...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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...John A. "Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States." Management Decision 49.1 (2011): 139-155. Rothaermel, F. (2012). Strategic management. McGraw-Hill. Hahn, W., & Powers, T. L. (2010). Strategic plan quality, implementation capability, and firm performance. Academy of Strategic Management Journal,9(1), 63-81. Chenet, P., Dagger, T. S., & O'Sullivan, D. (2010). Service quality, trust, commitment and service differentiation in business relationships. Journal of services Marketing, 24(5), 336-346. González‐Benito, J., & Suárez‐González, I. (2010). A study of the role played by manufacturing strategic objectives and capabilities in understanding the relationship between Porter's generic strategies and business performance.British Journal of Management, 21(4), 1027-1043. Vanderstraeten, J., & Matthyssens, P. (2012). Service-based differentiation strategies for business incubators: Exploring external and internal alignment.Technovation, 32(12), 656-670. Hahn, W., & Powers, T. L. (2010). Strategic plan quality, implementation capability, and firm performance. Academy of Strategic Management Journal,9(1), 63-81. Gubbi, J., Buyya, R., Marusic, S., & Palaniswami, M. (2013). Internet of Things (IoT): A vision, architectural elements, and future directions. Future Generation Computer Systems, 29(7), 1645-1660. Vermesan, O., Friess, P., Guillemin, P., Gusmeroli, S., Sundmaeker, H., Bassi...
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...Rambau, Kristina Hennes & Mauritz: Analysis of the strategic position in marketing terms Seminar paper Document Nr. V101131 http://www.grin.com/ ISBN 978-3-638-99552-8 9 783638 995528 Assignment: BS307 Semester A Year 2000/2001 “Hennes & Mauritz – Analysis of the strategic position in marketing terms” Module: Strategic Marketing Module Tutor: John Batten University Identification Number: 00054801 Scheme: BA (Hons) Marketing Strategic Marketing University Identification Number: 00054801 1 Introduction The first “Hennes” store, a women’s clothes store, was opened in Vastaras, Sweden, in September 1947 by its founder Erling Persson. After expanding to Stockholm, Persson bought a hunting and gun store in 1968, where he sold men’s clothes and which he called “Mauritz”. The new company “Hennes & Mauritz” (H&M), which is Swedish for “Hers & His”, was born. Today H&M is one of the most successful clothing retailers in Europe. It sells around 400 million garments a year and has 620 stores in 14 countries. In April 2000 H&M started going global by successfully expanding to the United States, with its first shop on the Fifth Avenue in New York. The company does not manufacture itself but works together with approximately 900 suppliers in Europe and Asia. To supervise this production H&M maintains twenty production offices around the world. Around 26500 employees are working for H&M in these days, most of them in one of the shops. The overall turnover of the...
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...rg118 Management M intz rg on orga a be niz tions ~ Prof. Ph.D. S ori G e eT oma ( ac t of A dmi s raton and B usne sn- org F uly nit i is U ni rst of B uc s ) ve iy hare t Abstract: He r M itb r i c sd rda on of h mos rp ee tt ewrtr i ma a e n . n y n z eg s on iee s e te t e rsn ai v i s n n g me t e me t il. Onteb ssof i rsac f dn s M itb r p op e atp og of g nz t s T kn nf d e h ai hs eerh i ig , n z eg r osd y ol y or a iai . a ig n on it a c n tersr cu e h dsov rdsv nmaortp sof g nz t s n o cou t h i tu t r, e ic ee e e j y e or a iai . on Ke ywords: Introduction Widely known for his numerous articles and books on almost every management top lar management thinkers of the world.With an easy style and refreshing approach, he is one of the most accessible management writ than 140 monographs and articles, and 13 books, mostly in the management field. H is reputation is high among people who study he later studied at the Sloan School of M an agement,M assachusetts Institute of Technol ogy.H e received a Ph.D .from M IT with the his A ctivities, R oles and Programs by Struc included election as an O fficer of the O rder bec, and selection as D istinguished Scholar for the year 2000 by the A cademy of M anage ment ( . 10) ational research for the C anadian N ational R ailways between 1961 and 1963.A fter that, he became professor at M cG ill in 1968 and visiting professor with several universities and business schools around the world. H e was elected as president of...
