...Hennes & Mauritz (H&M) AB in Retailing December 2009 Scope of the Report Retailing - Hennes & Mauritz © Euromonitor International Scope • This global company profile covers the following products focusing on the year 2009: Retailing: US$10,430 billion Store-based Retailing: US$9,829 billion Non-Store Retailing: US$601 billion Clothing & Footwear Specialist Retailers: US$791 billion Homeshopping: US$190 billion Internet Retailing: US$243 billion Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised Learn More To find out more about Euromonitor International's complete range of business intelligence on industries, countries and consumers please visit www.euromonitor.com or contact your local Euromonitor International office: London + 44 (0)20 7251 8024 Vilnius +370 5 243 1577 Chicago +1 312 922 1115 Dubai +971 4 609 1340 Singapore +65 6429 0590 Cape Town +27 21 552 0037 Shanghai +86 21 63726288 Santiago +56 2 4332226 2 Retailing - Hennes & Mauritz © Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities ...
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...H&M HENNES & MAURITZ AB IN APPAREL (WORLD) May 2012 SCOPE OF THE REPORT Scope All values expressed in this report are in US dollar terms, using a fixed exchange rate (2011). All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies' opinions, reader discretion is advised. Apparel US$1,668 billion Women's Clothing US$661 billion Men's Clothing US$429 billion Childrenswear US$147 billion Clothing Accessories US$69 billion Hosiery US$51 billion Footwear US$309 billion Having consistently outgrown global apparel market over recent years, H&M looked to set to chart a course to international success alongside main competitor Inditex. However, since 2011, the company's growth has slowed and its profits fallen amid rising costs and competitively-priced rivals. In this profile, Euromonitor International assesses the outlook for H&M as the company attempts to re-discover growth while becoming a truly global player. © Euromonitor International APPAREL:...
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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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...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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...Chapter 5. STRATEGY ANALYSIS AND CHOICE. 5.1 The StrengthsWeaknessesOpportunitiesThreats (SWOT) Matrix. 5.2 The Strategic Position and Action Evaluation (SPACE) Matrix. 5.3 The Boston Consulting Group (BCG) Matrix. 5.4 The InternalExternal (IE) Matrix. 5.5 The Grand Strategy Matrix. Chapter 6. CONCLUSION. 6.1 H&M’s Competitive Advantage. 6.2 Vision, Mission, and Strategies. BIBLIOGRAPHY Introduction 1.1. Company Background In 1947 Hennes women’s clothing store opened in Vasteras, Sweden. Today the Hennes & Mauritz (H&M) Group offers fashion for everyone under the brands of H&M, COS, Monki, Weekday, Cheap Monday and & Other Stories, as well as fashion for the home at H&M Home. Their business concept is fashion and quality at the best price in a sustainable way. H&M should always have the best customer offering in each and every market. H&M offers collections that are wideranging and varied for women, men, teenagers and children. To H&M, design, quality and sustainability are not a question of price: H&M should always offer inspiring fashion with unbeatable value for money. H&M ensures the best price by: inhouse design, no middlemen, large purchasing volumes, buying the right products from the right markets, efficient logistics, and...
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...Extreme Business-Models in the Clothing Industry - A Case Study of H&M and ZARA Kristianstad University The Department of Business Studies FE6130 Bachelor Dissertation International Business Program December 2007 Tutors: Håkan Phil Timurs Umans Authours: Susanne Göransson Angelica Jönsson Michaela Persson Abstract In the clothing industry firms compete successfully by applying different businessmodels. H&M and ZARA are two extremes in the clothing industry. H&M’s business-model mainly focuses on outsourcing and ZARA’s business-model mainly focuses on in-house production. The problem is that the existing theories alone cannot explain why two firms competing in the same environment under the same conditions choose different business-models. The purpose of this dissertation is to further expand the idea of why the two clothing firms H&M and ZARA chose different business-models. Our set of Complementarities for H&M and ZARA are based on the information derived from studying theories, the EU clothing industry and the two firms. Finally, Complementarities were analysed by conducting interviews. Our Complementarities partly explain why H&M and ZARA chose different business-models. However, our analysis is applicable for H&M and ZARA since the Complementarities are based on characteristics found in these two firms. The value of Complementarities can be used by other firms if they find their specific characteristics. Keywords: business-models, internalization, governance...
