...Title: Case Study: H&M in Fast Fashion: Continued Success. Word count:2638 Abstract This report contains the analysis of value and culture of reputable apparel retailer H&M, as well as three analysis method, which is PETEL, Porter’s five forces, and VRIO framework, to analyse the external influence factors, competitors, and competitive advantages of H&M. Three new potential strategies are tested by using the model of Johnson and Scholes, and one proper strategy will be retained to carry out an Action Plan. 1. Introduction In 1947, the incredible apparel retailer was founded by Erling Persson in Sweden. Over half century, Persson’s 34 years old grandson, named Karl-Johan Persson, took over H&M in 2009(Regnér and Yildiz, 2014). As a pioneering ‘fast-fashion’ retailer, H&M spread in 43 countries, with 2,206 stores worldwide (Regnér and Yildiz, 2014). ‘Fast-fashion’ can be defined as a quick response to up-to-date luxury fashion trends in an affordable price, which meets the deeply held desires for young customers (Joy et.al, 2012). The store expansion has continued at several places, such as Denmark, the United States, Great Britain, also in several European Countries like Spain, Germany (Barman and Petersson, 2002). In order to sustain the growth rate of H&M, the CEO, in 2011, invested more stores and opened another 218 stores on the Champs-Élysées in Paris to strengthen their brand and ensure the future expansion. Following...
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...Introduc.on • Introduce H&M and explain what type of business it is o In which market does it operate? o Describe who their typical customers are • History: o Name the founder o When did the business begin (year), and where? • In which countries/con@nents do H&M operate? • What is the annual turnover for H&M? • Using Porter’s ideas, explain which generic strategy H&M is following – explain your ideas using suppor@ng evidence Faculty of Higher Educa@on City College Plymouth in conjunc@on with the University of Plymouth 10 marks 2 Assignment 1 • What are corporate values? Give a defini@on then cite those for H&M • Describe some theore@cal concepts about organisa.onal culture • Analyse the case study to determine the culture you believe prevails in H&M. Give specific examples...
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...Cover Page Business Model Analysis in the fast fashion industry Table of Contents 1. Introduction 3 2. Industry environment of fast fashion 4 2.1 PEST analysis 4 2.2 Five forces analysis 6 2.3 Summary of findings 7 3. Analysis of Zara and H&M 7 2.1 Analysis of Zara 7 2.1.1 Vision, mission and objectives 7 2.1.2 Internal analysis 8 2.1.3 Business model canvas 8 2.1.4 Value proposition canvas 9 2.2 Analysis of H&M 10 2.2.1 Vision, mission and objectives 10 2.2.2 Internal analysis 10 2.2.3 Business model canvas 11 2.2.4 Value proposition canvas 12 2.3 Summary of findings 12 4. Comparison of business models between Zara and H&M 12 4.1 Comparison of business models 13 4.2 Comparison of value proposition canvas 14 4.2 Summary of research insights 14 5. Development of a new entrant 15 5.1 Strategic model 15 5.2 Business model canvas 16 6. Reflection on strategic insights 16 7. Conclusion 17 References 18 1. Introduction Fast fashion is a sub sector of the fashion industry that boasts fast response to consumer demand and efficient distribution of materials and products in the global landscape (Hines and Bruce 2007). Hines and Bruce (2007) also imply that fast fashion could quickly identify and capture business opportunities and transform them into products in a timely manner. As fast fashion retailers need to deliver trendy apparels to end customers, low cost production and efficient distribution become...
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...before proceeding to any movement. The analysis must be conducted in a fair manner and give to meaningful results that will take the right decision for the future. Many schools give a lot of methods of market analysis. In addition to the well-known SWAT and PEST analysis, there are many other approaches such as Value Chain Analysis, Porters Five forces, Core Competencies and Stakeholder Mapping that may be useful. This work will present two approaches of strategic analysis process such as Value Chain Management and Potters Five Forces. Those two methods seem to be the most authoritative and covering the largest range methods. The information and conclusions drawn from them give a clear view of the situation in which the company is located and whether the plans for the future have any chance of entry into force and to bring relevant results. The first section presents the method of analysis of the value chain, its advantages and disadvantages, and presented examples of its application in practice, as typified by several companies. In the next part in a similar manner presented the advantages and disadvantages of the Potters five forces, also supported by examples of application. Finally, a brief summary is presented. 2. Value Chain Analysis Value Chain Analysis is one of the methods of analysis of the strategic potential of the company, which is a "resource approach", which sources of success the company is looking for in the company. Value chain on the one hand refers...