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...P3- How businesses are organised. and P4- How the style of organisation helps to fulfil their purposes. My two organisations are H&M (profit-making) and MAA (non-for-profit), as researched in Task 1. The purpose of having an organisational Structure: Division of work: * Division of work is essential in any type of organisation, big or small, everything has to be organised and carried out with care. H&M is a very large international business, therefore a lot needs to be completed and managed, as any ‘slip-up’ could cost the business a lot of money. Dividing up the work between the departments will mean that all the tasks that need to be completed, are done so with great detail and to a good standard in required time to keep the business at the peak of its success. An example in H&M would be, that every department has a deadline by which they have to have done their part of year report for the Annual Report, so all the departments are doing different tasks and writing about their year, but in the end it’s put into one big annual report to be used as progress check and presented to some of the stakeholders such as the shareholders and the head office. MAA is described as a medium sized business; yet the work is still divided between the departments so that all tasks are completed on time and up to a good standard, the difference is that there is much less staff in each department and some staff have more than one type of responsibility within the business...
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...supply chain management: critical research and a theoretical framework I. J. CHENy* and A. PAULRAJy Increasing global cooperation, vertical disintegration and a focus on core activities have led to the notion that firms are links in a networked supply chain. This strategic viewpoint has created the challenge of coordinating effectively the entire supply chain, from upstream to downstream activities. While supply chains have existed ever since businesses have been organized to bring products and services to customers, the notion of their competitive advantage, and consequently supply chain management (SCM), is a relatively recent thinking in management literature. Although research interests in and the importance of SCM are growing, scholarly materials remain scattered and disjointed, and no research has been directed towards a systematic identification of the core initiatives and constructs involved in SCM. Thus, the purpose of this study is to develop a research framework that improves understanding of SCM and stimulates and facilitates researchers to undertake both theoretical and empirical investigation on the critical constructs of SCM, and the exploration of their impacts on supply chain performance. To this end, we analyse over 400 articles and synthesize the large, fragmented body of work dispersed across many disciplines such as purchasing and supply, logistics and transportation, marketing, organizational dynamics, information management, strategic management, and operations...
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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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...reflect the opinion of The Institute of Cost and Works Accountants of India nor can the Institute by any way be held responsible for them. The contents of this journal are the copyright of The Institute of Cost and Works Accountants of India, whose permission is necessary for reproduction in whole or in part. ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ the management accountant, May, 2010 Cost Management for Growth of SME in Textile Sector by R. Gopal 387 Performance Monitoring in SME Sector by I. Mohamed Ibrahim 388 Cost Management : Key to Survival in Current Global Meltdown by S. Jeyaraj 392 Cost Management : Key to Survival in Current Global Meltdown by Guruprasad D. 400 Salient Feature of MOU by ICWAI with CBEC 406 Request for Comments on Exposure Draft of CAS 408 Essay Competition Notice 411 WIRC Seminar 414 Examination Notification - ICWAI 418 Exam Programme - CAT 419 Continuing Education Programme 420 Notice 421 ○ Editorial 347 President’s Communique 348 Speech by Hon’ble...
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...[pic] Ecole Superieures Libre des Sciences Commerciales Appliquees Doctorate of Business Administration Human Capital Management Paper on Dynamic Capabilities of Firms Presented to: Dr. Sherif Delawar By Mohamed Antably March 2012 Cairo, Egypt. Abstract: From one hand the dynamic capabilities of firms are the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. Other hand, Human capital ultimate objectives are linking HR practices and knowledge with goals of the firm to achieve and develop Competitive advantages. Accordingly, linking both statements would generate that HC is not only working to achieve the organizations objectives and but also to formalize, maintain and develop the firm dynamic capabilities. HC should also work on sharing and collecting success stories, lessons learnt and implicit individuals' knowledge into institutional explicit knowledge. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining which is more difficult among horizontal levels but easy in the vertical levels applying the chain of command), shaped by the firm's asset positions (such as the firm's portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is ampled...
