...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: H&M HENNES & MAURITZ AB PASSPORT 2 STRATEGIC EVALUATION COMPETITIVE POSITIONING MARKET ASSESSMENT GEOGRAPHIC AND CATEGORY OPPORTUNITIES BRAND STRATEGY OPERATIONS RECOMMENDATIONS STRATEGIC EVALUATION Key company facts H&M Hennes & Mauritz AB Headquarters: Regional involvement: Category involvement H&M apparel global value share 2011: H&M apparel sales value growth: Sweden...
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...Hofstede's Framework for Assessing Culture He has found five dimensions of culture in his study of national work related values: • Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal positions. Subordinates are more comfortable with and demand the right to contribute to and critique the decision making of those in power. In High power distance countries (e.g. Malaysia, Slovakia) less powerful accept power relations that are more autocratic and paternalistic. Subordinates acknowledge the power of others simply based on where they are situated in certain formal, hierarchical positions. As such the Power Distance Index Hofstede defines does not reflect an objective difference in power distribution but rather the way people perceive power differences. In Europe, Power Distance tends to be lower in Northern countries and higher in Southern and Eastern parts. There seems to be an admittedly disputable correlation with predominant religions. • Individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves and to choose their own affiliations, or alternatively act predominantly...
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...Hofstede's Framework for Assessing Culture He has found five dimensions of culture in his study of national work related values: • Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal positions. Subordinates are more comfortable with and demand the right to contribute to and critique the decision making of those in power. In High power distance countries (e.g. Malaysia, Slovakia) less powerful accept power relations that are more autocratic and paternalistic. Subordinates acknowledge the power of others simply based on where they are situated in certain formal, hierarchical positions. As such the Power Distance Index Hofstede defines does not reflect an objective difference in power distribution but rather the way people perceive power differences. In Europe, Power Distance tends to be lower in Northern countries and higher in Southern and Eastern parts. There seems to be an admittedly disputable correlation with predominant religions. • Individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves and to choose their own affiliations, or alternatively act predominantly...
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...as many people as possible in decision making. | 1. Masculinity and femininty: This refers to how many a society sticks with, and values, traditional male and female roles. High MAS scores are found in countries where men are expected to be "tough," to be the provider, and to be assertive. If women work outside the home, they tend to have separate professions from men. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive, and women can work hard for professional success. Japan is highly masculine with a score of 95, whereas Sweden has the lowest measured value (5) if you were to open an office in Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent on the team. In Sweden, on the other hand, you would aim for a team that was balanced in terms of skill rather than gender. MAS | Characteristics | Tips | High MAS | * Men are masculine and women are feminine. * There is a well-defined distinction between men's work and women's work. | * Be aware that people may expect male and female roles to be distinct. * Advice men to...
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...those of us who are aware of such a necessity psychologist Dr. Geert Hofstede has spent 10 years dedicated to this idea. He has been internationally recognized for his commitment to understanding and collecting data from organizations in over 40 countries. The five dimensions discussed in Hofstede’s work is Power, individualism, masculinity, Uncertainty, long term orientation. By power, Hofstede meant to describe the level of inequality that is prevalent among certain cultures and what inequalities are actually tolerated. In Malaysia it is common practice for a reports to be sent only to top execs and the powerful members of a company would only congregate and share information between themselves. This isn’t all too foreign here in America. As we understand clearly that the power in this country is heavily concentrated. This leads up to individualism, interpreted by Hofstede to be the values that a cultural adheres to with little or no deviation. Low individualism scores (IDV) would mean that a culture would have more loyalty and cohesion. The higher the score the distant the connection. Places like Panama has a very low IDV scores, and they...
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...World retail Banking report 2012 Contents 3 4 7 Preface Key Findings Chapter 1: 8 12 21 Unlocking Pathways to Greater Customer Loyalty Customers Express Conflicting Sentiments toward Banks The Need for a Customer Experience Index The Growth of Mobile Banking 25 Chapter 2: At a Crossroads, Retail Banks Must Identify and Prioritize Core Strengths The Ground Beneath Banks Is Shifting Traditional Tactics Are Less Effective in the Current Environment The Way Forward: Extreme Measures for Extreme Times 26 28 32 40 41 Methodology About Us Preface Capgemini and Efma are pleased to present the 2012 World Retail Banking Report. Retail banks around the world are struggling to maintain their competitiveness in the face of severe external challenges. Massive debt loads are threatening the global economy, while stringent regulations put in place as a result of the financial crisis of 2008 are staunching traditional revenue streams. Customers, still distrustful of the industry, have become increasingly accepting of nonbank alternatives, and social media is giving them an opportunity to publicly explore them. More than ever, retail banks must strive to create stronger bonds with their customers. The 2012 World Retail Banking Report addresses this imperative by establishing a new framework for identifying and measuring success in retail banking. Specifically, our Customer Experience Index (CEI) offers a mechanism for accurately taking stock of the critical...
