AnalysisoftheCapabilitiesandStrategiesofH&Musinga

SWOTAnalysis

JulissaMarquez,AshleyAdams,KatieFrancis,YangYang
AMM457
5/20/16

TableofContents
Executivesummary.........................................................................................................................3
Introduction......................................................................................................................................4
Overview..........................................................................................................................................4
ResponsetoGlobalization...............................................................................................................5
CompanyStrategy...........................................................................................................................5
CompanyOrganization....................................................................................................................7
FinancialPerformance.....................................................................................................................8
SWOTAnalysis:..............................................................................................................................9

Strengths.....................................................................................................................................9

Weaknesses..............................................................................................................................10

Opportunities............................................................................................................................11

Threats......................................................................................................................................11

CompetitiveAdvantage.................................................................................................................13
CurrentEvent.................................................................................................................................14
Conclusion.....................................................................................................................................15
GlossaryofKeyTerms..................................................................................................................16
References......................................................................................................................................17

ExecutiveSummary
ThisresearchreportexploresthedifferentcapabilitiesandstrategiesthatH&M
embodies.Theglobalpositioninwhichtheretailermaintainsisakeyparttounderstandingits
organizationandcommitmenttosustainability.Thisreportsetsouttocompileinternational
informationtocreateaSWOTanalysisinordertodeterminetheH&M'scompetitiveadvantage.
ThereportstartswithabriefoverviewthatexaminestheconcisehistoryofH&M.Italso
discussestheretailersbusinessdecisiontobeasustainablecompanythatoffersadiverse
productassortment.ThereportthenassesseshowH&Mscommitmenttosustainability
influencesthewayinwhichthecompanyoutsourcesallofitsproduction.
TheresearchthensetsouttodescribethecompanystrategyandorganizationofH&M.
Thecompanysstrategyistoutilizefastfashion,celebrityendorsements,aswellasexpansion
anddiversification.H&Misorganizedarounddesigningandretailing,withanemphasison
apparelandaccessoryproducts.
TheresearchreportthenreachesthefocalpointH&MsSWOTanalysisandits
competitiveadvantage.Firstly,thestrengthsandweaknesses,whicharetheinternalfactors,are
examined.H&Mexcelsinitshighprofilepartnerships,commitmenttosustainability,aswellas
globalpresence.Thecompanysweaknessesarethatitoutsourcesallofitsproduction.
Secondly,thereportdiscussestheexternalfactorsofthecompany,whichareopportunitiesand

4
threats.AnopportunityisthatH&Mshouldimproveandexpandtheironlinewebsiteinorderto
catertocustomersareasthatdonthaveaccesstotheretailers.Thethreatsaretheeffectsoffast
fashionaswellasthepoorareasinwhichH&Moutsources.Ultimately,theSWOTrevealsthe
competitiveadvantagethatH&Mdemonstrateswithinthemarket,whichisitshighprofile
collaborationsandcommitmenttosustainability.

Introduction
Tobeasuccessfulleaderinthefashionindustry,retailersmustdomorethanjustsell
fashionatalowcost.H&Mstartedasasingledepartmentstoreandhassuccessfullyturnedinto
amultifacetedretailer,sellingwomens,mensandkidsapparelaswellashomeproducts.The
fastfashionretailerhasbecomealeaderbecauseofitsabilitytobuildanicheforitselfwithin
themarket.Thisreportwillexplorethecompetitiveadvantagetheretailerhascreatedforitself
aswellasthestructure,capabilities,andstrategiesthroughtheuseofaSWOTanalysis.

Overview
Withover3,924storesin61differentmarkets,H&Mhascontinuedtobeamajor
powerhouseinthefashionindustry(H&MAnnualReport,2015).Thecompanyisdrivento
offeringthebestpossibleexperienceforitscustomers.H&Malsoputsalotofeffortintobeinga
sustainablecompany,bothwithproductionandpostproduction.Ontheproductionsideof
things,thecompanyisabigsupporteroftheBetterCottonInitiative.Thisnonprofit
organizationhelpsfarmersgrowcottoninmoresustainablemanners.Bytheyear2020,H&M
hopestosourceallofitscottonfromsustainablesources,meaningitseitherorganic,sustainably
produced,orrecycled(Cotton,n.d.).Intermsofpostproduction,H&Mhasagreatrecycling

