...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Abstract Executive organization H&M in Kuopio,Finland Hennes & Mauritz (H&M) is a 100 billion Sweden company, 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 and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction and some background information...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Executive organization H&M in Kuopio,Finland Abstract Hennes & Mauritz (H&M) is a 100 billion Sweden company, 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 and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction...
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...Strategic Communication ARTICLE in INTERNATIONAL JOURNAL OF STRATEGIC COMMUNICATION · MARCH 2007 DOI: 10.1080/15531180701285244 CITATIONS READS 112 457 5 AUTHORS, INCLUDING: Kirk Hallahan Betteke van Ruler Colorado State University University of Amsterdam 37 PUBLICATIONS 894 CITATIONS 36 PUBLICATIONS 513 CITATIONS SEE PROFILE SEE PROFILE Dejan Verčič Krishnamurthy Sriramesh University of Ljubljana Purdue University 102 PUBLICATIONS 742 CITATIONS 44 PUBLICATIONS 712 CITATIONS SEE PROFILE All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately. SEE PROFILE Available from: Betteke van Ruler Retrieved on: 10 April 2016 This article was downloaded by: On: 8 September 2010 Access details: Access Details: Free Access Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 3741 Mortimer Street, London W1T 3JH, UK International Journal of Strategic Communication Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t775653701 Defining Strategic Communication Kirk Hallahana; Derina Holtzhausenb; Betteke van Rulerc; Dejan Verčičd; Krishnamurthy Srirameshe a Journalism and Technical Communication Colorado State University, b School of Mass Communications, University...
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...Managing Information Managing Information in Organisations Report Table of Contents: I. Introduction ……………………………………………………………………………………………………………………. 3 1. E-marketing as new competition field …………………………………………………………………………….. 3 2. H&M facts ………………………………………………………………………………………………………………………. 3 II. HM.com as an example of great e-marketing ……………………………………………………………….... 4 1. H&M website’s development of existing business practice and channels of communication 4 2. Reasons to “buy-into” H&M online experience ……………………………………………………………….. 5 3. Organization’s user-friendliness and security concerns …………………………………………………… 6 III. Conclusion ……………………………………………………………………………………………………………………….. 7 I. Introduction. 1. E-marketing as new competition field. Nowadays different brands, companies and organisations compete with each other on different fields. It starts with the research, technologies, data management to the final strategy that is going to put them ahead of the others. “Organisations that understand their true strengths are better able to compete successfully in a rapid expanding and competitive world economy. (...) John Kay attributes corporate success to four distinctive capabilities: innovation, architecture, reputation and strategic assets, and suggests that effective blending of these four can contribute to the unique capability of an organisation” (Ambrosini, V. 1998). In current times there...
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...Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1) Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency, Managers Introduction Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in M&As between firms of different sizes and different industry types (Tetenbaum, 1999). The trend to engage in this type of vertical integration or diversification does not seem to show signs of diminishing in the near future. Yet, at best, the firm that initiates the merger usually only achieves normal economic profits while the value created rests almost solely with the firm that was approached (Barney, 1997). The primary purpose of merging and acquiring new firms is usually to improve overall performance (Lubatkin, 1983) by achieving synergy, or the more commonly described as the ``2 + 2 = 5'' effect (Cartwright and Cooper, 1993a; Hovers, 1971) between two business units that will increase...
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...Advanced Accounting Beams Anthony 11th Edition Solutions Manual Click here to download immediately!!! http://solutionsmanualtestbanks.blogspot.com/2011/10/advanced-accountingbeams-anthony-11th.html ----------------------------------------------------------------------Advanced Advanced Advanced Advanced Accounting Accounting Accounting Accounting Beams Beams Beams Beams Anthony Anthony Anthony Anthony 11th 11th 11th 11th Edition Edition Edition Edition Solutions Solutions Solutions Solutions Manual Manual Manual Manual -------------------------------------------------------------------------***THIS IS NOT THE ACTUAL BOOK. YOU ARE BUYING the Solution Manual in e-version of the following book*** Name: Advanced Accounting Author: Beams Anthony Edition: 11th ISBN-10: 0132568969 Type: Solutions Manual - The file contains solutions and questions to all chapters and all questions. All the files are carefully checked and accuracy is ensured. - The file is either in .doc, .pdf, excel, or zipped in the package and can easily be read on PCs and Macs. - Delivery is INSTANT. You can download the files IMMEDIATELY once payment is done. If you have any questions, please feel free to contact us. Our response is the fastest. All questions will always be answered in 6 hours. This is the quality of service we are providing and we hope to be your helper. Delivery is in the next moment. Solution Manual is accurate. Buy now below and the DOWNLOAD LINK WILL APPEAR IMMEDIATELY once payment is...
