...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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...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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...Evaluation of H&M’s Market Success: Does the Company Educate its Consumers or Does it Serve a Unique Market Segment? ABSTRACT In the current retailing market, Hennes and Mauritz AB (H&M) remains a unique phenomenon in part due to the observable difference in the behavior of the company’s customers. This study evaluates two theories attempting to explain the deviation in H&M customers’ behavior-patterns. The first theory suggests that the customers’ behavior is attitude-bound and learned-taught through the customer-company interaction. The second theory argues that H&M customers belong to a genuinely unique market segment. The researcher surveyed 160 shoppers at H&M and one of the department stores and used a grounded-theory approach to analyze the data. The results substantiated the first theory claiming that shopping behaviors were taught and learned. The study had an important practical value. However, its results were subject to l reliability and validity threats; thus, further research would be required to confirm the findings. I. INTRODUCTION The issues of consumer relationships have been the focus of marketing research inquiries for at least a century. In the last decade, with the discovery of organizational core competences, relationship knowledge experienced a new wave of research interest and was named among the leading “strategic powers” of an organization (Hamel & Prahalad 1994, pp. 3-5; Bergenhenegouwen et al. 1986, p. 29). Hennes and Mauritz AB (H&M) stands out...
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...Introduc.on • Introduce H&M and explain what type of business it is o In which market does it operate? o Describe who their typical customers are • History: o Name the founder o When did the business begin (year), and where? • In which countries/con@nents do H&M operate? • What is the annual turnover for H&M? • Using Porter’s ideas, explain which generic strategy H&M is following – explain your ideas using suppor@ng evidence Faculty of Higher Educa@on City College Plymouth in conjunc@on with the University of Plymouth 10 marks 2 Assignment 1 • What are corporate values? Give a defini@on then cite those for H&M • Describe some theore@cal concepts about organisa.onal culture • Analyse the case study to determine the culture you believe prevails in H&M. Give specific examples...
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...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 management literature. 1. Introduction The popularity of the supply chain concept has been stimulated from many directions...
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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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...A M o d e l fo r P r e d ic tin g A d v e rtis in g Q u a lity A s a K ey to D riv in g S a le s G ro w th How Television Advertising Quality Affected McDonald’s Sales Growth Over Six Years CHARLES YOUNG Ameritest chuck@ameritest.net The current research used McDonald’s data to explore the relationship between advertising quality and sales growth. Based on a 6.5-year dataset involving more than 180,000 consumer interviews, the researchers found that nearly half of McDonald’s sales ADAM PAGE growth could be explained by variables related to advertising quality. Specifically, the study Ameritest adam@ameritest.net found that factors such as sales momentum, the introduction of calorie content on to quick-service restaurant (QSR, i.e., fast-food) menus, and variables related to key research metrics— and, importantly, the right messaging strategy— can be effective in linking advertising to variation in sales. INTRODUCTION An ongoing challenge to advertising researchers is how to validate predictions about real-world sales performance based on pre-testing metrics. Such validations are important for three reasons: • quantifying the contribution advertising can make to return on investment (ROI), • confirming the general construct of how adver tising "quality" works can be implemented as a quality-control step in the creative process— something once lamented as a "dream that will never come to be" (Metzger, 2013), and • • providing...
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...Zulkifli Mokhtar Cardiff Business School Cardiff University E-mail:MokhtarMZ@cardiff.ac.uk Accepted for Presentation at the Fourth Asia Pacific Interdisciplinary Research in Accounting Conference 4 to 6 July 2004 Singapore 1 DETERMINANTS OF CORPORATE PERFORMANCE OF MALAYSIAN COMPANIES ABSTRACT This study sets out to identify factors that influence corporate financial performance in a sample of Malaysian companies during the period 1998 –2001. Different measures of corporate performance were employed in the current study. ISO registration appeared to be the most significant determinant of corporate performance in the sampled companies. In addition, the results reveal that ROA, EVA, ROS and Inventory are the most significant variables affecting ISO. The findings also revealed that ISO companies out perform non-ISO registered companies. Keywords: Corporate Performance; ISO 9000; Return on Assets; Economic Value Added; Return on Sales; Inventory. 2 DETERMINANTS OF CORPORATE PERFORMANCE OF MALAYSIAN COMPANIES INTRODUCTION The subject of corporate performance has received significant attention from scholars in the various areas of business and strategic management. It has also been the primary concern of business practitioners (managers and entrepreneurs) in all types of organizations since corporate performance has implications to organization’s health and ultimately its survival. High performance reflects management effectiveness and efficiency in making use...