5
programfortheircustomers.Customerscanbringinabagofclothingfromanybrandand
exchangeitfora15%offH&Mcoupon.Thisclothingistheneitherdonatedtocharityor
recycled.
H&Mhasaverydiverseproductassortment.Thecurrentassortmenthasproductsfor
women,men,kids,andforthehome.H&Malsohasalargevarietyofbrandsinitsstores.In
additiontotheirH&Mbrand,theresalsoCOS,Weekday,andCheapMonday.ThisgivesH&M
customersalotofoptionswhenshopping.ItalsomakesH&Mstandoutfromtheircompetitors
thatdonotofferasmuchdiversityintheirproductassortment.

ResponsetoGlobalization
Globalizationhashadahugeeffectontheapparelindustry.Yearsago,themajorityof
productsweremanufacturedwithintheUnitedStates;howeverduetocheaplaborcostsand
otherbenefits,outsourcingisbecomingmoreandmorepopularforapparelcompanies.H&M
outsourcesalloftheirproductsfromvariousmanufacturersabroad.AccordingtotheH&M
website,itchoosestooutsourceproductionbecausethecompanybelievesworkingtogetherin
partnershipisthebestwaytomakeapositivedifference(OurSupplyChain,n.d.).Inorderto
maintainsomeformofcontroloverthemanufacturingprocess,H&Mrequiresallofitssuppliers
tosigntheirSustainabilityCommitmentagreementbeforeanybusinesstakesplace.
AnotherwayH&Mhasrespondedtoglobalizationiswithitsvariousinternational
offices.Thecompanyhasover20officesthroughoutEuropeandAsia.ThishelpsH&M
maintaintheirpresenceinthe61marketsthatthecompanyiscurrentlydoingbusinessinwith.
ThesemarketsincludecountriesinAfrica,Asia,Europe,theAmericas,andOceaniawiththe

6
majorityofstoresbeingintheUnitedStatesandGermany.In2016,H&Mwillbeopening
additionalstoresinPuertoRico,NewZealand,andCyprus(H&MAnnualReport,2015).

CompanyStrategy
EversinceH&Mlaunched,thecompanyhasfocusedonprovidingawiderangeof
productstoitscustomersatlowprices.Overtheyears,H&Mhasbuiltabrandimagethatbrings
thelatestfashiontrendstothecompanyscustomersatanaffordablepriceandatafastpace.
Otherthanhavingafocusonhighqualityproductsatlowprices,corestrategiesforH&Ms
successarealsocelebrityendorsementsaswellasexpansionanddiversification.
H&MfirststartedoutasacompanycalledHennes,whichonlysoldwomensapparel
(H&M,2013).ThecompanyeventuallymergedwithMauritz,whichwasamenshuntingbrand.
Sincethen,H&Mhasdiversifieditsproductrangeinordertocatertoallcustomers.The
managementhopesthatbyofferingahugeassortmentofclothingandaccessories,itcanappeal
toallcustomers.
AcorestrategyforH&Misthatitfocusesonthelatesttrendsandhowitcanquickly
bringthemtotheconsumers.Thecompanyemploysateamofmorethan50designerswho
traveltheworldtoseekinspiration,andthencreatethecollectionsforH&Mbrands.Itscrucial
totheirbrandimagethattheystatecurrentwiththefashiontrends,moresothantheir
competitors.Thesedesignersusethefashiontheyseeonrunwaysandinthestreetsinorderto
makeH&Msversionandtoquicklygetthemintothestorestosell.
In2004,H&MintroduceditsfirstdesignercollaborationwithKarlLagerfeld,thehead
designerofChanel.Sincethen,theyhavehadoverthirtydifferentdesignerandstyleicon
collections.Thecompanyrecentlyteamedupwithsinger,M.I.A.,tomakeasmanypeople