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...Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1) Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada Keywords Mergers and acquisitions, Organizational behaviour, Process efficiency, Managers Introduction Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in M&As between firms of different sizes and different industry types (Tetenbaum, 1999). The trend to engage in this type of vertical integration or diversification does not seem to show signs of diminishing in the near future. Yet, at best, the firm that initiates the merger usually only achieves normal economic profits while the value created rests almost solely with the firm that was approached (Barney, 1997). The primary purpose of merging and acquiring new firms is usually to improve overall performance (Lubatkin, 1983) by achieving synergy, or the more commonly described as the ``2 + 2 = 5'' effect (Cartwright and Cooper, 1993a; Hovers, 1971) between two business units that will increase...
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...------------------------------------------------- Case Study on H&M Module 1, Business Organization and EnvironmentHuman, physical and financial resources to create goods and servicesH&M is a popular clothing store and it is usually cheaper than other brands. H&M carry out its goods and services through human, physical and financial resources. The resources are designer, stylist, Media (models), stakeholders, distributing channels (stores or online) and share holders. Human resources like designer, stylist, models and shopkeepers are promoted through media to attract customer to increase demands. Most importantly the clothing is up to date with the most recent fashion trend. It sets up a positive image that H&M’s clothing are fashionable and at the same time customers does not need to spend a huge amount of money to be fashionable. Promotion through media also helps gain popularity for their goods and services.H&M Physical Resources plays an important role to create goods and services. The distribution channels are the only possible direct access for customers to consume their goods and services. H&M has distribution channels world wide even on online stores. This various types of distribution channels not only increase its popularity but become similar to a convenient store where customers can easily access to H&M’s goods and services. The Financial resources come from the shareholders, customers and other stakeholders. These people are the business’s...
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...Wolfgang's Balancing Act Wolfgang Hansen, a newly hired human resource manager to Healthcare, one of the largest European pharmaceuticals based in Germany in charge of global compensations and tasked with reviewing existing policies and practices, and making recommendations for a global pay system. Wolfgang was provided six folders that contained the following: • Healthcare Group • Personnel Structure • Leadership Competence • Corporate Human Resource • Global Performance • Overview of Corporate and HRM Strategy Using current knowledge and best practices from other companies each of these folders can be resolved and still maintain the upward profit margin for the company. It would require some compromising from employees to move forward. Questions or challenges that Wolfgang is facing are communication to other executives on maintaining management competencies set by headquarters? Is a competency-based pay system more flexible or standardization already established? Healthcare’s goal was to have the same compensation system globally, however compensation is extremely complex. Pay systems must conform to local laws for employee compensation while also fitting into global Healthcare’s policies. Leadership Competence of the Healthcare Group Competency has been defined demonstrable characteristics of the employee including knowledge, skills, and behaviors (Jahja & Kleiner, 1997). Competencies outlined for Healthcare are as follows: • Business related competencies...
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...Contents lists available at ScienceDirect Public Relations Review Short communication Issues management and inoculation: Tylenol’s responsible dosing advertising Shari R. Veil ∗ , Michael L. Kent 1 Gaylord College of Journalism and Mass Communication, University of Oklahoma, 395 West Lindsey, Norman, OK 73019, United States a r t i c l e i n f o a b s t r a c t Issues management developed as a long-term process interested in the continued health and success of organizations. This essay presents a contemporary issues management case that uses inoculation and a priori solutions as issues management tactics. The case study involving Johnson & Johnson’s responsible dosing campaign demonstrates that organizations perceived to have a high standard of corporate social responsibility are not above using deceptive tactics to protect their brand. © 2008 Elsevier Inc. All rights reserved. Article history: Received 29 April 2008 Received in revised form 11 July 2008 Accepted 28 August 2008 Keywords: Issues management Corporate social responsibility Inoculation Crisis communication Public relations practitioners increasingly need to serve as ethical counselors to the dominant coalition (Health, 1994) and as the ethical conscience of the organization (Ryan & Martinson, 1983; Wright, 1996). Despite the role of issues management in guiding ethical decision making (Bowen, 2005), some communication campaigns have suspended organizational ethics to manipulate public perception...
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...How do Global Retail Companies utilize Corporate Social Responsibility (CSR)? “A Comparative Study using Hennes & Mauritz (Sweden) and UNIQLO (Japan)” Authors: Greg Jogie Ayaz Shukat Master thesis – FE2413 Spring 2010 Supervisor: Eva Wittbom How do Global Retail Companies utilize Corporate Social Responsibility (CSR)? Abstract Abstract Corporations around the world are today acknowledging more and more the need of long-term sustainability strategies integrated into their core businesses. This has led to the use of the Corporate Social Responsibility (CSR) framework. H&M and UNIQLO are no different. They are established global retailing companies and heavily affected by the consumers demand of a sustainable work process. The demands are often heard when news hits of problems in the supply-chain. This can be issues like unsatisfactory working conditions in factories, environmental issues caused by production and general imbalance of labor policies. Such problems have put pressure on the companies to enact a proper reporting framework for their sustainability efforts and that is the focus of this thesis. The objective is to understand how well the organizations‘ have been using CSR and the goal is to look at their behavior within their supply chain processes and their environmental focus. We will then benchmark them according to the sustainability measurement framework called Global Reporting Initiative (GRI). GRI is a framework widely used by the top global companies...