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...most prominent debates in the field of strategy over the last fifty years. Although the field is heavily fragmented - a feature highlighted by Mintzberg’ et al.’s “Ten Schools of Thought” model (1998) – it can be reduced into the two key approaches implicit above: the prescriptive, or Planning School, and the descriptive, or Learning School. The prescriptive approach describes strategy formation as a deliberate, conscious process of thought that comes prior to implementation. Most authors from this school define strategy as the establishment of a company’s future position [see, for example, Andrews, 1965; Ansoff, 1965, Byers, 1985; Chandler, 1962], illustrating how planning is a cornerstone of the prescriptive approach to strategic management. Serving as a juxtaposition, the descriptive approach suggests that strategies will emerge through the process of trial-and-error and that intention need not precede action. Mintzberg and Waters (1985) argue that the “open, flexible and responsive” nature of emergent strategies is especially important during crises when the environment is too unstable to follow [also, see Grant, 1998], whereas Lynch (2000) contributes that emergent strategies are undertaken by firms that repeatedly analyse their environments. Over the past decades, studies regarding the effectiveness of planning in a company’s performance have been widely inconclusive [Boyd, 1991; Miller and Cardinal, 1994; Pearce et al. 1987; Schwenk and Schrader,...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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...C,D,E,F,G,H,I,J,K,L,M,N,O,P,Q,R A,B,C,D,E,F,G,H,I,J A A A A,B,C A A,B,C1,C2,C3,C4,C5 A,B A,B,C A A,B,C,D,E,F A,B,C A,B,C A A,B,C,D B,C,D,E,F,G,I,J,K,L A A,B,C,D,E,F,G,H,I,J,K,L,M,N,O A A A,B,C,D,E,G A A A,B A,B,C,D,E,F,G,H A,E,F,G,H,I A A,B,C A A A,B A A A A A,B,C,D,E,F,G,H,I,J,K,L,M,N A,B,C,D,E,F,G 9:3011:30 CHEMISTRY BRAND & PRODUCT MGMT.[MKT.] GLOBAL FINANCE GLOBAL FINANCE (ECO) MODERN PHYSICS SOFTWARE DEV. & PRO. MGMT. THEORY OF COMPUTATION PROFESSIONAL PRACTICE FINANCIAL INSTITUTIONS AND MARKETS LEGAL ENVIRONMENT IN BUSINESS CYBER JOURNALISM 12-2 PHYSICS 2 STRUCTURE-II (REINFORCED CONCRETE DESIGN) STRUCTURE-I (BASIC MECHANICS OF SOLIDS) CONTROL SYSTEM ADVANCED SOCIOLINGUISTICS & WORLD ENGLISHES ROMANTIC POETRY FINANCIAL STATEMENT ANALYSIS BASICS IN SOCIAL SCIENCE ENTREPRENEURSHIP DEVELOPMENT MUSIC APPRICATION TRAINING & DEVELOPMENT [HRM] COMPUTER VISION & PATTERN RECOGNITION VISUAL ENVIRONMENT SOFTWARE REQUIREMENT ENG. RURAL MARKETING [MKT.] INTRODUCTION TO COMMUNICATION PROFESSIONAL ENGLISH TRADE & DEVELPOMENT IN ECONOMICS STATISTICS & PROBABILITY POWER STATIONS 3-5 Revised on October12, 2014 Day 2: Sunday (October 19, 2014) TIME Campus 1, 5 & 4 LABOR ECONOMICS ARTS AND AESTHETICS BUSINESS MATHEMATICS – 1 BASICS IN NATURAL SCIENCE FUNDAMENTALS OF MATHMATICS ISLAMIC FINANCE & BANKING ADMINISTRATIVE BEHAVIOR [HRM] COMPUTER APPLICATION IN ADVERTISING Campus 7 SECTIONS A E1 A1,A2,A3,A4,A5,A6,F A,B,C,D,G,H,I,J,K A A A A A,B,C,D,E A,B,C,D,E,F,H A A,B A A...
