 • High policy for environment: 0.03 • The large economy size: 0.36 • Cheap labour: 0.5 • High inflation: 0.28 • The financial crisis affecting the exchange rate: 0.21 • The diversity of market: (5%)*4= 0.2 • The size of the market: (11%) *4= 0.44 • The low level of competition: 0.39 Market Economy & finance Technology Society & legislation TOTAL COST: 3.46
- 39. The strength ofH&M The formula to calculate: - The critical level ( %) * ranking criteria (1-5) = SCORE
- 40. • Highly specialized oflabourers: 0.28 • Capable of research and well product development: 0.44 • Good business organization: 0.27 • Care about environment: 0.12 • Compliance with legislation in Vietnam: 0.08 • Good relationship with customers: 0.07 • High level of brand recognition: 0.15 • The high level of competition: 0.22 • Good Financial Strength: 0.4 • Cheap cost of raw materials: 0.24 • Big market share: 0.07 • The rapid growth of business: 0.16 • Good channel strategy: 0.09 Market Economy & finance Technology & Labourers Society & legislation TOTAL COST: 2.59
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- 42. Competitive frame ofreference Mango Topshop Zara
- 43. Feedback immediately From design to shopfloor Fast- fashion
- 44. Competitor 2 (shortlydescribe) Mango High fashion and glamour Collaborating with designers More expensive items but more sophisticated
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- 46. Wide range of product variety Trendiness Multipleretail stores all over the world
- 47. Points-of-Difference A lower pricerange - Example: Organic cotton T-shirt H&M: less than 10$ Zara: more than 10$
- 48. A very interactivewebsite - Virtual fitting room that you can do mix & match
- 49. Heavier promotion thanits competitors
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- 52. ON PRODUCT Always improve quality Following fast trends More diversityin product line Collaboration with high fashion designers
- 53. ON PRICING - Thepricing strategy is H & M widely practiced around the world is quite soft compared to the average level of the market • Changing needs of the market and close cooperation with corporate policies, while constantly changing product lines and updated seasonal collections and combined with pricing strategy – cheap.
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- 55. ON CHANNEL H &M has had average level of control has shown the essence of their brand through business representative in the country expanded. -It can also generate profits can predict from foreign operations. The degree of stability to be maintained over the medium term the main factor goods: the control and flexibility. risks, commit resources.
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- 57. On Promotion Represented brands Linkingto the TV channel about fashion.
- 59. . - Implement policiesloyal customers will be a discount, and often accumulate points, receive gifts. - Hold a contest, game booths in shopping centers in the company H & M. For example, can hold a contest of Design Fashion
- 60. On leverage ofsecondary associations
- 61. • Reduced pricessome items • Customers who bought a certain number of coupons will be offered. • For VIP customers, get 1 of 1 products in bulk orders.
Editor's Notes
- #44 Fast-fashion: The delivery time is then also made as short as possible. They can be rapidly delivered to Zara’s central distribution centre in Spain and shipped to stores around the world twice a week. In contrast, H&M claims that its “displays are changed frequently and themed around an association or a feeling, but always keep the clothes in focus”. From design to shop floor: The beginning of the Zara supply chain starts with its creative and design teams. Based in Spain, the creative team, including designers, make use of large amounts of information to inform their decision. The beginning of the Zara supply chain starts with its creative and design teams. Based in Spain, the creative team, including designers, make use of large amounts of information to inform their decision. Feedback loops: the company’s business model requires a “constant feedback between stores and designers (over 250 at Zara), through daily analysis of sales and data analysis of sales data and qualitative information on customer reactions to products”.
- #45 Mango proposes clothes that are at the same time trendy and practical. Of course the stylists are inspired by fashion shows but they have to design more than 70 % of basic clothes and around 30% of "fashion" products. Prices remain affordable even though they are higher than the ones in Zara. All shop assistants are personal shoppers. They have been trained to advice customers. MANGO wants to offer an environnement conducive to consumption even though prices will be consequently higher.
- #46 Haute Couture: they are still attuned to contemporary trends but we had reached a point where Haute Couture was translated successfully into street style Kate Moss. Her initial collaboration with Topshop was the one that drew much attention to a brand that was up until then a teenage attraction.