...and Channels Paper H&M online Since 2009 there has been a large decrease in offline retail sales, by 2015 Gap Inc. will be closing 189 store, Abercrombie and Fitch is planning to close 180 store and Aeropostale 175 stores (Business Insider). JCPenny’s store sales alone dropped 31.7% in store purchases (Business Insider). Where are consumers going? Online. In 2013, the top online purchases for U.S. consumers were consumer electronics, books, clothing and apparel, 63% customers prefer to purchase clothing and apparel online. Ecommerce is one of the fastest growing markets in the world. Currently the United States is the largest online retail market. Based on the statistical data, retail e-commerce back in 2012 reached 225.5 billion U.s dollars in sales and projected to grow to 434.2 billion U.S. dollars by 2017 (Known, Statistics). “Goldman Sachs predicts that in North America alone, a quarter of clothing sales will take place on the internet by 2030, up 7 percent from 2011” (NY Daily). With anticipation H&M is proposing to launch its online retail market to the United States. An online market will have a great impact, but there are several challenges facing retailers in launching an online market. Online markets have a great impact on profit margins, because of high shipping cost and the cost of returning items. “You don’t want to lose out on being the port of call for younger shoppers. So H&M should really get in there, “Isabel Cavill, Planet Retail Consultant (NY Daily)...
Words: 1377 - Pages: 6
...istribution Channels at Clothing Retailer Hennes & Mauritz A key ingredient in retailing success is the strength of a company's distribution channels. Kerry Capell's (2002) Business Week article looks at Sweden-based Hennes & Mauritz's (H&M) sourcing and inventory management strategies and their reliance on distribution channel partners. H&M has developed a unique distribution channel strategy to compete with better entrenched retailers including Gap, Old Navy, Zara and FCUK. H&M Product Strategy Understanding H&M's distribution strategy requires a clear understanding of their product philosophy and strategy. Like Gap and other clothing retailers, H&M markets to a particular segment of the fashion consumer market. H&M's philosophy is "Fashion and quality at the best price" (H&M, 2004). H&M keeps up with its competitors by providing a variety of styles from "updated classics and fashion basics" to cutting-edge fashion trends (H&M, 2004). Kotler defines the product as a combination of goods and services (Kotler et al, 2001). H&M seeks a product edge by providing affordable fashion lines similar to its competitors, but with a "fast turnaround" from design to production to sales floor (Capell, 2002). Capell focused on this integrated distribution channel in his article. Distribution Channel Outline Marketers often refer to the fourth P, place, as placement, logistics or distribution. Marketers must create a place or a way for logistics and physical delivery to get...
Words: 746 - Pages: 3
...THE COMMUNICATION OF WINDOW DISPLAY - H&M - UNIQLO YAN14434663 CHIH LING, YANG ABSTRACT This research presents a comparison of the window displays in two different high-street fashion retail brands. H&M is one of the best-known western fashion retailers, while UNIQLO is a fashion retail brand from Asia which has successfully accessed the western market. This research will focus on these two brands’ different visual merchandise strategies and their window layouts during different periods. The results show how these two fashion brands from different cultural backgrounds convey their message to customers. INTRODUCTION The designer creates the product, while visual merchandising gives the product new life. In the sales terminal, window displays not only deliver the brand culture to the customer, but they are also responsible for increasing sales for the company and attracting potential customers. In an aesthetic point of view on display throughout the product content, value and performance, but also presents the brand itself. The purpose of visual merchandising is to promote the store image—to let people know what the store is, where it stands on fashion trends, what one can expect from it, to whom it appeals, its price range, and the caliber of its merchandise and merchandising (Martin M. Pegler 2012, p.3). Nowadays, the high-street fashion market has become more competitive, and every fashion brand has its own brand identity, so it is important to...
Words: 3973 - Pages: 16
...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...