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...MGMT. THEORY OF COMPUTATION HOUSING FINANCIAL INS. AND MARKET LEGAL ENVIRONMENT IN BUSINESS MEDIA LAW AND ETHICS 12-2 PHYSICS 2 STRUCTURE-II (REINFORCED CONCRETE DESIGN) STRUCTURE-I (BASIC MECHANICS OF SOLIDS) CONTROL SYSTEM DATA WAREHOUSING AND DATA MINING [CS] PHONETICS AND PHONOLOGY LANGUAGE TESTING FINANCIAL STATEMENT ANALYSIS BASICS IN SOCIAL SCIENCE ENTREPRENEURSHIP DEVELOPMENT MUSIC APPRICATION GLOBAL OPERATIONS MANAGEMENT MULTIMEDIA SYSTEMS [CS] TRAINING & DEVELOPMENT COMPUTER VISION & PATTERN RECOGNITION 3-5 VISUAL ENVIRONMENT SOFTWARE REQUIREMENT ENG. STATISTICS & PROBABILITY INTRODUCTION TO STATISTICS [ECO] POWER STATIONS RURAL MARKETING ADVERTISING AND PUBLIC POLICY INTRODUCTION TO SOCIOLINGUISTICS CONTEMPORARY ISSUES IN GLOBAL ECONOMY [ECO] Campus 7 SECTIONS A,B,C,D,E,F,G,H,I,J,K A,B,C,D,E,F,G,H A,B,D A A A A,B A,B,B1,B2,B3,B4,B6,B8,B9,B10, C1,C2, C3,C5,C6,C7,C4,D A A,B,C,D,E,F,G,H A A A A A,B A,B,C,D A A,B,D,E B,C,D,E,F,G,H,I,J,K,L A A,B,C,D,E,F,G,H,I,J,K,L,M,N A A A,B,C,D,G A A A A,B A,B,C,D,E,F,G,H,I,J,L,M A,B,C,E,F,G,H,I A A A A,B A A A A,B,C,D,E,F,G,H,I,J,K A A,B,C,D,E,F,G A A A A 9:3011:30 Released on February 04, 2014 Day 2: March 02, 2014( Sunday) TIME Campus 1, 5 & 4 MATHEMATICS -1 (ECO) MATHEMATICS -2 (ECO) FUNDAMENTALS OF MATHEMATICS BUSINESS MATHEMATICS – 1 BASICS IN NATURAL SCIENCE ISLAMIC FINANCE & BANKING PROFESSIONAL PRACTICE...
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...Economic Insights – Trends and Challenges Vol. LXIV No. 1/2012 24 - 34 Strategic Environmental Scanning and Organization Performance in a Competitive Business Environment Bayode O. Babatunde*, Adebola O. Adebisi** * Department of Business Administration, College of Management and Social Sciences, Osun State University, P.M.B 2008, Okuku Campus , Osun State, Nigeria e-mail: bayoogoga@yahoo.com ** Department of Business Administration, Federal Polytechnic Ado -Ekiti, Ekiti State, Nigeria e-mail: adebisiadebola@yahoo.com Abstract This work justified “the impacts of Strategic Environmental Scanning on Organization performance in a competitive business environment” by studying Nestle Nigeria Plc and Cadbury Nigeria Plc. The opinions of the selected respondents were sought by the use of structured questionnaire; the collected data were analyzed and interpreted with regression and coefficient of correlation method of analysis. Hypothesis one revealed that there is significant relationship between strategic environmental scanning and organization performance, the coefficient of determination (R2) is 0.297. It shows that 30% of the variation or change in effective organization performance is caused by variation in strategic environmental scanning. Hypothesis two also shows that the coefficient of determination (R2) is 0.301. It means that 30% of the variation or change in organization productivity is caused by variation in external environmental factors, which connotes...
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...…………………………………………………………………………….. 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 is one more, very important field – internet. Internet marketing brought media to a global audience. For few years now it includes management of digital customer data and electronic customer management system. Internet gave marketing...
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