...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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...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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...title: |H&M Corporate Communication Strategy | |Instructor’s name: |Mr. Vasilios Zoumbos | |Student’s name: |Eleni Vasiliou | |Date: |21/03/2014 | |Comments: | | |Grade: |/100 | Title Page 2. Communication H&M Corporate Communication Strategy Table of Contents 1. Introduction.…………………………………...…….……………………………...4 2. Corporate Communication Strategy of H&M.......................................................5 3. External and Internal Communication............................................……………...6 4. Media Communication Plan…….………………………………………………...6 5. Corporate Identity, Image and Reputation………………………………………8 6. H&M Promotion strategy ………………………………...
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...functions I am going to be talking about is finance and marketing for my organisation which is H&M. Marketing: Marketing is the action or business of promoting and selling products or services, including market research and advertising. Market research is the action or activity of gathering information about consumers' needs and preferences. H&M need to use market research in order to improve their business and make further plans for the future. Also use advertising to promote their products. It is vital for H&M to do this because they need to know what their customers like and dislike also if there is an issue, what the issue is and how they can overcome it. They need to sell their price at the right price so it is affordable for customers and so on. H&M need marketing to find out customers reviews. This is because they need to know what to improve in and what to change in order to make the business even better and more successful in the future. In H&M the marketing manager needs customer’s views. The customers need satisfaction and complaints which allows the business to expand. If this is not done then customers will not want to come back because they will think H&M are not bothered about their customers and only their products which will put H&M’s name at risk for this reason they need to consider customers views and try and change where they got negative feedbacks. Moreover Marketing: Marketing function is responsible for identifying, anticipating...
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...Chapter 5 Scheduling the Project This chapter covers the topic of scheduling, probably the most extensively covered subject dealing with project management. In addition to the usual PERT and CPM networks, Gantt charts, etc., the subject of project uncertainty and risk management is also discussed. The use of computer simulation and Crystal Ball to generate the approximate distribution of project completion times to help better understand the implications associated with schedule uncertainty is also discussed. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-021 Arrow Diagramming Exercise This 3-page case describes the marketing campaign for a newly developed industrial hardware item. Over two-dozen activities are noted and described. The case asks for the network diagram and critical path. A reading appropriate to the subject of this chapter is: L.P. Leach. Critical Chain Project Management Improves Project Performance (Project Management Journal, June 1999, p. 39-51). This article explains the procedures developed by E. Goldratt in his Critical Chain approach to project management. Includes a discussion of project and feeder buffers. Projects using the critical chain often report significantly improved schedule, cost, and scope performance. Answers to Review Questions 1. How would a PM managecritical path tasks differently than noncritical tasks? By definition, critical tasks are those...
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...Chapter 5 Scheduling the Project This chapter covers the topic of scheduling, probably the most extensively covered subject dealing with project management. In addition to the usual PERT and CPM networks, Gantt charts, etc., the subject of project uncertainty and risk management is also discussed. The use of computer simulation to generate the approximate distribution of project completion times is also discussed. Appendix C illustrates how Crystal Ball can facilitate this analysis and be used to help better understand the implications of schedule uncertainty. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-021 Arrow Diagramming Exercise This 3-page case describes the marketing campaign for a newly developed industrial hardware item. Over two-dozen activities are noted and described. The case asks for the network diagram and critical path. A reading appropriate to the subject of this chapter is: L.P. Leach. Critical Chain Project Management Improves Project Performance (Project Management Journal, June 1999, p. 39-51). This article explains the procedures developed by E. Goldratt in his Critical Chain approach to project management. Includes a discussion of project and feeder buffers. Projects using the critical chain often report significantly improved schedule, cost, and scope performance. Answers to Review Questions 1. By definition, critical tasks are those tasks that if delayed will delay the completion...