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...Globalization process Process by which global transnational structures, organizations and societies overtake the national structures, organizations and societies Globalism: ideology World market vs national politics and market Ideology belief in superiority of global structures Globality: consequences of globalization: open societies, destruction of closed societies, awareness of other nations, cultures, and values. Underlying forcesfor globality Increase expansion of international trade Rapid expansion of information technology Expansion of global communication and entertaintment Expansion of multinational, trans-national corporations and industries. Expansion of world organization and world politics. Issues of world poverty. Universal demand for human right and democracy. Environmental issues crossing national boundaries. Cultural conflicts. What was local is now global Economic crisis, financial fluctuations, disasters, inventions, politic events, entertainment, sports. Level of globalization impacts National states, organizations, individuals, facilitated by IT What is information technology is? Blurring of boundaries in IT Computer and phone. Computer and digital media Combination of hardware and software. The roles of IT Reduce costs, sources of innovation, improving quality of life, improving services, increasing access to services, increasing access to markets. Effects of IT Usage Individual usage – cohesive society, business...
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...home country - the Prof. Geert Hofstede, Emeritus Professor, Maastricht University. Hofstede’s studies include the identification and definition of groups, tribes, territories, national minorities or nations and he argues that they all possess specific features and behavior which can be opposed to other similar groups. Hofstede's IBM study in the 70s of the position of management, collaboration, organization, individualism, etc. have been widely used by companies when different cultures meet. Hofstede's framework for assessing culture includes the following five dimensions: 1. Power Distance 2. Individualism vs. collectivism 3. Masculinity vs. femininity 4. Uncertainty avoidance 5. Long vs. short term orientation The five dimensions of culture in his study of national work related values can be defined as follows: 1. Low vs. High Power Distance - the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Low power distance (e.g. Austria, Australia, Denmark, New Zealand) expect and accept power relations that are more...
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...company and its subsidiary in China. After reviewing the previous studies, the authors summarize the differences of management style, staff behaviors and communication system in different culture context and find the barriers of cross cultural communication in multinational firms. The findings of this study indicate that the barriers of communication come from the national culture’s influence on the work place and behaviors of people with different identity. Moreover, culture also influences people’s way of thinking and behaving and result in different understandings toward vision and purposes of firms. Key words: cross cultural, communication, multinational firms, management style, staff behavior Prelude It is 9:00 a.m. on Monday in Sweden. The Technical product manager of company X sent an email about the new design of the product to its subsidiary company in China. He would like to have a production ready model of the new design by Friday when he flies to China. An email came on Thursday saying that there was a 1mm error of the product they made and asked the manager what they should do. The product manager finds himself confused: “Do they need to ask such a question? They could simply adjust the error and give me the model on Friday, why are they waiting for orders instead of taking initiatives?” (Swedish Technical and...
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...1. The French and Indian War (world war one) The French and their allied Indian friends fought the British and their colonial partners for control of the land west of the App. Mountains. *Seven Years War Players - France vs. England …. Prussia sided with England…. Prussia was fighting Austria ….. The war was fought in three places, Europe, India, and the Americas Austria, France, Sweden, and Russia were sided together along with the Mughal, Saxony (a small portion of the Holy Roman empire) and Spanish empires - the other side England, Prussia, Portugal, Hanovers, Iroquois Confederation England wins - Treaty of Paris (1763) Spain lost Florida to England France gave Spain portions of Louisiana and a part of the mouth of the Mississippi British got the Caribbean Islands and French lands in the Ohio Valley and lands east of the Miss. River. The French were supposed to move into Canada The war broke England and the King and Parliament needed money (here comes taxes) **keep in mind** Our ancestors in the colonies had larger bodies, we weighed more, our babies lived longer, our people lived longer, we were richer, and we paid fewer taxes, than the people back in England. 2. The Proclamation of 1763 After winning the French and Indian War the British King would not let the Colonials move into the land west of the App. Mountains. We start hating the British! 3. Quartering of Troops The King required the People to provide supplies and housing for British Troops 4. Writs of...
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...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. The PAs will add the report abstract here © Euromonitor International 1 THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK MAGDALENA KONDEJ – HEAD OF APPAREL RESEARCH 24TH JULY 2013 STATE OF THE INDUSTRY: THE HIGHLIGHTS DYNAMICS OF MAJOR SPORTSWEAR MARKETS EXPLORING HOT CATEGORIES AND INDUSTRY TRENDS EMERGENCE OF OMNI-CHANNEL – WHAT DOES IT MEAN FOR SPORTSWEAR BRANDS? THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK Setting the scene - sportswear vs other consumer goods industries $1728bn $2200bn $433bn $770bn $245bn Forecast % CAGR 2.7% 4.1% Sportswear 2.3% 3.0% Beauty and Personal Care 2.1% Consumer 4 Electronics © Euromonitor International Apparel and Footwear Packaged Food THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK Three-speed recovery of the global apparel and footwear market Apparel and Footwear Market Value Growth 2012 5.8% Global growth in 2012 US 2.2% © Euromonitor International EUROZONE -0.4% EMERGING AND DEVELOPING COUNTRIES 12.2% 5 THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK Sportswear outperforms across all years Market Value Growth 2007-2012 ...