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...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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...FACULTY OF ECONOMICS UNIVERSITY OF LJUBLJANA 1. What makes Zara different from other specialty apparel retailers? What are the main differences in the business models of Zara and H&M? One of the most important competitive advantages that Zara have is the rotation in the stores, Zara is constantly looking forward increase the rotation of products and the leadership in costs. Why is rotation so important and why this became a competitive advantage? The number of visits form customers to the shops if this industry used to be 3 visits per year but in the case of Zara are 15 visits per year. If your customers visit your shop more often there are more possibilities of increased the sales per customer. Zara is constantly stimulating the customers changing the stock 13 times per year. Not all the bands can change the stock so often because is really expensive. Zara is leadership in costos strategy, this company has a really efficient system of distribution. This brand also have some strategic shops around the world and from there they supply all the comercial stores. The business models of Zara and H & M are very different, one of the main differences between this models is the outsourcing of their activities. Zara produce more than the 40% of the production in Europe and H & M does not have own factories and this company produce more less than the 80% in Asia. This point is very importante if we are talking about a competitive advantage because Zara is able...
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...QUESTIONS FOR CASE STUDY ASSIGNMENT STRATEGIC EXCELLENCE Licensed for use by the students of the Executive MBA Program, The Icfai University. Not to be reproduced. QUESTIONS FOR CASE STUDY ASSIGNMENT STRATEGIC EXCELLENCE ANSWER THE QUESTIONS FOR ANY TEN CASE STUDIES Questions for 18 case studies are given below. Each case study assignment has 2 questions. Students are required to answer questions for any 10 case studies (20 answers). Students are advised to submit answers for all 10 cases in one go, for results to be adjudged in one instance. 01. McDonald’s in the United Kingdom a. When McDonald’s entered the UK market in 1974, it initially failed to attract British customers and reported losses. However, as of 2009, the UK was one of the most promising markets for McDonald’s. Many factors were responsible for this change in situation. First, identify the subset of factors that could be attributed to the organization’s strategies. Next, tabulate that subset of factors along with the associated strategies for each factor. Finally, classify these strategies into originally intended and subsequently emergent strategies. b. As of 2009, McDonald’s faced many challenges in the UK. In your opinion, what strategies should McDonald’s adopt at the corporate, business, and functional levels to continue its growth trend in the UK? Give reasons for your answer. 02. Emerging Markets Strategy: Nokia Life Tools for Rural Markets a. Business strategy is often compared...
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... Technology Analysis & Strategic Management Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/ctas20 Building Innovation Networks: Issues of Strategy and Expertise Lisa Harris, Anne-Marie Coles & Keith Dickson Available online: 25 Aug 2010 To cite this article: Lisa Harris, Anne-Marie Coles & Keith Dickson (2000): Building Innovation Networks: Issues of Strategy and Expertise, Technology Analysis & Strategic Management, 12:2, 229-241 To link to this article: http://dx.doi.org/10.1080/713698468 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.tandfonline.com/page/ terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. Technology Analysis & Strategic Management, Vol. 12, No...
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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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...CASE STUDY Hennes & Mauritz, the leading Swedish clothing retailer and Sweden’s third biggest company, is attempting to become a world scale organisation. Expansion has already been successful in Europe, with 1010 of its 1134 stores located in 22 countries other than Sweden. The first steps to Internationalisation were taken in 1976 when a UK store was opened, followed by entry to Germany in 1980. 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...
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