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...TMKT402 International Marketing Management Unit Outline – 2014 (Semester 1) Unit Coordinator: Dr. Nigel Hardiman Introduction Welcome to TOP Education and TMKT402 International Marketing Management. This document provides you with information relevant to successful completion of this unit; including the schedule of lecture topics, prescribed texts, assessment policies, assessment tasks, examinations, academic and administrative contacts and online learning support facilities. Student Handbook and Administration Office The TOP Student Handbook provides valuable general information for students and a printed copy will be provided to you. In addition, TOP staff are available to assist you personally during office hours. Office Contact Details: TOP Education Institute Suite 1, Biomedical Building, 1 Central Ave Australian Technology Park Eveleigh NSW 2015 Tel: 02 9209 4888 Unit Overview This unit deals with key international marketing concepts, analytical methods and decision tools necessary for understanding the dynamic nature of international marketing situations facing different organisations, and to make international marketing decisions to deal with such international marketing situations. Its objective is to enable students to acquire relevant knowledge and techniques to deal with the various international marketing challenges, and to develop meaningful solutions to overcome such challenges. The unit offers...
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...Unit 1 H&M P1 Is an international company in 53 different countries, in the hands of private owners It is for profit, and active in the tertiary sector because they also sell those clothes. Their purpose is to sell fast fashion to a wide variety of customers and satisfy their needs for clothes. The owners are the shareholders, so it is public limited liability. Stakeholders P2 Customers H&M is a customer-focused company. Understanding and meeting their needs is at the core of everything they do they engage them by: * In-store customer interactions * Customer service organization * Social media (for example, 18 million facebook fans) * Market research Consumer media * Consumer organisations They simply influence H&M by buying their products without they the company simply cannot exist the company’s products are also influenced by the customer’s needs and wishes. Colleagues We want our employees to be advocates for H&M brands. Motivated and satisfied employees means better customer interactions and a better and more productive workplace. They engage them by: * We have an open-door policy,encouraging constant feedback * Store or union representation in many markets * European Works Council (EWC) * Meetings facilitated through our global framework agreement with Union Network International (UNI) * Regular individual performance reviews * Employee surveys in some markets Good and motivated employees get more sales...
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...[pic] Change Management Plan Prepared by: Donnell Brown Date: 4/12/14 Table of Contents 1. Introduction 1 1.1 Purpose 1 1.2 Change Management Planning 1 1.3 Principles of Change Management 1 1.4 Translating Change Management Principles into a Structured Approach 2 1.5 References 2 1.5.1 External References 2 1.5.2 Project Centralized Repository Document 3 1.6 Glossary and Acronyms 3 1.7 Document Maintenance 3 2. Change Management Participants Roles and Responsibilities 3 2.1 Change Manager 3 2.2 Lead Change Evaluator 4 2.3 Change Management Team Members 4 2.4 Change Management Stakeholder 5 2.5 Project Training Coordinator – 5 2.6 Departmental Roles 5 3. Change Management Scope 5 3.1 Communication/Stakeholder Objectives 6 4. Analysis of Job/Workflow impact 7 5. Marketing Change 8 5.1 Engaging Stakeholders in the Progress of the Project 9 5.2 Methodology and Tools for Communications 9 5.3 Building Acceptance to Change 9 5.4 Monitoring the Effectiveness of the Change Management Program 10 Introduction 1 Purpose The purpose of the Change Management Plan is to actively design, develop, and execute a strategy for preparing all employees for business, technical and cultural changes that occur as the result of project initiatives. Embracing and magnifying the positive aspects...
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...Agricultural Research Priority : Vision- 2030 and beyond Sub-sector: Livestock Professor Dr. A.M.M. Tareque And Dr. Shah Md. Ziqrul Haq Chowdhury Bangladesh Agricultural Research Council Farmgate, Dhaka April 2010 Research Priority in Agriculture and Vision Document-2030 and beyond Table of Contents Sl. No. 1 2 3 4 Subject Methodology/Work plan Terms of Reference (TOR) of the Group Leader Executive Summary Vision Document 2030 and beyond: Livestock Research in Bangladesh Background Review of the past Plans Targets: Achievable goals of livestock sub-sector under Vision 2021; Bangladesh for Resolution of Crisis and a Prosperous Future” Problems/Constraints Research Areas Commodity wise Research Priority Large Ruminants (Cattle and Buffalo) Small Ruminants (Goat and Sheep) Poultry Common to livestock health and production Hill Research Conclusion References Page No. 2 2 3 5 5 6 7 5 11 13 8 9 10 11 12 13 14 15 16 17 13 15 18 19 24 27 30 31 33 33 1 Research Priority in Agriculture and Vision Document-2030 and beyond Methodology/Work plan Twelve Experts Team have been formed in BARC in connection with the preparation of Vision Document–2030 and beyond vide letter No.ARC/P&E/103/2008/1540, dt. 29-10-09. Livestock Sub-sector group composed of Professor Dr. A.M.M. Tareque, as Group Leader and Dr. Shah Md. Ziqrul Haq Chowdhury, CSO (Livestock), BARC, as Member-Secretary. The work started with the convening of a day long workshop on SPGR priority setting...