7
awareofWorldRecycleWeek.Thiswasntanactualcollection,butH&Mwantedtoensurethat
peopleweremadeawareofacausethatisextremelyimportanttoitsvision.Havingthese
celebrityendorsements,allowsH&Mtodeliverhighendfashionatthebestprice.Otherthan
Topshop,H&Misoneoftheonlyotherfastfashionretailerstohavecelebritypartnerships.
ThesecollaborationsalsoallowtheH&Mtobeknownglobally,whichisanotherstrategyofthe
companys.
H&Miscontinuingitsstrategyofexpansionanddiversificationbyopeningnewstoresin
newandexistingmarkets,aswellasacquiringotherapparelbrands.Theretailersgrowthtarget
istoincreasethenumberofitsstoresbymorethan10percentperyear,whichisanewstorenet
of400locationsin2016(ExpansionStrategy,n.d.).Asofrightnow,therearemorethan4,000
storesin60differentmarkets.ThemarketsareAfrica,Asia,theMiddleEast,NorthandSouth
America,andEuropebeingthelargest.Inordertoexpand,H&Mhasbeguntodiversifyits
brandbyacquiringotherbrands.In2007,thecompanylaunchedCOS,orCollectionofStyle.
ThenewchainstoreismoreupscaleandoffersmodernfashionatahigherpricethanitsH&M
stores.ThestoremadeitsdebutinLondonandcurrentlyhasmorethan150storesworldwidein
19differentmarkets.In2008,H&Macquiredthefashionfirm,FabricScandinavienAB,which
ownstheSwedishbrandsWeekday,Monki,andCheapMonday(ExpansionStrategyn.d.).

CompanyOrganization
Hennes&Mauritzisfocusedonbothdesigningandretailing,anditdoesnotownitsown
manufactory.Thecompanysmainfocusisonitsapparelandaccessoryproducts.Moreover,
H&Msproductrangehasapparel,footwear,cosmetics,andaccessories.Foritsretailbusiness,

8
thecompanysellsitsproductatitsretailandonlinestores.H&MsbusinessoperatesinNorth
America,AsiaandEurope.
H&MsexecutivemanagementteamhasaManagingDirectorandsixteenotherindividuals.
ThecompanyisinchargeofdifferentdepartmentsthatincludeFinance,Accounts,Sales&
Marketing,Production,Buying,Sustainability,Expansion,NewBusiness,Brand,
Communications,InvestorRelations,HumanResources,IT,BusinessDevelopment,Logistics
andSecurity(H&M,2013).StefanPerssontookoverastheexecutivechairmanofH&M,and
FabianManssonasthebuyingdirector(Press,2007).

FinancialPerformance
1. H&MFinancialYearsStatementTable

(H&M2015annualreport)
2.TotalsalesofH&Mfrom2013to2015

(H&M2015annualreport)
3.TotalProfitofH&Mfrom2013to2015

(H&M2015annualreport)
H&Mstotalsalesofrecentthreeyearsare$128562milliondollarsin2013,$151419
milliondollarsin2014and$180861milliondollarsin2015.Consequently,thecompanyhas
about30000milliondollarsincreasingintotalsaleseveryyear.Ontheotherhand,H&Mhad
$17,093millionprofitintheyearof2013,anditincreasedto$19,976millionin2014.
Moreover,itsprofitonlyincreasedto$20,898milliondollarsin2015thatisonly922million
dollarsmorethanthepreviousyear.(H&M2015annualreport)H&Misontherighttrack,and

10
itkeepsexpandingitsbusinessbecauseitsfinancialperformanceisverygood.Itisoneofthe
reasonwhythecompanysprofitof2015isnotalotsincetheyareinvestingtheirmoneytoopen
moreretailstores.

SWOTAnalysis:
Strengths
H&Misaleaderamongstfastretailersbecauseofitshighprofilecollaborations,global
presenceandcommitmenttosustainability.Notonlydoestheretaileroffergreatqualityatlow
prices,H&Misabletoenhanceitsbrandimagethroughtheuseofcelebrityendorsements.
H&Misoneoftheonlyfastfashionretailerstopartnerwithrenowneddesignersandcelebrities
consistentlythroughoutthelastdecade.Thecompanyusestheseendorsementstonotonly
enhancethebrand,buttoalsodeliverhighendfashionatlowerprices.Thesecollaborations
alsobuilditsglobalpresence,whichisanotherstrengthoftheretailers.
SinceH&Mlaunchedin1947,ithasturnedintoapowerhousewiththeopeningof4,000
storesin61differentmarkets.Thisyear,thecompanyplanstoincreasethatnumberby10
percentandhaveanewstorenetof400locations(SalesMarkets,n.d.).H&Munderstandsin
ordertosucceedglobally,thatitmustacquireinnovativebrandsthatwillacquirenewmarkets.
ThecompanynowcomprisesofsixdifferentbrandsH&M,COS,Monki,Weekday,Cheap
Monday,aswellas&OtherStories.Althougheachbrandfocusesonadifferentcustomer,
togetherthebrandscohesivelycreatetheglobalimageofwhatiscalledH&MHennes&Mauritz
AB(H&MGroup,n.d.).