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...H&M Case Study H&M is a Swedish retailer in fashion apparel industry and was founded in 1947 by Erling Persson. The fashion apparel industry is often regarded to be one of the most difficult branches to operate in, due to short product cycles, volatile demand and fierce competition in an increasingly globalized world. Mass-market pioneer in fast-fashion business Structure: 1) Name model 2) Mention why and/or when to use 3) Analyses PESTEC * Political factors that affect businesses include new legislation such as the national minimum wage and setting tax rates such as VAT or Corporation Tax. * Economic factors that affect firms are inflation and unemployment, interest rates and exchange rates (if importing or exporting goods abroad). * Social factors that can affect businesses include fashions, tastes and trends, and also demographic factors such as the ageing population of the UK. This has seen the rise of what is called the 'grey pound' – an increased number of wealthier older people with a disposable income. * Technological factors consist of the rapid automation of factory and industrialised work, or the worldwide increase of retailing online, e-commerce. * Environmental factors that affect firms are mainly concerned with being sustainable and being ethical. Examples of these issues are the recycling of used products, whether products are bio-degradable and the disposal of industrial waste. * Competitive factors is concerned...
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...------------------------------------------------- Competitive environment analysis: H&M ------------------------------------------------- Introduction We chose to write our report about H&M for many different reasons. First of all, even if we focus on the French market, the fact that H&M is a global brand, operating from nearly everywhere in the world, both made us sure that we would have to analyze a very strong and efficient strategy, and to face some difficulties, deeply linked with the industry (such as problems of relocations or competition from Chinese textile) that would help us understand a strategy better. Besides fashion is an unavoidable factor of our daily life. It always seemed interesting to analyze what stands behind the doors of a store in which we shop. Presentation of the brand H&M is a Sweden based company. It was funded in 1947 by two Swede Hennes and Mauritz, which gave the brand their name. The firm designs, produces and retails clothing items and accessories (including cosmetic products). Its range of product includes clothing (innerwear and sportswear) for men, women and children. Presently, H&M operates in 28 countries. Its largest/major markets are in Germany, Sweden and the UK. The company also allows its customers to buy on the Internet through their online shop (not available in all countries.) H&M reflects international trends through different concepts and ranges of clothes that...
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...Background to Company Erling Persson established H&M in 1947, in Vasteras, Sweden with only provide women’s clothes and called Hennes. Hennes refers to Swedish word means hers. In 1968, Persson bought the hunting and fishing tools named Mauritz Widforss in Stockholm and the availability of men’s clothing began, so the firm started to offer both women’s and men’s clothes and the name Hennes became Hennes and Mauritz, abbreviated to H&M. After that, the company has continued to expand their business through rapid expansion. H&M is top fashion retailer in Europe and it is built with a strong corporate culture, which is explains how we work to achieve our goals and objectives. There are over 94,000 employees who work for H&M and today approximately 2,700 stores are extending across 48 markets in Europe, North America, North Africa, Asia, and the Middle East. 1. Product Our company provides fashion collection for all gender starts from kids until adult. Those collections include clothes, shoes, bags, accessories, and other fashionable things. The company also has a group called H&M Group, which includes H&M Home and COS, Monki, Weekday and Cheap Monday. Those brands are actually independent brands that have their own fashion signature. 2. Corporate Responsibility and Competency The basic business concept of the company is to provide our costumers fashion and quality at the best price or in other words H&M offers fashionable clothing for cheap...
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...PAGE 27 OUR PRODUCTS PAGE 37 OUR COLLEAGUES PAGE 44 OUR COMMUNITY INVESTMENTS PAGE 51 OUR BUSINESS H&M’s business concept is to offer our customers fashion and quality at the best price. At H&M, quality is more than making sure that products meet or exceed our customers’ expectations – it also means that these products should be manufactured under good working conditions and with limited impact on the environment. Taking responsibility for how our operations affect people and the environment is key for H&M’s continued profitability and growth. We are committed to integrating social and environmental concerns into all our business operations and investing in the communities where we work. Our 2008 sustainability report covers our activities in relation to our business operations, our supply chain, our products and how they are produced, our employees and the communities around us. This section provides an overview of our business and its impact, and how we go about integrating Corporate Social Responsibility (CSR) into it. GLOBAL BRAND GLOBAL IMPACT AND REACH H&M was established in Sweden in 1947 and today sells clothes, accessories, footwear and cosmetics in more than 1,700 stores in 33 countries and via internet and catalogue sales in Scandinavia, the Netherlands, Germany and Austria. Here, we will also sell home textiles through online and catalogue sales from 2009. H&M also stands behind the brand COS and acquired the majority of shares of FaBric Scandinavien AB with...
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