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...PUBLISHING DEVELOPMENT ECONOMICS GLOBAL FINANCE MODERN PHYSICS THEORY OF COMPUTATION FINANCIAL INSTITUTIONS AND MARKETS LEGAL ENVIRONMENT IN BUSINESS BRAND & PRODUCT MGMT.[MKT.] INTRO. TO SOCIOLINGUISTICS 12-2 3-5 PHYSICS 2 LEGAL SYSTEM OF BANGLADESH [LAW] BUILDING AND FINISH MATERIALS STRUCTURE-I (BASIC MECHANICS OF SOLIDS) CONTROL SYSTEM BASICS IN SOCIAL SCIENCE ENTREPRENEURSHIP DEVELOPMENT TRAINING & DEVELOPMENT [HRM] SOFTWARE REQUIREMENT ENG. RURAL MARKETING [MKT.] PROFESSIONAL PRACTICE STATISTICS & PROBABILITY STATISTICS & PROBABILITY CONTEMPORARY ISSUES IN GLOBAL ECONOMY INTRODUCTION TO ECONOMICS PUBLIC SPEAKING POWER STATIONS Released on March 29, 2016 SECTIONS A,B,C,D,E,F,G,H,I,J,K,L,M,O,P,Q,R A,B,C,D,E A A,B A A A,B A,C1,C2,C3,C4,C5,C6,C7,C8 A A A,B,C A,B,C,D,E,F,G,H A,B,C,D,E,F,G,H,I A,B,C B,C,D,I,J A,B A A,B,C,D,E,F,G,H,I,J,K,L,M,N,O F1 A A A,C,D A,B,C,E,F,G,H,I, A,B,C,E,F,G,H,I A A,B,C A A N,O,P,Q A,B,C,D,E,F,G,H,I,J,K,L,M A A A A,B,C,D,E,F,G Day 2: April 24, 2016 (Sunday) TIME Building 1, 5 & 4 BUSINESS MATHEMATICS – 1 BASICS IN NATURAL SCIENCE ISLAMIC FINANCE & BANKING CONTEMPORARY ARCH. THEORY Building 7 COMPUTER NETWORKS MULTIMEDIA SYSTEMS ANALOG ELECTRONICS 1 9:3011:30 INTERMEDIATE MICROECONOMICS BIOMEDICAL INST. MEASUREMENT & DESIGN SALES MANAGEMENT [MKT.] INTRODUCTION TO SOCIOLOGY LOGIC AND PHILISOPHY 12-2 BUSINESS...
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...(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, A., ... & Doody, P. (2011). Internet of things strategic research roadmap.O. Vermesan, P. Friess, P. Guillemin, S. Gusmeroli, H. Sundmaeker, A. Bassi, et al., Internet of Things: Global Technological and Societal Trends, 1, 9-52. Weber, R. H. (2010). Internet...
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...Reflection Essay: A Summary of Essential Learning Outcomes in BUSN601 - Global Management Perspective JC American Military University Reflection Essay: A Summary of Essential Learning Outcomes in BUSN601 - Global Management Perspective There were a number of learning outcomes for BUSN601: Global Management Perspective. The topics for this course included: * developing Porter’s Five-Forces Model in a global strategy; * assessment and integration of business functions in an organization; * formulation of essential components of the strategic management process; * assessment of target markets and forecasting of the components of the marketing mix; * assessment of the importance of market research in developing a global initiative * Integrate e-business applications into your overall global initiative. * Appraise how employment law constrains choices for the organization * Relate how regulatory law affects an organization's decisions * Identify and incorporate the key elements of contracts. * Assess the influence of different cultural perspectives on global business operations. * Argue the influence of regional trading organizations on business opportunities and constraints In the following I discuss in summary perspective the key takeaways from this course as well as learning objectives I did not meet. Integrate Porter's Five-Forces Model into developing a solid global strategy. Porter’s five forces model of competitive...
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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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