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...team” – H&M Executive Summary Sitting on top as the 3rd largest fast fashion producer in the world, H&M has enjoyed a spectacular 10% growth in the last five years. With its 600 million garments produced every year, H&M is a large player in the race to becoming a sustainable fashion house. After embracing sustainability at large in the last decade, H&M has made significant changes internally towards adopting and embedding sustainability into all their operations and value chain – but it’s still a work in progress. H&M’s CSR initiatives have a strong track record and involve various stages and stakeholders of its value chain, including their design team, suppliers of raw materials and fibers, as well as customers. Some of these renowned initiatives include the Better Cotton Initiative, the Conscious Collection, the Fashion Against AIDS collection and the Garment Collecting Initiative to name a few. All which have in common the involvement of different stakeholders, from suppliers to customers and designers. In this context, our challenge was to find what more can H&M do? Where and how should value be created, and which opportunity would create the most value for H&M and its stakeholder, all while increasing the company’s triple bottom line. The company’s core values, its strong customer focus and its business vision to provide customers with “fashion and quality at the best price in a sustainable way”, has driven many of H&M’s past initiatives...
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...Germany has been an especially successful market, becoming H&M’s most important market in 1995. Although H&M’s share of the German market is small, the low-priced, well-designed, value-for-money fashion lines are nevertheless popular and a store expansion programme is still underway. Sales outside Sweden generate 90% of turnover and that figure is likely to rise as more stores are added. In 2005, around 150 new stores were opened, mainly in Germany, France, Spain, Poland Italy and the USA, all following the same retail format. H&M normally opens its first store in a country in the largest population centre and then expands out to smaller centres. (http://www.hm.com) Some fashion retailers such as H&M and Zara attempt to achieve a competitive advantage by cutting the lead times involved in getting garments from the drawing board to the retail outlets. Some pioneers of this so called ‘fast fashion’ can get lead time down to as little as 14 days. This can be achieved through a high degree of vertical integration and the adoption of relationship marketing principles within the sourcing, design, production and distribution process. (One of Zara’s sister companies produces 40% of its fabric needs and between 50% and 60% of its manufacturing is done in house). Fabric can be held in stock and then cut and dyed at the last minute to suit a fresh design. For a company producing some 11,000 new products per year (competing companies such as H&M and Gap produce up...
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...M&M’s Brand Case Study Update Prepared By: Alana Allred, Nate Matthewson, Arianna Mevs, April Seeley & Krystal Simpson 2008: History of the Organization Mars Snackfood U.S. proclaims Green the new color of love this Valentine’s Day. M&M’s used myths, rumors, and innuendo surrounding Green M&M’s Chocolate Candies. Ms. Green used her alluring ways to promote M&M’s Chocolate Candies as green interrupted the pink and red of traditional Valentine’s Day colors. After Valentine’s Day at the end of February 2008, M&M’s Brand introduced M&M’s Wildly Cherry Chocolate Candies marking the first time the brand used cherry fruit flavoring. M&M’s also released limited edition M&M’s Mint Crisp Chocolate Candies, in conjunction with the new movie Indiana Jones and the Kingdom of the Crystal Skull. 2008 also brought the announcement of personalized M&M’s Chocolate Candies. Consumers can now visit mymms.com and upload photos to be combined with custom messages creating personalized candies for birthdays, weddings and more. M&M’s Brand released Limited Edition Strawberried Peanut Butter Chocolate Candies to celebrate the release of Transformers: Revenge of the Fallen. M&M’s Brand releases Pretzel M&M’s. 2010: Orange Candy Spokesman becomes the new official M&M’s Pretzel Chocolate Candies Spokesman, featured in advertisements and on packaging with an x-ray image showing its pretzel center. 2009:  2012: Ms. Brown makes her debut during the Superbowl. Original Milk Chocolate...
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...BEYONCÉ IN H&M’s SUMMER CAMPAIGN 2013 € 69.95 Dress H&M SHOw At PARIS fASHION wEEk 2013 — H&M ANNUAl REPORT 2013 — Contents H&M IN WORDS AND PICTURES This is H&M CEO letter 2013 in brief Our brands Sustainable development Our employees Expansion History 6 8 10 14 32 36 40 48 H&M IN FIGURES Administration Report including proposed distribution of earnings Group Income Statement Group Statement of Comprehensive Income Group Balance Sheet Group Changes in Equity Group Cash Flow Statement Parent Company Income Statement Parent Company Statement of Comprehensive Income Parent Company Balance Sheet Parent Company Changes in Equity Parent Company Cash Flow Statement Notes to the Financial Statements Signing of the Annual Report Auditor’s report Corporate Governance Report including information about the Board of Directors Auditor’s Statement on the Corporate Governance Report Five year summary The H&M share Financial information and contact details 52 58 58 59 60 61 62 62 63 64 65 66 80 81 82 94 96 97 98 H&M’s Annual Accounts and Consolidated Accounts for the financial year 2012/13 comprise pages 52–80. — THIS IS H&M — Fashion and quality at the best price A clear business concept and strong values have taken H&M from a single store to a leading global fashion company, with a passion for fashion, a belief in people and a desire to always exceed customers’ expectations. Over 116,000 employees BUSINESS CONCEPT 3,132 stores 53 markets Sales including...
