This report provides an analysis regarding the identification and evaluation of the strategies that H&M might adopt for increasing its investments and growth by utilizing BCG model and for prioritizing the investments by exploiting GE McKinsey, Ashridge model and the analysis from the strategic review. Moreover, for the growth of the company, among the available frameworks, the one of Blue Ocean Strategy was implemented because a free space of innovation was identified. Furthermore, H&M’s internationalization opportunities were found by assessing the attractiveness of the market through PESTEL analysis, CAGE framework and competitive characteristics. Finally, the report provides a detailed analysis for areas of internal improvements, what the company should plan for developing them and how is going to supervise the process.
We were to create an IMC plan in order to execute our strategies for H&M. We created a new campaign with a "home sweet home" theme in order to expand their H&M Home line in other major cities. We also made recommendations for H&M in terms of PR, media, advertising, and etc. This is a PDF version of our IMC plan that also includes designs of our H&M Home Loyalty program cards, advertisement, and screenshot examples of social media. Template/designs by Savannah Kuang and loyalty program design by Mekynzi Sotello.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
This report provides an analysis regarding the identification and evaluation of the strategies that H&M might adopt for increasing its investments and growth by utilizing BCG model and for prioritizing the investments by exploiting GE McKinsey, Ashridge model and the analysis from the strategic review. Moreover, for the growth of the company, among the available frameworks, the one of Blue Ocean Strategy was implemented because a free space of innovation was identified. Furthermore, H&M’s internationalization opportunities were found by assessing the attractiveness of the market through PESTEL analysis, CAGE framework and competitive characteristics. Finally, the report provides a detailed analysis for areas of internal improvements, what the company should plan for developing them and how is going to supervise the process.
We were to create an IMC plan in order to execute our strategies for H&M. We created a new campaign with a "home sweet home" theme in order to expand their H&M Home line in other major cities. We also made recommendations for H&M in terms of PR, media, advertising, and etc. This is a PDF version of our IMC plan that also includes designs of our H&M Home Loyalty program cards, advertisement, and screenshot examples of social media. Template/designs by Savannah Kuang and loyalty program design by Mekynzi Sotello.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
In the fashion industry everything is about change and changing trends. It is a fast-paced business with short product life cycles and immediate customer response.
H&M and Zara are well known for delivering the latest designs to customers, partly in collaboration with famous fashion designers, at affordable prices. Both H&M and Zara are famous for their ‘fast fashion’—their ability to respond quickly to changing market trends with new collections—in a manner that appears to be different to the rest of the industry. Their success in this industry can be seen to rest on their strategic positioning and specific strategic and threshold capabilities
L’Oreal’s methods have brought it profitable results so far, we believe a shift in focus of the segmentation to age and gender can be considered to prolong its success. Although L’Oreal has always practiced differentiated marketing strategy to target several market segments, we think there is a segmentwhich has been largely neglected: If tapped, L’Oreal could see massive profits and success in India. In thiscase we believe L’Oreal should target the Men.
H & M COMPANY PROFILE SUPPLY CHAIN MANAGEMENT H&M: Organization of Supply Cha...Ajeenkya D Y Patil
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
A critical Analysis of the famous Brand H&M.
IN this we have tried our best to cover each and every point of the H&M company, in it we cover the description, establishment, objectives, missions, goals, organizational structure, SWOT analysis, leadership, decision making of the company.
we hope that it will help you in your projects.
Critical and in-depth analysis of the brand and its characteristics with particular emphasis on the strategy adopted by the new Artistic Director Alessandro Michele.
Key points:
- Why is Gucci a disruptive brand? (3 main pillars)
- Why is Gucci a luxury brand?
- Analysis of the narrative and of the brand contract;
- Further recommendations.
H&M's offrshoring strategy from Bangladeshjohn swajan
Due to the insurgency in global marketing thought and technological development the business enterprises are now become more and more competitive. In Cloth Retailing Industry (also in most other sectors) the production concept has changed through the global availability of goods and services. Thus a company, located in Europe or somewhere else, is floating around their production units in other parts of World. Due to the availability of cheap and skilled human capital in Asia most western corporations are highly influenced to move their production units or source their products from these countries which enable them to gain competitive advantage over their competitors.