11
ThelongtermcommitmentthatH&Mhastosustainabilityisagreatstrengthofthe
powerhousebecauseitenhancestheirbrandimageaswellasitbuildscustomerloyalty.
Consumerssupportacompanythatsupportsthewellbeingoftheenvironment,andH&Misthe
onlyfastfashionretailerthatdoes.Forexample,H&MisamemberoftheBetterCotton
Initiative,anorganizationthatisassistingfarmerstogrowcottoninawaythatdoesntdamage
theenvironment(Cotton,n.d.).BetterCottonuseslesswaterandfewerchemicals,which
ultimatelyreducestheenvironmentalimpact.Theretailerwantstomakefashionthatlooksgood,
butnotifitsattheexpenseoftheplanet.
Weaknesses
H&Mslargestweaknessisthattheyarecompletelydependentonthirdpartyvendorsfor
alloftheirmerchandise.H&Mdoesnotownanyoftheirfactoriesandinsteadhastooutsource
manufacturingtoabout800suppliers(H&MABSWOTAnalysis,2015).Thisisahuge
weaknessforH&Mbecausetheyarenotabletofullycontrolwhathappensatthesefactories.
Thiscancauseproblemswithbadworkingconditionsandpoorqualitycontrol.Thiscanalso
leadtostockingproblemsbecauseeventhoughH&Mhasgoodrelationshipswiththeirvarious
vendors;therearestillnoassurancesofcontinuedsupply,pricing,oraccesstonewproducts.
AnotherweaknessforH&Misthecompanysslowleadtime.H&Msleadtimeisanywhere
fromafewweeksupto6months(ProductionProcess,n.d.).Thisgreatlyreducestheirabilityto
havethelatesttrendsintheirstores.Anotherproductionweaknessisthattheretailerbuysinvery
largequantities.Thisisriskybecausetherearenoguaranteesthatallofthemerchandisewill
sell.ThiscouldmeanthatH&Mwouldhavetopayextrastoragefeesorhavetomarkthe
productsdownsolowthattheyarenotabletomakeenoughprofitfromthem.

12
Inadditiontoitsweaknessesinproduction,H&Malsohasaweaknesswithbrand
reputation.In2007,H&Mrecalledaboysjacketbecausetheattachedcompassposedapotential
chokinghazard(H&MABSWOTAnalysis,2015).Productrecallslikethiscanhavedevastating
effectsonthebrandandcausealossofsalesifnotproperlyaddressed.
Opportunities
Nowadays,peopleshoponlinemuchmoreoftenthanbefore.Thisisagoodopportunity
forH&MbecauseH&Mssellingitsproductundercatalogueonlinethatincreasetheirsales.
H&Mkeepexpandingbothonlineandretailstore.H&Moffersonlinesale18countries,itsretail
storeshavebeenincreasedalot.Inaddition,ithasopenedover82retailstoresinChina.(H&M
2015annualreport)Nowadays,thebiggestconsumermarketislocatedinChina;forthatreason,
thecompanyhaveagoodopportunitytomakegoodprofitinChinesemarket.Moreover,italso
expandeditsretailstoresinAsiathatincludesJapan,SouthKoreaandIndia.Inaddition,H&M
hasitswideproductrangethatevenincludinghomeproduct;consequent,itisabletomake
profitbecauseglobalapparel,accessoriesandluxurygoodsmarketisgrowingnowadays.
Threats
BothopportunitiesandthreatsaretheexternalfactorsinaSWOTanalysismeaningthat
theyaretheoutsideinfluencesthatcanimpactabusiness.Threatstoanybusinesscanvaryand
insomecasesbesimilar.Threatsaretheexternaleventsthatareproblemstothecompanydue
totheweaknesses.