Words: 23237 - Pages: 93
...H&M TURKIYE IN APPAREL (TURKEY) Euromonitor International November 2011 H&M TURKIYE IN APPAREL (TURKEY) Passport I LIST OF CONTENTS AND TABLES Strategic Direction ........................................................................................................................ 1 Key Facts ..................................................................................................................................... 1 Summary 1 H&M TURKIYE: Key Facts ........................................................................... 1 Company Background .................................................................................................................. 1 Production .................................................................................................................................... 1 Competitive Positioning ................................................................................................................ 1 Internet Strategy ........................................................................................................................... 2 © Euromonitor International H&M TURKIYE IN APPAREL (TURKEY) Passport 1 H&M TURKIYE STRATEGIC DIRECTION This Swedish retailing giant delayed its entrance into the Turkish apparel market until the recession was over, and opened its first outlets in the country in 2010. H&M plans to continue its penetration in the Turkish market by opening a small number of stores...
Words: 391 - Pages: 2
...in the organization by both products and markets diversifications. The core competences of UNIQLO are low-cost and high quality, which secures a competitive advantage in global market. The benefit resulted from low-cost is generating reasonable prices of casual clothes for customers and the high quality transferred high customer utility immediately. ‘UNIQLO is aiming to added new value in clothes design and function, therefore, customers will purchase new clothes’, according to Naoki Otoma, senior Vice President and COO of UNIQLO (Petro, ‘The Future of Fashion Retailing: Part 1 – Uniqlo’, 2013). The Porter’s Value Chain assists the value creation in the organization through cost reduction or differentiation. UNIQLO’s large –format store strategy is adopted by changing shopping experiences. These changes including store design, the sales floor, lineup of products and after-sale services. While the company retains tight control of the entire business process, all non-core activities are rigorously outsourced. To ensure their products can remain the same level of quality, UNIQLO confirms progress toward the completion of production runs and manufacturing...
Words: 1375 - Pages: 6
...shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa As of today, Inditex is probably the fastest growing fashion retailer in the world, with over 3,100 stores, in over 70 countries around the world, and Zara is around 1,000 of those stores. Zara, as a member of the one worlds largest fashion distributor, has a high response when it comes to their supply chain. Latest fashion designs are easily supply to all the stores/branches of Zara worldwide, in just a matter of two weeks. Vertical Supply Chain Zara operates using a vertical supply chain, which is a unique strategy in the fashion industry. Vertically integrated business undertakes a variety of activities from designing, manufacturing, sourcing, and to distribution to retail stores around the world. A company that operates in a vertically integrated strategy...
Words: 2068 - Pages: 9
...that Esprit is faced with, presents three possible solutions which are designing new products following fashion shows, establishing smaller-scale operational mode and using quick response strategy, in order to create an agile supply chain for Esprit by the means of shortening three critical lead times: time-to-market, time-to-serve and time-to-react. 1. Introduction The last decade has witnessed a significant transformation that fast fashion has become a key feature in current fashion industry. Although it was regarded as a niche concept offered by a few winners such as Zara and H&M, fast fashion has now been adopted as a key operation mode by many brands in the fashion market (Baker, 2008), using advanced and more efficient supply chains to be more responsive to changing trends towards customer demand. Hence, Fast fashion brands perform relatively better than other fashion brands in various aspects. (Mattila et al. 2002: 340 – 351) Esprit is a fashion brand owned by Esprit Holding Ltd., manufacturing apparel, accessories, footwear and housewares under the Esprit label. In the previous fashion market, Esprit is generally recognized as the originator of fast fashion. As one of the pioneers in the fashion industry, however, Esprit has lost its way in recent years. (Best Retail Brands, 2012) "In essence, Esprit is a strong and profitable brand, but the brand has gradually lost its soul over the past few years,'' Ronald Van Der Vis - chief...
Words: 5741 - Pages: 23
...From the Wall Street Journal of “H&M Opening Online and Physical Stores at Record Pace” that stress H&M opening online and more physical store in Swedish, predicting the two retail universes will complement rather than cannibalize each other. Saving money takes time and sensible planning. As for an online business owner saving money leads to further funds for the business. Physical Stores shopping and online shopping have their own positives and negatives. With careful research, a shopper can find many deals when combing both Physical Stores and online shopping. H&M had 3,970 physical stores as of Feb. 29, and its net profit in the three months to Feb. 29 was 2.55 billion Swedish kronor ($313 million). H & M plan to open more than 425 stores by November. H&M is already of the second-biggest clothing retailer in the world. H&M having built its own state-of-the art distribution network, the company is leaving the competition in the dust in terms of sales and profits, speed of inventory management and turnover, it adopt corporate vertically integrated system in which it could control every aspect of the supply chain, from design and production to distribution and retailing, corporate VMS is Vertical marketing system that combines successive stages or production and distribution under single ownership. Channel leadership is established via common ownership. Effective vertical integration makes H&M faster, more flexible, and more efficient than competitors...