In the fashion industry everything is about change and changing trends. It is a fast-paced business with short product life cycles and immediate customer response.
H&M and Zara are well known for delivering the latest designs to customers, partly in collaboration with famous fashion designers, at affordable prices. Both H&M and Zara are famous for their ‘fast fashion’—their ability to respond quickly to changing market trends with new collections—in a manner that appears to be different to the rest of the industry. Their success in this industry can be seen to rest on their strategic positioning and specific strategic and threshold capabilities
L’Oreal’s methods have brought it profitable results so far, we believe a shift in focus of the segmentation to age and gender can be considered to prolong its success. Although L’Oreal has always practiced differentiated marketing strategy to target several market segments, we think there is a segmentwhich has been largely neglected: If tapped, L’Oreal could see massive profits and success in India. In thiscase we believe L’Oreal should target the Men.
H & M COMPANY PROFILE SUPPLY CHAIN MANAGEMENT H&M: Organization of Supply Cha...Ajeenkya D Y Patil
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
Founder : Erling Persson
Founded on : 4th October, 1947
Headquarters : Stockholm, Sweden
Products : Clothing, Accessories
Areas served : Worldwide
Industry : Retail
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
A critical Analysis of the famous Brand H&M.
IN this we have tried our best to cover each and every point of the H&M company, in it we cover the description, establishment, objectives, missions, goals, organizational structure, SWOT analysis, leadership, decision making of the company.
we hope that it will help you in your projects.
Critical and in-depth analysis of the brand and its characteristics with particular emphasis on the strategy adopted by the new Artistic Director Alessandro Michele.
Key points:
- Why is Gucci a disruptive brand? (3 main pillars)
- Why is Gucci a luxury brand?
- Analysis of the narrative and of the brand contract;
- Further recommendations.
H&M's offrshoring strategy from Bangladeshjohn swajan
Due to the insurgency in global marketing thought and technological development the business enterprises are now become more and more competitive. In Cloth Retailing Industry (also in most other sectors) the production concept has changed through the global availability of goods and services. Thus a company, located in Europe or somewhere else, is floating around their production units in other parts of World. Due to the availability of cheap and skilled human capital in Asia most western corporations are highly influenced to move their production units or source their products from these countries which enable them to gain competitive advantage over their competitors.
1
CHAPTER
4
BUSINESS-LEVEL STRATEGY
Chapter 2
The External Environment
Chapter 3
The Internal Organization
Vision
Mission
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Rivalry and Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
Merger and Acquisition Strategy
Chapter 8
International Strategy
Chapter 9
Cooperative Strategy
Strategy formulation
Strategic Competitiveness
Above-Average Returns
Chapter 10
Corporate Governance
Chapter 11
Organizational Structure and Controls
Chapter 12
Strategic Leadership
Chapter 13
Strategic Entrepreneurship
Strategy implementation
Analysis
Strategy
Performance
The Strategic Management Process
A-S-P model
Chapter 4:
BUSINESS-LEVEL STRATEGY
Chapter overview:
Defining business-level strategy
Customers: their relationship with business-level strategies
The purpose of a business-level strategy
Types of business-level strategies (link with Value chain and 5 forces)
3
Introduction
Strategy – increasingly important to a firm’s success and concerned with making choices among two or more alternatives. Choices dictated by
External environment
Internal resources, capabilities and core competencies
Examples from gaming industry (King Digital Entertainment vs. EA)
4
Introduction
Business level-strategy – integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets
Generic strategy – a strategy that can be used by any organization competing in any industry
5
Introduction
6
A firm must use a Business Level Strategy
It is not necessary to use all the corporate level strategies, acquisition, restructuring, international…
From the dry cleaner to the multinational corporation – a firm must choose at least one business-level strategy
The business level strategy is the core strategy - the strategy that the firm forms to describe how it intends to compete in the product market
Introduction
7
In terms of customers, when selecting a business-level strategy the firm determines:
who will be served,
what needs those target customers have that it will satisfy, and
how those needs will be satisfied
Customers: Their Relationship with Business-Level Strategies
8
8
Strategic competitiveness results when firm can satisfy customers by using its competitive advantages
Returns earned are the lifeblood of firm
Most successful companies satisfy current customers and/or meet needs of new customers
Customers: Their Relationship with Business-Level Strategies
9
Five components in customer relationships
1. Effectively managing relationships with customers
Deliver superior value
Strong interactive relationships is foundation
2. Reach, richness and affiliation
Access and connection to customers
Depth and detail of two-way flow of information between firm and customer
Facilitating useful interactions with customers – viewing the world from the customer’s eyes
9
...