H&Misafastfashionretailer.Thecompanyfocusesongettingrunwayinspiredlooksin

storeandtoitscustomerinafasttimelymanner.HereliesathreatforH&M;itscompetitors
suchasZaraandForever21arealsofastfashionretailers.Zara,isknowntodistributetheir

13
productlinesrapidlyandhavingarapidproductturnover.ThiscanaffectH&Minwayswhere
theretailercanhavethemerchandiseoutonthefloorsforalongertime.Forever21isknownto
provideverysimilarproductassortmentatacheaperprice.ThiscanaffectH&M,asthe
companysproductsareslightlymoreexpensivewhencomparedtoForever21.

ChangingstylesandtrendsisanotherthreattoH&M.IfH&Mchoosestoslowdownor

tooptoutofthequicktrendsorhaveanyefficiencyissueswithintheirlogisticsitcanpromotea
bigthreatandproblemsforthecompany.BecauseH&Mmanufacturesitsgoodsinother
countrieslikeBangladeshandCambodia,thecompanyneedstotransportitsgoodsandproducts
fromfactoriestostoreswithagreatefficiencyintheirlogisticsasitisdescribedinthearticle,
H&Mvs.ZARAvs.Uniqlo:ComparingBusinessModelswrittenbyParietti.

AnotherthreatforH&Miswheretheymanufactureandsourcetheirmerchandise.Most

oftheproductsproducedforH&MarebeingmadeinCambodiaandBangladeshasstated
previously.Theworkingconditionsinthesecountriesareknowntobeverypoorandthiscanbe
athreattoH&Mduetothepublicitythatthesemanufactureshavegotteninrecentyears.An
example,accordingtothearticleTheslavelaborbehindyourfavoriteclothingbrands:Gap,
H&MandmoreexposedwrittenbyWinnstatesthatinoneofthefactoriessupplyingforH&M
itisestimatedthat20ofthe60workersarechildren.Childrenareknowntoworkjustashardas
adultsandtheyareabletoworklonghoursovernight.Suchcasesarewhatcannegatively
impactH&Mastheystateintheirvisionstatementthatislistedontheirwebsite,Ourvisionis
thatallouroperationsareruninawaythatiseconomically,sociallyandenvironmentally
sustainable.

14

Itisimportantforcompaniestostateandbecomeawareoftheinternalandexternal

environmentalfactors,whichcaneitherpositivelyhelpthemoraffectthem.H&Mcanexamine
thethreateningenvironmentalfactorsandbecomeawareofpossibilitiesinwhichtheycanavoid
manyoccurrencesthancannegativelyaffectthecompanyandtheirbusinessmodel.

CompetitiveAdvantage

Competitiveadvantagesarecorecompetenciesthatcreatesustainableadvantagesforan

organizationoverthecompetition.Thesecompetitiveadvantagesarenotpermanentfortheycan
easilybelostordegraded.Acompanymustlearntomaintainitscompetitiveadvantages,which
leadsthemtohavedifferentsetofactivitiesinwhichtheywillstandout.

AftercompletingaSWOTanalysisforH&M,someofitscompetitiveadvantages

include;highprofilecollaborationsandcommitmenttosustainability.Bothofthesearestatedin
thestrengthpartoftheSWOTanalysis.H&Mcollaborateswithmanyhighenddesigners,
bloggers,fashionicons,andevencelebritiestoproduceoneofakindlines.Designerssuchas;
KarlLagerfeld,Versace,AlexanderWang,IsabelMarant,andmanymorehaveteamedupwith
H&Msdesignteamtobringcollectionstocustomersthatofferexclusivityandareasonable
price.Aboutoneto4collaborationswilltakeplaceeachyear,thishelpsH&Mstandapartfrom
theircompetition,andeventhoughitscompetitorsmaytryandhavecollaborationsaswell,
H&Msadvantageisthedesignersandiconstheyteamupwith.

H&Mscommitmenttosustainabilityisanothercompetitiveadvantageforthecompany.