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...1) The following problems are representative of the type problems that will be on the 1st semester exam. Exam will cover Chapters 1 - 5. 2) Please solve/answer each of these - pay particular attention to the “type” solution required for each one. 3) You will not be given ANY additional material - any and all equations and/or constants that YOU think you will need must be placed on either a 3x5 or 5x8 index card. This card must be submitted to me during the exam review days and approved by me. The “approved/signed” cards may be used during the exam. 4) YOU MUST HAVE YOUR CARD, CALCULATOR and PENCILS WITH YOU WHEN THE BELL RINGS TO START THE PERIOD. YOU WILL NOT BE PERMITTED TO GO GET ANYTHING AND/OR BORROW ANYTHING FROM ANYONE!!!! 1. One year is about ____ seconds while one day is exactly ____ seconds. a) | 3.16 x 107, 86 400 | b) | 5.26 x 105, 86 400 | c) | 3.16 x 107, 8 640 | d) | 1.04 x 106, 36 000 | 2. The proton contains which of the following combination of quarks? a) | two up quarks and one down quark | b) | one up quark and two down quarks | c) | one top quark and two bottom quarks | d) | two top quarks and one bottom quark | 3. On planet Z, the standard unit of length is the foose. Ann the Astronaut is 5.90 feet tall on earth. She lands on planet Z and is measured to be 94 foosi tall. Her partner Rachael is 88 foosi tall. How tall is Rachael on Earth? a) | 5.2 feet | b) | 5.5 feet | c) | 5.8 feet | d) | 6.3 feet | 4....
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...MG 2033: Quality Control Assignment 1 : H&M Group 20: Dominik Flum Thies Fingerhut Introduction Hennes & Mauritz (H&M) is a 100 billion SEK company. It´s engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden. Approximately 87,000 people on a full-time basis are employed at H&M. Strategy According Michael E. Porter (1996), the strategy of a company, per definition is selecting the set of activities in which an organization will excel to create a sustainable difference in the marketplace and which is also supported by Kaplan, R. S. and Norton, D.S. (2010) and the strategy of H&M confirms this definition. “Fashion and quality at the best price“ (H&M 2011a). That´s how Helena Helmersson, Head of Sustainability at H&M, describes the business concept. This statement implicates the three main goals of H&M. First H&M wants to sell a wide range of fashionable products and not just ordinary clothes. “People who come to an H&M store must be able to find everything: the latest fashion, reliable classics and their personal favourites,” says Ann-Sofie Johansson, H&M’s Head of Design. For that reason H&M continuously develops its collections so that each customer can find something new every time they come...
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...Communication and Organization October 2012 Strategic analysis of H&M keystrokes: 33.556 1 Executive summary This document is written to provide the reader with a knowledge of the structure of H&M. The purpose is to give a clear strategic analysis. It contains information about how H&M is structured. H&M is a company which is famous for many years. It is known for its fashionable dynamic amount of products for a cheap price. The brand is constantly developing and since competition is increasing, satisfying the customer is not enough. It has to stay ahead of the increasing competition. H&M is expanding by products for home edition and on-line selling. The brand is divers and it provides the customer with quality clothing and a great variety of choice. H&M is developed in Sweden and it has recently become well known worldwide. There are stores in the United Stated of America and even in the Middle East. However such a large operation requires good management. There is a head office in Stockholm which is in charge of the sub levels. In Stockholm the most important decisions are made. Furthermore the brand is expanding and using celebrities to promote the band. Recently H&M has suffered with bad communication and promotion from the media. The company had to adjust itself to gain trust from the customers. Future proposals for the company are to get new trustful suppliers and improve the working conditions of some manufactures. The company is responsible to have a...