Innovative competitive advantages in business notesAylya B.S
This paper is based on the role of innovation and competition in business which changed the trend of business. That made harder to sustain in an environment for a business man to be stable and requires constant management and analysis of the business, competitors, customers etc.
Capita - Putting innovation at the heart of RPOEmma Mirrington
What is the meaning of innovation in RPO and how can the market become more innovative? New research from Capita seeks to find out what innovation means to resourcing leaders. The research provides an in depth insight on how RPO models can be better configured to realise the benefits from innovation.
Research participants included HR directors and resourcing leaders from large enterprises, with the likes of Arup, BSkyB, The Cooperative Banking Group, Lockheed Martin, TalkTalk, Thales and Virgin Money, among others.
Most of the respondents felt that the sector needed to improve on how it engages with candidates and hiring managers, and improve its capabilities around candidate sourcing. There was a strong sense of a need for research-led RPO, which could help improve conversations with active and passive candidates as well as boost the development of talent pipelines and pools.
Some respondents reflected challenges back on themselves; for instance, respondents linked several shortfalls to their organisations’ tendency to contract on cost alone, a failure to challenge how resourcing was perceived as a business discipline within their own organisation, and a lack of both focus and investment in workforce planning and talent management.
The Innovation in RPO white paper proves to be an interesting and upfront read. Its frank and honest view of the state of RPO comes with recommendations for driving positive change.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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2. Company Profile and Business
Concept
H&M pursues the strategy focused on the long-term
view which combined with the distinctive business
model ‘high fashion at low prices’ provides the
company with a sustained position in the apparel
market.
With focus on economies of scale, with low wage and
high volume production the company maintains low
input cost and often has the latest trends in its stores
within a month of the initial design.
3. “
”
The strategic capability is primarily
concerned with the resources and
competences that a company
can employ in order to provide
value to its customers.
Strategic Capability
(Johnson et al., 2006)
4. Competitive Advantage of H&M
According to Porter, properly identified and configured
resources and competencies form a base for a
competitive advantage (1998).
Porter argues that competitive strategy is about being
different which implies that a different set of activities
should be selected in order to deliver a unique value
(1998).
(Porter, M. E., 1998. Competitive Strategy: techniques for Analysing Industries
and Competitors. 1 ed. s.l.: Free Press)
5. What’s different about H&M?
Strong brand
awareness
Ethical practices
Improving working
conditions (e.g. in
Bangladesh)
Emphasis on using
natural resources
responsibly (H&M
Conscious Actions)
Brand & trust
The spirit of H&M (7
ingredients)
Non-hierarchical
management style
Participative culture
Delegation of
responsibilities
High level of
identification with
H&M’s corporate
culture
Human capital
Brand worth $12-16
billion
Revenues at $16
million (2011)
Leased store
premises (flexibility
and access to prime
locations)
3.500 stores in 57
countries
Employs 132.000
people
Financials & other
physical assets
6. Strategic Capabilities
Supply Chain
Management
Centralised
Highly innovative
infrastructure
Purchasing
flexibility
Turnaround
speed of 20 days
Design
Centralised
High
responsiveness to
trends
Minimal time-to-
market
Sustained Competitive Advantage
Marketing
Collaboration
with famous
designers
Long-term
advertising
campaigns
Strong social
media presence
9. Is the H&M’s Competitive Advantage
Sustainable?
Given the effectively configured
resources and capabilities and strong
corporate culture developed through
decades on which the new H&M’s
leader aims to capitalise, there is every
indication that the company will be
able to sustain its competitive
advantage and keep up with Zara and
other competitors.
Design
Marketing
Human
capital Supply
Chain