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...Dalhousie University, as a basis for classroom discussion rather than to illustrate effective or ineffective handling of an administrative situation. The assistance of the Secretary of State, Canadian Studies Program, in developing the case is gratefully acknowledged. Copyright q 1990 Mary R. Brooks. Reprinted with permission. In August 1988, Mitch Brooks, a junior partner and director of Sperry/MacLennan (S/M), a Dartmouth, Nova Scotia, architectural practice specializing in recreational facilities, is in the process of developing a plan to export his company’s services. He intends to present the plan to the other directors at their meeting the first week of October. The regional market for architectural services is showing some signs of slowing, and S/M realizes that it must seek new markets. As Sheila Sperry, the office manager and one of the directors, said at their last meeting: “You have to go wider than your own backyard. After all, you can only build so many pools in your own backyard.” About the Company Drew Sperry, one of the two senior partners in Sperry/ MacLennan, founded the company in 1972 as a one-man architectural practice. After graduating from Nova Scotia Technical College (now the Technical University of Nova Scotia) in 1966, Sperry worked for six years for Robert J. Flinn before deciding that it was time to start his own company. By then he had cultivated a loyal clientele and a reputation as a good design architect and planner. In the first year, the...
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...H&M had become the global leader in the ‘fast-fashion’ segment with a distinctive business approach that challenged most competitors. The business model, commonly referred to as ‘cheap-and-chic’, emphasised high fashion at prices significantly below those of competitors, with the fundamental principle being ‘Fashion and quality at the best price’. ,H&M已经成为全球领先的“快速时尚”段与独特的业务方法,大多数竞争对手的挑战。商业模式,通常被称为“cheap-and-chic”,强调高级时装的价格明显低于竞争对手,基本原则是“时尚以最好的价格和质量”。 ‘In 2010 we stepped up our investments in order to strengthen the brand further and secure future expansion.’ “在2010年,我们加强了我们的投资是为了进一步加强品牌和安全的未来扩张。” However, Zara, the prime retail brand of Spain’s Inditex, opened 120 new outlets in China during that same year and later during the year Inditex overtook H&M to become the world’s biggest fashion retailer by market capitalisation. For the first time H&M was seriously challenged by Zara’s rapid expansion, not least because of its fast growth in emerging markets. The increased competition and the fact that margins had started to erode due to increased cotton prices and rising production costs in Asia put the H&M high-fashion/low-price formula and aggressive expansion under scrutiny. Investors had come to trust H&M’s model that relied on a set of unique resources and capabilities, but Zara’s success questioned the sustainability of the formula. 然而,Zara,西班牙的Inditex的主要零售品牌,在中国开设了120家新店在今年晚些时候在同年和Inditex取代H&M成为世界上市值最大的时装零售商。H&M首次被Zara的快速扩张严重挑战,不仅是因为其在新兴市场的快速增长。竞争加剧...
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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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...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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...Objectives 19 E-marketing Tactics (7 C’s) 20 E-Marketing Strategy 23 Action plan 25 Evaluation plan 26 References 28 Appendix 31 Task Allocation 32 Introduction Founded by Spanish retail group, Intidex, in mid-70, Zara is the flagship brand for the house. Zara is high-street fashion brand that is based on in terms of product quality, affordability, fashion trends and customer satisfaction. Zara's Unique Selling Proposition (USP) is to create or imitate the latest trends within a short two-week period. Intidex, (2010) High-fashion/low-cost brand message is really appreciated by customers all over the world. (Source: armschool.com) Marketing Mix The Marketing Mix, also known as the 4P’s of Marketing, is the combination of four elements: product, price, place, and promotion. (Hines & Bruce, Fashion Marketing) Product Zara produces high-fashion clothes for women, men, and children and sells it for the low cost. It has a rapid design changes. Zara offers more choices in more current fashions and it delivers merchandise to its stores twice a week. Small batch production leads to impulsive buying among customers and makes clothes scarcity. Shehzade, (2009) Zara is a remarkable for coming up with a new product and release it on store outlets in a quick period of two weeks in contrast to a 9 month industry average. Pricing strategy Zara follows a market-based pricing strategy which sets the target prices that the buyer is willing to pay Lopez...
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