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...business has to find the best ways to adapt in their industry. For example, Porter’s model and the five forces help gage how businesses should adapt. These forces affect the value chain and the generic strategies that help build the framework that can help the businesses know their position and their competitors’ position to make a strategic plan for the business. ZARA is the world largest clothing retailer operating in 86 countries ("INDITEX Group - Zara", n.d.). ZARA was founded by Amancio Ortega in 1975 ("ZARA - Spanish Fashion's First International Company | don Quijote", n.d.) ZARA had their first store in La Coruña, Spain, which is now the currentmain headquarter. The success of ZARA is a very interesting story so in this paper the discussion will be over ZARA’s position and its competitors’ position by applying Porter’s Five Forces. Another focus will be the generic strategy and value chain. Lasitaporn Kraikruan Porter’s Five Forces Porter’s Five Forces are tools that can help a business understand their business position, current competitive position, and its profitability level by considering the tension of 5 forces: Bargaining of suppliers, bargaining of buyers, threat of new entrants, threat of substitute products or services, rivalry among existing competitors. It also implies whether an industry is attractive or unattractive. Porter’s Five Forces in ZARA are the following: Bargaining power of suppliers: The power of suppliers can drive...
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...International Business Environment IBMS 2011 H&M Brazil Brazil Module 4 International Business Environment Fryslân International Consultancy Group Authors: Docent: Meinard Fransen Foreword This document contains an economical business report on the subject of the possibility of H&M expanding to the Brazilian market. Is the Brazilian market a suitable and lucrative market to expand to? It is issued by Stenden University of Applied Sciences, for the module “International Business Environment” within the International Business and Management study program, as a module assignment. After dividing the workload within the first couple of days, we focused on writing each part individually and gathering and combining all parts in the end. This type of group work was a drawn-out process, but in the end it all worked for the best and we as the authors hope you enjoy reading this report. CONTENTS Foreword 3 1 Introduction 5 2 External Environment 6 2.1 Economic Situation 6 2.2 Demographics of Brazil 10 2.3 Import/Export (international scope) 10 2.4 Market environment 11 2.5 Competition 12 2.6 Legal; business format 13 2.7 Social aspects 13 2.8 Five Forces Analysis 14 2.9 Conclusion: Opportunities and Threats 16 3 Retail Formula 17 3.1 Business concept 17 3.2 International exposure 18 3.3 Target groups 19 3.4 Strengths and weaknesses 20 3.5 Recommendations of the Retail Formula 20 4 Conclusions...
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...trade-offs? Substituting on strategic priority for another. c) Why are strategic coherence and trade-offs important when analyzing a firm’s strategy? d) What is the difference between « strategy » and operational effectiveness? Strategy entails a unique, sustainable value proposition that leads to a competitive advantage. Operational Effectiveness is achieving and extending best practices. An absolute improvement and leads to competitive convergence. 2. Industry analysis a) Industry: collection of firms whose products (or services) are perfect or near perfect substitutes. b) Defining an industry’s boundaries: 2 components: a. Scope of products or services b. Geographic scope c) Porter’s five forces analysis 1. Threat of new entrants: Profitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Potential influencers: capital requirements, economies of scale, customer loyalty, industry profitability. 2. Threat of substitute products or services: The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives. For instance, tap water is a substitute for Coca-Cola, while Pepsi is a competitor. Potential influencers: Ease of substitution, Buyer propensity to substitute 3. Bargaining power of customers: The bargaining...
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...mm with a vernier caliper. Its length was measured as 50.0 cm with a tape measure. (a) Determine the dimension of the area and volume. (b) Find the cross-sectional area of the rod in SI units. (c) Find the volume of the rod in SI units. 3. Pressure is defined as force per unit area. Which of the following in NOT the correct unit for pressure? (a) lb /in2 (b) N/m (c) N/ft2 (d) tons/m2 (Answer: B) 4. The period of oscillation t of a drop of liquid is given by the formula = where k is a dimensionless constant, a is the radius of the drop of liquid, ρ is the density and γ is the surface tension of the liquid with dimensions MT-2. Determine the actual formula by using dimensional analysis. (Answer: = ) 5. Express the following using the prefixes: (a) 1 × 106 volts, (b) 2 × 10-6 meters, 3 (c) 6 × 10 grams, (d) 18 × 102 meters, and (e) 8 × 10-9 farad. (Answer: (a) 1 MV, (b) 2 µm, (c) 6 kg, (d) 1.8 km, (e) 8 nF) 6. The density of lead is 11.3 gcm-3. What is this value in kilograms per cubic meter? (Answer: 1.13 × 104 kgm-3) 7. Which of the equations are dimensionally correct? (a) F = ma (b) X = ½ at3 (c) E = ½ mv (d) E = max Fx v= (e) m (Answer: (a), (d), (e)) 8. How many significant...