Theirgoalistoinvolvecustomersallovertheworldandencouragethemtocontributein
recyclingunwantedclothing.H&Mhascollectedtonsofclothingandrecyclethepieces,asit
statesitontheH&Mwebpage,theyrecycletheunwantedclothingandcreatenewpieces

15
withoutadditionalmaterials.Thewaytheyenforcethistotheircustomersisbyofferingthema
10percentdiscountwhentheybringintheirunwanteditemstoberecycled.AslongasH&M
keepsbothofthesestrengthsexcitingandproductive,theycanbecompetitiveadvantagestothe
companythatbenefitH&Mgreatly.

CurrentEvent

H&Misknowntobearetailerthatenforcessustainability.Intheyear2013,H&M

launcheditsGarmentCollectioninitiative.Whenyoudonateyourunwantedclothingtothe
storesyoureceivea10percentdiscount.AccordingtoanarticleprintedintheH&MMagazine
inwhichAnnaGedda,H&MsHeadofSustainability,isinterviewedshestatesthatsinceH&M
launcheditsGarmentCollectioninitiativecustomersfromallovertheworldhavehelpedrecycle
25,000tonsofunwantedclothes.Geddastates,Theplanet'sresourcesarelimited.Ifwewantto
continueenjoyingfashion,wehavetofindawaytomakebetteruseoftheresources.Aknown
issuethatrelatestothefashionindustryistheamountofwasteitproduces.Especiallywiththe
currenttrendoffastfashion,individualsarepurchasingclothingmoreoften.Eventuallyallthe
clothinghastobedisposedoftomakemoreroominourclosetsfortheincomingitems.Butare
individualsalwaysdisposingclothingitemsinasustainablemanner?Agoodwaytoenforcethis
istotakeinitiativejustlikeH&Mhasdoneandmotivateshopperswithrecyclingtheirunwanted
clothes.Geddaalsostated,thatifwewishtocontinueenjoyingfashionwemustfindabetter
waytomakebetteruseofourresources.Geddabelievesthatthisisanissuethatshouldbe
knownglobally.
Tohelpbringmoreawareness,H&MhaspairedupwithsingerM.I.Atoproduceamusic
videoinwhichthisenvironmentalproblemisdescribedfollowedbybringingawarenessthatwe

16
areallpartofthesolution.Thesongslyricsspeakaboutnaturalresourcesthatweneedtobe
moreconsciousabout,M.I.Assongtargetstoyoungergenerationsinstatingthatwearethe
generationtomakethechange.Thissongisdevotedtoreducingthewasteoftheplanets
resources.
ThewaythatH&Mhelpstheenvironmentisinrecyclingunwantedclothingbyturningit
intonewpieceswithoutanyadditionalmaterials.Geddaspecifiesthattheytakeanytypeof
clothing,fromanymaterialandanybrand.H&MenforcedtheirinitiativesduringWorld
RecycleweekwhichisheldinAprilrightbeforeEarth,thisweekisamovementforchangeas
Geddadescribes.

Conclusion
AftercompletingaSWOTanalysisforH&Mwherestrengths,weaknesses,opportunities,
andthreatswereidentified,itwaseasytoseehowH&Mscapabilitiesandstrategiesmatchedup
totheircompetition.OneofH&Mscompetitiveadvantagesisthecompanyscommitmentto
sustainability,whereH&Mencouragesrecyclingunwantedclothinginawaytohelpthe
environmentandnaturalresources.Thishelpsdifferentiatethecompanyfromthecompetitors
andhelpsH&Mmaintainitsplacewithinthemarket.

17

GlossaryofKeyTerms
1. CommunicationsTechnologymeansbywhichinformationistransmittedfromplace
toplaceintheformofideas,instructions,andimages(Heimler,n.d).
2. CompetitiveAdvantageacorecompetencythatcreatesasustainableadvantageforthe
organizationoverthecompetition(Heimler,n.d).
3. DifferentiationStrategyanorganizationsabilitytoprovidedifferentproductsor
servicesthatfocusoncustomervaluethatresultsinthecustomerswillingnesstopaya
premiumpricerelativetosimilarproductsorservicesofferedbyothercompanies
(Heimler,n.d).
4. Globalizationistheworldwideinterdependence,interrelationship,integrationand
interoperabilityofsuppliers,markets,andcompetitionthatdefinetheglobaleconomy
(Heimler,n.d).
5. GlobalEconomyreferstoresources,marketsandcompetitionthatarenotlocal,
regionalornationalbutworldwide(Heimler,n.d).
6. ITInformationtechnologyisaconfluenceofcomputers,officeequipmentand
telecommunications.Itcancapturedata,processandstorage,communicationandcontrol
(Heimler,n.d).

