Business Analysis : Hennes & Mauritz

I believe that H&M’s future growth depends a lot on how they will expand online and their sustainability. H&M launched their online store in the US in 2013, but has had some negative response. They offer free shipping, but the costs for the returns will be deducted from the credit of the returned merchandise. Costumers believe that returns should be free or that they should have the possibility to return in stores, which at the moment is not possible. For H&M this is an issue because of the high volume and costs of returns. To stay true to their sustainable image,

The world is rapidly developing in most aspects of human life. In the aspect of economy, companies or firms nowadays pursue global plans so as to introduce and develop their products as well as their services in other countries, instead of only focusing on business in their nation. However, the companies’ success depends not only on their own activities but also other factors from outside. Therefore, people have widely adopted marketing systems as a tool to obtain their goals. Some interesting articles and books address this issue. Layton, a professor of marketing at the University of New South Wale in Australia, in his articles “Marketing Systems: A Core Macromarketing Concept” in 2007, examines the

That being said, suppliers can have some power in regards to choosing the number of stores where their product can be purchased at. This allows the suppliers to regulate their sales and stay away from the “red tape”. The bargaining power of customers impacts HBC as customers are able to influence pricing based on their buying habits. Of course, customers do not choose the retail prices offered to them, however, if inexpensive clothing were to lead the industry, retail stores would adapt to this consumer demand and offer an abundance of inexpensive clothing due to consumer preferences. These forces lead to rivalry among competitors due to the many options offered to consumers to grant their desires. These forces combine to cause strategic implications for HBC. HBC must differentiate itself from its competitors who, similar to HBC, have large annual revenue, strong and profitable supplier agreements and large amounts of capital. As well, due to competitors large sale volumes, competitive pricing is an implication which faces

This report contains the analysis of value and culture of reputable apparel retailer H&M, as well as three analysis method, which is PETEL, Porter’s five forces, and VRIO framework, to analyse the external influence factors, competitors, and competitive advantages of H&M.

Hennes & Mauritz (H&M) is one of the largest clothing retailers worldwide. Their target market range age group is about 0-40 years old, but is most popular for those 15-30 years old. The brand reputation has achieved the assumption that their goal is to offer fashionable clothing at a reasonable price. Their clothing is always on trend, and sold at an affordable price from about $0.80 to $450. H&M buys stock in large columns to keep prices affordable for their average consumer. They partake in many collaborations with designers and celebrities, such as, David Beckham, Alexander Wang, and the most recent, Kenzo, as well as many more. They have worked to achieve a quick and well established system with stores all around the world, and a large consumer variety. H&M is regularly featured in respectable fashion magazines, such as Vogue and Elle. The following shows all of the countries a customer is able to shop from on the online website.

Identifying influencing factors of a company’s macro-environment helps in the strategic development and management within a company. The macro-environment outlines an industry and the competitive environment as seen in figure 3.1, (Gamble, Peteraf, Thompson, 39). Within the macro-environment there are the political factors, economic conditions, sociocultural forces, technological factors, environment forces, and legal/regulatory factors. All of these factors blanket the habitat an industry and its competition thrive in. Inside the industry and competitive environment there are five factors that influence an individual company. The five factors are suppliers, rival firms, new entrants, buyers, and substitute products. The biggest impact on a company are these five factors. For example, Under Armour focuses on their industry and competitive environment to survive and grow. Their strategy to win over the market share from Nike and Adidas consists of expanding a stable and original brand within record time, taking an innovative approach to their product line-up and brand-name appeal where the market seemed to be barren, and lastly, the company enters in the foreign market early on to establish its brand and influence markets outside of the US.

Founded in 1947, H & M Hennes & Mauritz AB has become one of the major competitor in the fashion industry (Alexander, 11). H&M produces clothes and accessories for men, women, teenagers, and children. The clothing-retail company has its headquarters in Sweden. The company has more than 4,000 stores in over 60 countries globally. The number of employees has surpassed 132,000 dues to the increased market expansion. Currently, the company faces stiff competition from other retail companies such as the Wal-Mart, Zara, Nordstrom, and Primark.

The market environment consists of both the macro environment and the micro environment. On macro environment the firm need to follow it and they can’t to control it. It consist variety of external factors that is economic, social, political, legal and technological. In the macro environment the firm should analyze national political issues, culture and climate, key macroeconomic conditions, health and indicators (such as economic growth, inflation, unemployment, etc.), social trends/attitudes, and the nature of technology's impact on its society and the business processes within the society. The microenvironment refers to the internal environment of the company such as consumer/customer, Supplier, competitors, the media (public) and in

H&M is Swedish multichannel retailer for clothing with over 2,629 stores cross UK and that occupies 53 countries. The company become the second largest retailer and employed with over 116,000 people. The company has known the best fashion clothing for men, women, kids and teenagers. The company offers styled and quality at the best price. It’s designed-driven innovative and responsible fashion and based on strong values that are growing all over the world while developing quality, sustainability and high profitability.(H&M annual report,2012) H&M organisation structure is the pattern of jobs and groups of job within the organisation.

In this report, an inside look will be taken on Hennes & Mauritz AB (H&M). We will analyse on it using PESTEL, Porter’s Five Forces and SWOT to get a clear concept of what H&M is today and where it can go. This positioning will be helpful in strategy designing.

H&M are in a position where they are at a medium threat as them being one of the biggest brand within the high street and fast fashion sector, they are in a secure position where new entrants wouldn’t be able to compete to H&M as quick, this is evident as H&M have a strong brand presence.

This essay will discuss the marketing environment as a whole, and will look in detail at certain aspects

Owing to the successfully accomplishment of " low price, quality assurance" and excellent online sales channels, UNIQLO sees itself as nicely positioned to weather the China's slowing economic growth (Roxburgh, 2016). Meanwhile, serious competition with other apparel retailers is the primary obstacle to the development of UNIQLO. In the view of Zhu (2013), the Chinese market is massive, diverse, and has enormous potential. For the sake of truly thrive in this market, there is a need for foreign brands authentically understand the changing characteristics of Chinese customers, and establish quality products and services to satisfy their requirements. One recommendation is because this report use the SWOT analysis and Marketing Mix to assess UNIQLO's marketing strategies in China, it is worthwhile for further researchers to utilize other marketing tools to evaluate UNIQLO such as Porter's Five Competitive

Marketing environment is in relation to the marketing organization, its internal environment, microenvironment, and macro-environment. In the macro- environment, we identified several forces at play – political, economic, sociocultural, technological and legal (commonly referred to as the PESTL model).

Microenvironment- microenvironment surrounds the factors that are close a company that affects their ability to serve their customers, this would include; Customers, suppliers, competitors, other departments within the company, general public, marketing intermediaries and finally members of the distribution channel. These are all forces that closely influence the company and they have a direct affect on the organizations relationship. The suppliers of a company are a part of the microenvironment as even if there is a slight delay in receiving any supplies off the suppliers can result in the customers not being satisfied. Marketing intermediaries are the people that are helping to promote and sell the companies products. Competitors include companies that are offering the same or similar products, for example; Morrisons, Tesco and Asda are all in competition with each. It is in the company’s best interest to develop a strategic advantage over their competitors, encouraging customers to come to them not their competitors. This would include Tesco giving you vouchers for any price difference with their competitors ( if your total bill comes to more than it would in one of the competitor stores then you are given the