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...Shesright Pty Ltd, and Hammer & Tong. These firms concentrate on different segments and own different positions in this industry. As an Australian B2B company, Acme has been focusing on supplying materials to other companies. Moreover, another Australian firm Shesright plays an important role in its niche market by paying attention to trade sales. Furthermore, H&T, which is a Sydney-based French company, has been primarily focus on DIY segment with sourcing from France, and own stores and online services. Additionally, it has been indicated that a new company, Arrow, will be engaged into the Australian building products market. By providing lower price, Arrow may produce competition with those companies and other retailers. Under this circumstance, each CEO demonstrates various responses. Chris Maxim, who is the CEO of Acme, has considered that Arrow would lead to a pricing structure disruption and cause threat to other companies. Nevertheless, Shesright CEO Rupert Pubkin has claimed that their customer loyalty has been stable, thus the emergence of the new company would cause no threat for them. In the meantime, H&T CEO Hannes De Rigour believes that they are likely to become partners...
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...History of Cryptography AN EASY TO UNDERSTAND HISTORY OF CRYPTOGRAPHY Contents 1. Introduction 2. Classical Encryptions (Ancient Times) 3. Classical Encryptions (Middle Ages) The Cipher of Mary Queen of Scots Vigenère Ciphers Uesugi Cipher 3 4 6 6 6 7 4. Modern Ciphers: Ciphers during World War I and the Emergence of Encryption Machines German Communication Cables Disconnected by the United Kingdom Zimmermann Telegram ADFGVX Cipher The Birth of Enigma 8 8 8 8 9 5. Modern Ciphers: Encryptions in the Computer and Internet Era DES Cipher Public-Key Cryptosystem RSA Cipher Decrypting the DES Cipher Responsive Action of Cipher Enhancements for SSL 10 10 10 11 12 12 6. The Future of Encryption 7. Conclusion: Enhancing the Effectiveness of Encryptions used for SSL References 13 14 14 2 © 2013 Thawte, Inc. All rights reserved. Thawte, the thawte logo, and other trademarks, service marks, and designs are registered or unregistered trademarks of Thawte, Inc. and its subsidiaries and affi liates in the United States and in foreign countries. All other trademarks are property of their respective owners. 1. Introduction E ncryption and related technologies are widely and frequently used as a means of ensuring that information is secure, and their importance has been growing with the increasingly widespread utilization of the Internet. The use of encryption can be traced to as far back as about 3000 B.C., during the Babylonian Era. Encryption technologies...
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...Questions CHAPTER 1: (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace & defense B. Construction C. Information systems D. All industries have a need for project management (M) 2. Which of the following is not one of the PMBOKâ Guide’s five process groups? A. Feasibility studies B. Planning C. Execution D. Closure (E) 3. Which of the following is normally not one of the traditional components of the triple constraint? A. Within time B. Within cost C. Within performance (Scope, technology or quality) D. Accepted by the customer (M) 4. Which of the following is a potential benefit of using project management? A. Maximization of continuous reporting B. No need for identification of functional responsibilities C. Identification of time limits for scheduling D. No need for a project management methodology (E) 5. Which of the following functions of classical management is generally not performed by the project manager? A. Planning B. Organizing C. Staffing D. Controlling (M) 6. Which of the following three types of deliverables discussed in the book would be used to classify the final report that must be presented to the customer at the end of the project? A. Hardware deliverables B. Software deliverables C. Interim deliverables ...
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...Questions CHAPTER 1: (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace & defense B. Construction C. Information systems D. All industries have a need for project management (M) 2. Which of the following is not one of the PMBOKâ Guide’s five process groups? A. Feasibility studies B. Planning C. Execution D. Closure (E) 3. Which of the following is normally not one of the traditional components of the triple constraint? A. Within time B. Within cost C. Within performance (Scope, technology or quality) D. Accepted by the customer (M) 4. Which of the following is a potential benefit of using project management? A. Maximization of continuous reporting B. No need for identification of functional responsibilities C. Identification of time limits for scheduling D. No need for a project management methodology (E) 5. Which of the following functions of classical management is generally not performed by the project manager? A. Planning B. Organizing C. Staffing D. Controlling (M) 6. Which of the following three types of deliverables discussed in the book would be used to classify the final report that must be presented to the customer at the end of the project? A. Hardware deliverables B. Software deliverables C. Interim deliverables ...
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