- H&M has been operating since 1947 and now operates globally both in physical stores and online.
- The document outlines H&M's policies regarding merchandising, staff, e-retail, returns, privacy, quality, promotions, and includes a proposed 6-month buying plan for their women's active wear category.
- The buying plan establishes objectives, projected sales, planned purchases, reductions, markdowns, shrinkage, beginning and end of month stock levels to translate profit goals into a merchandising framework and purchasing schedule.
FASHION INDUSTRY INTERNSHIP & TRAINING RESEARCH PROJECT ON VAN HEUSEN BY ADIT...Hiba Nasir
This is the Internship final report presentation which was undertaken for MFM FIITRP Project. It was done for Van Heusen brand by Aditya Birla Fashion & Retail Ltd. This was final report work of two months summer internship program. It was concluded with Merchandise Assortment Plan for Van Heusen SS'19.
Memoire Exec ESC - Alyona CHARLES - BSB Dijon - PRET-A-PORTER MADE IN FRANCE ...Yves CHARLES
Aujourd’hui le Made In France occupe de plus en plus le devant de la scène, stigmatisant une
volonté des consom’acteurs à consommer plus éthique, plus responsable et plus durable. Le
présent travail de recherche a pour vocation de répondre à la question : « Prêt-à-porter Made In
France : Quels facteurs pourraient amplifier la dynamique de relocalisation ? »
FASHION INDUSTRY INTERNSHIP & TRAINING RESEARCH PROJECT ON VAN HEUSEN BY ADIT...Hiba Nasir
This is the Internship final report presentation which was undertaken for MFM FIITRP Project. It was done for Van Heusen brand by Aditya Birla Fashion & Retail Ltd. This was final report work of two months summer internship program. It was concluded with Merchandise Assortment Plan for Van Heusen SS'19.
Memoire Exec ESC - Alyona CHARLES - BSB Dijon - PRET-A-PORTER MADE IN FRANCE ...Yves CHARLES
Aujourd’hui le Made In France occupe de plus en plus le devant de la scène, stigmatisant une
volonté des consom’acteurs à consommer plus éthique, plus responsable et plus durable. Le
présent travail de recherche a pour vocation de répondre à la question : « Prêt-à-porter Made In
France : Quels facteurs pourraient amplifier la dynamique de relocalisation ? »
Depuis 10 ans, le rapport « Les Chiffres de la consommation responsable », publié chaque année, a pour objectif de rendre visible et lisible l’évolution de la consommation responsable sur différents marchés : alimentation, énergie, transports, produits de consommation courante, finance … Au delà des intentions d’achats affichées par les consommateurs dans de multiples sondages et enquêtes, nous voulons rendre véritablement compte du « passage à l’acte », en analysant les chiffres des ventes effectives (en volume et valeur, en France) des produits et services responsables. Les données collectées pour cette édition 2017 traduisent une fois de plus le dynamisme de ce marché. Hausse spectaculaire des ventes de produits bio et de produits équitables, progression des énergies renouvelables, attachement au local et au Made in France : le marché des produits et services de la consommation responsable est-il en train de changer progressivement d’échelle ?
This project contains a detailed evaluation of the business models of Zara and GAP in the e-commerce clothing retail space. The two companies have been compared and analyzed on the basis of total revenues, e-commerce presence, social media marketing process, new product introduction and product variability, followed by a detailed study containing SWOT analysis and the correlation of e-commerce with supply chain activities
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.
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.
The IPM's Head of Insight, Paul Godwin, explores further fast.MAP's research into consumer attitudes towards promotional marketing - and why marketers should avoid just sticking to coupons and price discounts
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2. Introduction
• 1947 Hennes open as Women’s clothing store in
Vasteras, Sweden.
• 1964 First International store opens in Norway.
• 1968 Launch of kid’s and men’s lines.
• 1972 Known as H&M, Hennes develops a cosmetic
line
• 1998 H&M joins the online market.
• 2013 Global online shopping.
5. Strengths
• Cheap fashionable clothing
• Location of the stores
• The number of stores they
have
• Good marketing
• High barriers to market entry
• Operate on a global scale
• High growth rate
Weaknesses
• Poor quality/finish to clothing
• Competitive market
• Sourcing and operating in so
many of their clothes in other
countries can lead to lack of
quality control with clothing
and staff
Opportunities
• Online shopping
• Emerging markets such as
India and China
Threats
• Rising labor costs
• Global competitors
SWOT ANALYSIS
6. STAFF POLICY
Guidelines to adhere to:
• Must adhere to store
timings Business Hours: 9
am – 11 pm
• Must be dressed in semi -
formals, applies to both
Genders
• Strict adherence to
guidelines placed in the
Ethical book of Conduct
Benefits offered to staff
• Shop for even less: 25%
flat discount to all staff
• Benefits from shared
success: Any donation
received from the
organization from upper
management is distributed
equally to all staff members
• Training & Development
• Health & Well Being
7. E-RETAIL POLICIES
• Implementation of internet cookies
(Invasion of Privacy):
“WE USE COOKIES: H&M uses cookies to give
you the best shopping experience. If you continue to
use our services, we will assume that you agree to
the use of such cookies.