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...consumers watch and buy. “Consumers are clearly proceeding with caution in relation to their spending intentions,” said Dr. Venkatesh Bala, chief economist at The Cambridge Group, a part of Nielsen. “Consumer confidence lost momentum in the second quarter as global events, including a worsening Euro zone crisis coupled with slowing growth rates in China and India, impacted financial markets and consumer sentiment in many parts of the world. As renewed volatility entered global markets, consumers reacted by reining in spending and consumption intentions.” In the latest round of the survey, conducted between May 4 and May 21, 2012, consumer confidence declined three points to 100 in Asia Pacific, four points to 88 in North America, and two points to 96 in Latin America. An increase of one point each in Middle East/Africa (98) and Europe (73) was reported. Overall, consumer confidence rose in 41 percent of global markets measured by Nielsen in Q2, compared to a 68 percent increase in the previous quarter. Confidence declined in 26 of 56 markets, increased in 23, and remained flat in seven. The Nielsen Global Survey of Consumer Confidence and Spending Intentions, established in 2005, tracks consumer...
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...Mobile/ Communication / Consumer Electronics Within the last one hundred years communication between two people on the opposite sides of the Earth have tremendously improved. A hand written letter from America could take up to several months to reach the hands of its recipient in Europe or Asia. Nowadays terabytes of data can be sent the same distance in nearly in instant. Cell phones and the internet have connected people from all parts of the Earth. I personally have been able to turn a pen-pal who lived in Sweden to a valuable friend thanks to the technology we posses today. Although it has been able to connect people all over the world to each other it has created a distance between personal encounters. There has been an increase of people who would rather be connected to their social media outlets rather than spend quality time with their friends in person. People prone to their smartphones or tablets can be seen in restaurants and casual places. I have also experienced instances where my friends or significant other focus' a significant amount of their energy on their smartphones rather than...
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...STOCKHOLM SCHOOL OF ECONOMICS Master thesis within Finance Evaluating the Performance of Socially Responsible Investment Funds: A Holding Data Analysis H. Camilla Stenström* Jessica J. Thorell** Abstract: This paper investigates the performance of regular mutual funds compared to Socially Responsible Investment (SRI) mutual funds, over the time period of January 2001 to September 2007. The paper extends the research on the performance of SRI funds by using holding data of regular funds to create replicating portfolios. In the replicating portfolios, unethical investments are excluded according to a norm-based screening list, hence creating artificial SRI funds. The replicating portfolio returns are then used as a benchmark to compare against the SRI funds’ and regular funds’ returns. Results from the study indicate that an exclusion of companies according to norm-based screening can improve a fund’s performance. However, when looking specifically at the fund management of SRI funds, the results point towards inferior performance compared to regular funds. Key Words: Socially Responsible Investment (SRI) funds, ethical investments, holding data analysis, norm-based screening PhD Stefan Engström 13:15-15:00, December 14, 2007 Room 349, Stockholm School of Economics Tutor: Presentation: Venue: * 19873@student.hhs.se ** 19924@student.hhs.se H.C. Stenström and J.J. Thorell ACKNOWLEDGEMENTS Special thanks to tutor PhD Stefan Engström for all support and guidance...
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...© Neste Oil 2005 Neste Oil Corporation Initial Public Offering April 2005 1 Disclaimer This presentation has been prepared by, and is the sole responsibility of, Neste Oil Corporation (the ‘‘Company’’) and its directors. This presentation does not constitute or form any part of any offer or invitation or inducement to sell or issue, or any solicitation of any offer to purchase or subscribe for, any shares or other securities of the Company, nor shall it or any part of it or the fact of its distribution form the basis of, or be relied on in connection with, any contract therefor. This presentation has not been approved for the purposes of section 21 of the Financial Services and Markets Act 2000 and is directed only at persons who fall within Article 12 (‘‘Communications to overseas recipients’’), Article 19 (‘‘Investment professionals’’) and Article 49(2)(a) to (d) (‘‘High net worth companies, unincorporated associations etc’’) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2001 (such persons being referred to as ‘‘relevant persons’’). This communication must not be acted on or relied on by persons who are not relevant persons. No reliance may be placed for any purpose whatsoever on the information contained in this presentation or on its completeness. No representation or warranty, express or implied, is or will be made or given by the Company, Fortum Corporation, their respective directors and officers, Morgan Stanley & Co. International...
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