Discuss About The Implementation Marketing Strategy Practice?
An organizations resource and its capabilities represent its competitive assets that can be used to compete and gain the ability to succeed in the market. The Hennes& MauritzCompany operates in over 69 markets across 4700 stores with 114,586 numbers of employees. The brand stands to be $19 billion in the market. Human capital engaged in its production and managing process is hired from across the countries (About.hm.com 2018). Its main resource stands out to be its cross cultural employees working with the brand. The capabilities can be considered as its high responsiveness of the trends that it adapts to attract more of its customers (Arrigo 2018). It has a good purchasing power and utilizes its suppliers accordingly to achieve the target. The brand collaborates with best designers such as Balmain, which turns out to stand as the capability for the company. The company has a strong social media presence and uses long term advertising campaigns.
VRIN framework stand for the analysis of valuable, rare, imitate and non substitutable.
The brand has a strong culture involvement in its process with the management following non-hierarchical style which helps to generate innovation from within the organization which is valuable. The company has a strong adaptability to the new market environment with ensuring improvements assuming the given feedback of the customers with the help of media relationship; this is possible for its diverse workforce (Nadeem et al. 2015). Its advertising campaigns also help to grab the customer’s attention which is really important to H&M to make it stand unique from its competitors. The competent leaders, strong corporate culture & Persson family’s legacy are the valuable of H&M. In addition H&M is the leading user of Organic cotton in the world.
The leadership of H&M becomes rare with its market and brand positioning methods as compared to its competitors (Youell 2013). It is essential for every company to maintain its resources securely because the internal clients of the company are its main sources that needs to be distinguished from others to generate effective management. Its human resource is considered to be the organizations sustainable advantage. Encouraging experimentation, trial and error learning, decision making and trying of new ideas is rare to H&M.
Procuring more cost in operating the store, purchasing the garments with its best designers across the world leads to temporary competitive advantage (Shen 2014). Similarly, brand and reputation cannot be imitated because the company has strong influence in its market across the world is considered to sustainable competitive advantage to the organization. The unique design of its stores are cost imitate and competitive advantageous also.
The human resource management, the family majority and long term membership leads to financial support and supply chain management are crucial departments in the organization that cannot be functionally substitutes (Li et al. 2014). All lead to sustainable competitive advantage of the organization along with the three generation of the Persson family contribution. H&M’s business model: fast-fashion and cheap and chic serves as a non-substitutable resource which can be termed as temporary competitive advantage.
Value chain analysis
Value chain is the set of activities taking place in an organization that creates product and service. The set of activities can be divided into two – primary and supporting activities.
In fashion industry it is important to have short lead time to benefit as the fashion products have short period of life. In the present time, the brand takes 3-6 weeks of lead after the completion of the garments by the designers. Hence, H&M is aiming to cut its lead time with the help of effective logistics and advanced planning (About.hm.com 2018). It ensures that its distribution channels work efficiently as every country has its own distribution centre which distributes to the stores (Mo 2015). The distributions to online customers are delivered by the distribution centre itself .H&M always had its best tried to attract the customers and build a strong value for its brand image. The company focuses to offer the best price with the best quality. Occupying a huge market that subsequently helps the brand to reduce its cost and then they collaborate with the suppliers of different markets to enable the production to take place in it lowest cost. The brand maintains to combine fashion and best possible price to concern more customer satisfaction.
Being the second Europe’s cloth retailer company, H&M has its main recourse as its material and labor (About.hm.com 2018). It can stand out to be a point where the small changes made by the company can affect its profit. The company does not own any factories where production can take place which creates problem by not giving any control over the production prices (Cortez et al. 2015). Instead the company works with independent suppliers. Many of its labors are from the poorest countries and garment production takes place there. This leads to a small advantage that it does not need to be dependent on its suppliers if any problem occurs.
The European Situation
The brand H&M has acquired the market across the world in the clothing retailer and stands out to be the second biggest company in Sweden. The textile and fashion industry in European market has trend to increase in the present times focusing more on the wider variety of products with higher quality. The H&M Company is also focusing to provide more affordable prices and make competitive advantage of attracting its customers by affordable prices all over the world and providing its employees the best working environment (About.hm.com 2018). This year the sales report stands out to show a little drop down of 11% in the sales percentage of the company (Ft.com, 2018). The company is focusing more to offer its customers the experience of online shopping. The H&M operates with its unique brands listed as H&M, COS, Monki, Weekday, Cheap Monday, & other stories and ARKET. The company provides the best quality with affordable price since its beginning which let the company flourish throughout the world (Zawadzka 2015).
About.hm.com 2018 Welcome to the H&M Group retrieved from: [Accessed on 10th February, 2018]
Arrigo, E., 2018. The Key Role of Retail Stores in Fast Fashion Companies: The H&M Case Study. In Contemporary Case Studies on Fashion Production, Marketing and Operations (pp. 121-137). Springer, Singapore.
Cortez, M.A., Tu, N.T., Van Anh, D., Ng, B.Z. and Vegafria, E., 2014. Fast fashion quadrangle: An analysis. Academy of Marketing Studies Journal, 18(1), p.1.
Ft.com. (2018). H&M faces up to a new reality. [online] Available at: [Accessed 10 Feb. 2018].
Li, Y., Zhao, X., Shi, D. and Li, X., 2014. Governance of sustainable supply chains in the fast fashion industry. European Management Journal, 32(5), pp.823-836.
Mo, Z., 2015. Internationalization process of fast fashion retailers: evidence of H&M and Zara. International Journal of Business and Management, 10(3), p.217.
Nadeem, W., Andreini, D., Salo, J. and Laukkanen, T., 2015. Engaging consumers online through websites and social media: A gender study of Italian Generation Y clothing consumers. International Journal of Information Management, 35(4), pp.432-442.
Shen, B., 2014. Sustainable fashion supply chain: Lessons from H&M. Sustainability, 6(9), pp.6236-6249.
Youell, M. (2013). An Analysis of the Growth and Success of H&M. How They Could Impact the Largest Swiss Watch Company, Swatch Group, 108.
Zawadzka, S., 2015. Implementation of Marketing Strategies Practiced by Western and Eastern European Fashion Brands: H&M and Reserved Case.