Find out more about cookies and how you can
refuse them.”
• Refunds for online purchases:
“If you mail in your return, you will receive an
email confirmation. Please allow up to 2 weeks for
the credit to be reflected in your account. Allow up
to 2 billing cycles for the credit to appear on your
credit card statement.”
8. RETURN & EXCHANGE POLICY
• Returns with Original Receipt: Unwashed, unworn or
defective merchandise may be returned within 30 days of
purchase date for a full refund. All returned items must
have the tags attached, along with the original sales
receipt.
• Returns without a receipt: Merchandise returned after
30 days or without the original sales receipt will require
a valid photo ID. These returns will be refunded with an
H&M merchandise credit at the current selling price,
usable on future H&M store purchases.
• Final Sale: Gift card purchases and discounted final sale
merchandise is not eligible for return or exchange.
9. • This Privacy policy only concerns H&M customers and users of its online services.
• They have a policy setting out how personal data will be processed and protected.
Any changes made to this Privacy policy can be found by visiting online.
• The Swedish parent company, H & M Hennes & Mauritz AB ( “H&M”), is the
Controller of the personal data and therefore responsible for the personal data under
the Swedish Data Protection Act (1998:204) and EU Directive 95/46/EC.
• The Indian company H & M Hennes & Mauritz Retail Private Limited is the
personal data processor and processes the personal data on behalf of the parent
company.
• Personal data is stored in EU and might be disclosed to subsidiaries within the
H&M group. This means that data, in a few cases, can be processed outside the
EEA-area. In any event of transfer of personal data to a Country outside the EEA-
area, the involved H&M subsidiary will guarantee the application of the standard
contractual clauses regarding data privacy process approved by the EU.
PRIVACY POLICY
10. • H&M Customer Service does not handle inbound payments to H&M. They
will never call asking for payment information. Also never ask to give
personal information via email.
• If a customer ever receives an email asking to give specific personal data
via a link, they are asked not to reply to the email and click on the link.
They are asked to delete the email immediately.
• CONTACT
By Phone
4008-215-500
Opening hours
Monday-Sunday: 09:00-22:00
By E-mail
customerservice.cn@hm.com
CUSTOMER POLICY
11. QUALITY POLICY
H&M places special emphasis on the, quality of its products
making sure that the products meet or exceed the customers'
expectations. Some tests included by H&M:
• Washing- shrinking and colorfastness
• Pilling
• Flammability
• Chemicals
• Buttons and Details
14. Objective of Buying plan
• The six month merchandise plan is a tool that translates
profit objectives into a framework of merchandise
planning and then control.
• The main objective of creating this plan is to prepare a
month by month purchasing schedule for retail
organization.
• Formulation of objectives, establishment of policies and
implementation of procedures for a season.
15. Points to be kept in mind
1) Prepared in advance of the selling season
2) The language should be easy to understand
3) The economy is ever changing, the merchandiser budget
must be planned for a relatively short period of time six
months is the normal norm.
4) Should be flexible enough so that changes are not
impossible.
16. Components of a Buying plan
BUYING
PLAN
Planned
sales
Planned
purchases
Planned
reductions
Planned
markdowns
Shrinkage
Planned
stock
17. Planned Sales
• Planned sales are the projected sales for the period that is
being planned for.
• After careful analysis of past sales record and current
market conditions, it is estimated that a 15% increase in
sales will occur this season.
15% increase from the last years hypothetical sales figure.
Therefore,
Current year’s sale = Last year sales * 115%
E.g. - 10, 00000*115%= 1150000
18. Planned Stock (BOM)
• Planning of the merchandise stock for the season,
according to the anticipated sales.
• Method used is STOCK SALES RATIO.
Assumption= Stock to sales ratio of this and last year = 2
Calculation= Sales*STS Ratio= B.O.M Stock
E.g. = 265000*2 = 530000
19. Markdowns
• It is the difference between the original retail price and
the actual selling price.
• Markdown dollars are calculated by subtracting the
Actual Selling Price from the Original Selling Price.
• Assumption: Markdown (last year) = 11%
• Markdown (This year) =10%
• Calculation = Sales* Markdown %
• E.g. = 265000*10% = 2650
20. RETAIL PURCHASES
• Retail purchases for each month is calculated as
below:
• Calculation= (Planned sales +Planned stock
E.O.M+ Planned markdowns)-(Planned stock
B.O.M)
• E.g. =26500+466400+26500-530000=201500
21. COST PURCHASES
Cost purchases for each month is calculated as
below:
• Assumptions: Markup percentage = 55% for
planned year.
• Calculation: Retail purchases* (100-markup %)
• E.g. =201500* (100-55%) =90675
22. End of month stock (E.O.M)
• The opening inventory of the next month would
be the E.O.M stock of the previous month.
• E.g. the E.O.M of February is the B.O.M of
March
23.
24.
25. CONCLUSION
• With the Women’s active wear industry on the
rise and more people being fitness fanatics, the H
& M’s Women’s active wear department can plan
an increase in the following year.
• Purchases semi-annually make it difficult for the
department to determine specific orders and it
would be easier if H & M makes purchases more
often. A more in-depth inventory system would
be beneficial.