Words: 590 - Pages: 3
...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...
Words: 4043 - Pages: 17
...Cited Works Referenced The global apparel market is a consumer-driven industry. Also, globalization and new technologies have allowed consumers to have more access to fashion. As a result, consumers are changing, competition is fierce, and companies are evolving to meet these demands. Zara, a Spanish-based chain owned by Inditex, is a retailer who has taken a new approach in the industry. With their unique strategy, Zara has the competitive advantage to be sustainable. In order to maintain that advantage and growth they must confront certain challenges that face traditional retailers in the apparel industry. Financial Analysis and Comparison To prove Zara has the prospect of sustainable growth in the international apparel market, it is important to understand and compare the financial differences of Inditex, its parent company, and its major competitor. The most interesting of Zara’s competitors for comparison is Hennes and Mauritz (H&M), who as the case study states, “was considered Inditex’s closest competitor, [with] a number of key differences” (Ghemawat 5). H&M differs from Zara because they outsource all of their production, spend more money on advertising, and is...
Words: 3609 - Pages: 15
...research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities for large exporters like China and India 1 that are considerably increasing their market share whilst at the same time creating challenges for European Union member states in order to remain competitive internationally. The major trends that are restructuring...
Words: 7353 - Pages: 30
...the case of Zara, the Uppsala model can be considered as the best representative theory concerning their internationalization strategy. The Uppsala model is an organic growth model, which aims to minimize psychic distance through small incremental steps in the internationalization process. Zara opened its first store in La Coruna in 1975 and focused on the domestic market in the early stages. Gaining experience from the home country before entering a foreign market is characteristic for the Uppsala model. The expansion of Zara was first limited to Spanish cities with more than 100,000 inhabitants. Due to the maturity of the Spanish market, Zara was aiming to expand to the international market. Because of the geographic and cultural proximity to Spain they started their foreign operations by opening a store in Portugal. This enabled a gradual learning-by-doing process, concentrating first on countries close to Spain. Subsequently they preceded the internationalization process by entering different European markets. The intention was to keep a low level of psychic and cultural distance in order to internationalize step-by-step. After obtaining more knowledge and experience in foreign markets, Zara started expanding to other regions more rapidly and out of consideration for geographical or cultural proximity. In general, the internationalization strategy of Zara can be best compared to an ‘oil stain’. While entering a foreign market, Zara first concentrates on a strategic area with...
Words: 1618 - Pages: 7
...H&M Case Study Case study on H&M Introduction In recent years, H&M has marked the retail clothing industry by the phenomenal pace at which it has expanded the number of its stores across a diverse range of countries and markets spanning Europe, the United States and recently Asia. H&M distinguishes itself from its competitors notably by offering clothes that are trendy, fashionable yet accessible in terms of price. So how does H&M manage to combine these seemingly divergent characteristics, especially in such a fast-moving and fiercely competitive industry as the retail clothing business? In the following report, I attempt to cast some light on some of the approaches that account for the success and reputation of the company and that have enabled it to remain competitive over the years and across markets in which it operates. I also seek to raise some of the drawbacks related to those approaches in terms of risk for the business. Practice of Market Orientation The practice of market driven marketing rests upon the core idea of generating and offering value to a particular target market better than competitors, which in turn will enable the company to grow and be successful.[1] Generally a market oriented strategy involves focusing on the buyer’s needs and determining the best means by which the consumer will be satisfied. As we will see in the next section, a market oriented strategy begins with identifying a particular target group within a segment and then focusing...
Words: 326 - Pages: 2
...research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities for large exporters like China and India 1 that are considerably increasing their market share whilst at the same time creating challenges for European Union member states in order to remain competitive internationally. The major trends that are restructuring...
Words: 7353 - Pages: 30