18
7. Retailersarecompaniesthatbuydirectlyfromfactoriesorwholesalerstoselldirectly
totheconsumer(Heimler,n.d).
8. StrategyStrategyisacomprehensiveactionplanthatidentifieslongtermdirectionfor
anorganizationandguidesresourceutilizationtoaccomplishorganizationalgoals
(Heimler,n.d).

References
Cotton.(n.d.).RetrievedApril28,2016,from
http://about.hm.com/en/About/sustainability/commitments/consciousfashion/moresustai
nablematerials/cotton.htmlExpansionstrategy.(n.d.).RetrievedApril27,2016,from
http://about.hm.com/en/About/factsabouthm/abouthm/expansionstrategy.html
Expansionstrategy.(n.d.).RetrievedMay11,2016,fromhttp://about.hm.com/en/About/facts
abouthm/abouthm/expansionstrategy.html
Heimler,R.(n.d.).AMM457IntroductiontoGlobalization.Lecture.
Heimler,R.(n.d.).AMM457TheGlobalBusinessEnvironment:CompetitiveTheory.Lecture.
Heimler,R.(n.d.).AMM457DriversoftheGlobalEconomy:LogisticsandTransportation.
Lecture.
H&M.(2013).InEncyclopediaofGlobalBrands(2nded.,Vol.1,pp.493496).Detroit:St.
JamesPress.RetrievedApril27,2016,from
http://go.galegroup.com.proxy.library.cpp.edu/ps/i.do?id=GALE

19
%7CCX2979600120&v=2.1&u=los53368&it=r&p=GVRL&sw=w&asid=d4130d9f8e33
c95085f26955d455f875
H&MAnnualReport(2015).RetrievedApril28,2016,from
http://about.hm.com/content/dam/hm/about/documents/en/AnnualReport/AnnualReport
2015_en.pdf
H&MGroup.(n.d.).RetrievedMay14,2016,fromhttp://about.hm.com/en/About/factsabout
hm/abouthm/hmgroup.html
H&MHennes&MauritzABSWOTAnalysis.(2015).H&MHennes&MauritzABSWOT
Analysis,18.
H&MLife|InsideH&M|GettheinsidescoopandthelatestH&Mnews|H&MUS.(n.d.).

Retrievedfromhttps://www.hm.com/us/life/culture/hminside/2016/04/thisisworld

recycleweek

OurSupplyChain.(n.d.).RetrievedApril28,2016,from
http://sustainability.hm.com/en/sustainability/commitments/chooseandreward
responsiblepartners/supplychain.html
Ourvision.(n.d.).RetrievedApril25,2016,from
http://about.hm.com/en/About/sustainability/hmconscious/sustainabilityvision.html
Parietti,M.(n.d.).H&MVs.ZaraVs.Uniqlo:ComparingBusinessModels|Investopedia.
Retrievedfromhttp://www.investopedia.com/articles/markets/120215/hmvszaravs
Uniqlocomparingbusinessmodels.as
Press,J(2007)Hennes&MauritzAB.InternationalDirectoryofCompanyHistories.Ed.Tina

20
Grant.Vol.29.Detroit:St.James,2000.232234.GaleVirtualReferenceLibrary.Web.
20May2016.
ProductionProcess.(n.d.).RetrievedApril28,2016,from
http://about.hm.com/en/About/factsabouthm/ideatostore/productionprocess.html
Salesmarkets.(n.d.).RetrievedMay15,2016,fromhttp://about.hm.com/en/About/factsabout
hm/fashionforall/salesmarkets.html
Winn,P.(2015,March22).Theslavelaborbehindyourfavoriteclothingbrands:Gap,H&M
andmoreexposedSalon.com.Retrievedfromhttp://www.salon.com/2015/
03/22/the_slave_labor_behind_your_favorite_clothing_brands_gap_hm_and_
more_exposed_partner/