This action might not be possible to undo. Are you sure you want to continue?
MANGO MNG HOLDING, S.L. is the head of a group of companies dedicated to the design, manufacture, distribution and marketing of garments and accessories for women through the fashion distribution chain MANGO/MNG0. Since 2008, the Group has also a men’s collection under the brand H.E. by MANGO.
In 1984 Mango opened its first shop on the Paseo de Gracia (Barcelona). A year later, the company had five outlets in Barcelona and from this point on, with the opening of a shop in Valencia, it began its expansion in the domestic market. What was initially a small team had begun to grow: by 1988, the company had 13 sales outlets in Spain. In 1992, the company took its fi rst steps outside the domestic market with the inauguration of two stores in Portugal. The following year, the company opened its 100th store in Spain and, two years later, the business management system, based on specialised and co-ordinated teams, was successfully introduced – and is still in place today.
History of the company is divided into two stages:
First stage (1984-2000) They gradually gained a greater knowledge of the business and consolidated our product and store concept, and implemented the Just In Time philosophy in the distribution area, obtaining a certain critical mass on the Spanish market.
During this initial period, they obtained a written commitment from their manufacturers and producers to observe a series of social, work and environmental aspects. These aspects were collected in a document that specified some general instructions for compliance.
These instructions were broadened in the second step to make up the current Code of Conduct.
During this stage they also began to collaborate on a series of social action projects. These projects basically consisted of providing assistance in one-off international crisis situations by working with different organisations to deliver clothes and on campaigns for different causes (health, welfare, etc.). These actions are still carried out today, along with developmental projects in different areas and countries of the world.
In relation to the environment, during the 1999 financial year they had set up a good practice program. In the 2001 financial year, an environmental diagnosis study was carried out, which became the starting point for all later developments in these areas.
Second stage (2001- Present) They have reinforced the values of our team and increased our investment in a new concept of complete logistics based on speed, information, and technology. During this stage, the have opened bigger stores and increased the rate of store openings in other countries.
Since 2001, they have been strengthening all aspects of CSR in the organisation. In November 2001, they negotiated an agreement so that a single top-level European laboratory, the Textile Technology Institute, AITEX, would guarantee that garments and accessories do not contain substances that are harmful for health.
In 2002, they initiated contact and discussion with the interested parties. In February of the same year, signed an agreement with the NGO SETEM (which is the coordinator of the Clean Clothes Campaign in Spain), with the aim of establishing a framework of mutual cooperation and openness that has allowed us to move forward and consolidate different aspects of CSR.
In March 2002, they created the Department of Corporate Social Responsibility, whose aim is to establish and coordinate CSR policies and actions within our organisation. In April 2002, they signed the United Nations’ Global Compact agreement. This agreement - announced by the Secretary General of the United Nations, Kofi Annan, at the World Economic Forum in
Davos (Switzerland) in January 1999 – called on companies to adopt ten universal principles in the fields of human rights, labour laws, the environment and corruption.
The agreement brings together companies, international workers’ associations and NGOs with United Nations organisations and other bodies in order to encourage collaboration and create a fairer global framework with room for everybody.
1984 - First store in Barcelona’s Paseo de Gracia. 1985 - First store in Valencia. National expansion begins. 1988 - Improvement to the stock management system: Production, Logistics and Distribution apply the Just-In-Time system (production according to market demand). The concepts of product, interior design, quality, price and brand image are defined. 1992 - Their international expansion begins with the opening of 2 stores in Portugal. We open store nº 100 in Spain. 1994 - Implantation of a business management system which still exists today, based on specialised and coordinated teams. 1995 - Their website Mango.com is created. 1997 - For the first time, foreign turnover exceeds domestic turnover. They opened a flagship store in Paris, in the famous Boulevard des Capucines. 1998 - MANGO positions itself as Spain’s second largest textile exporter. 2000 - They opened a new flagship store in London, in the central Oxford Street and launched online shop, Mangoshop.com, being pioneers in our sector. 2002 - With 630 stores in 70 countries, they continued the expansion into new markets such as Australia, Bulgaria, China, Italia and Tunisia. 2003 - They exceeded the annual number of openings, by opening new stores in countries like Honduras, Serbia and Montenegro. 2004 - They entered new markets such as Azerbaijan, Estonia, El Salvador, Macao and Vietnam, and ended the year with a presence in 75 countries. 2005 - MANGO TOUCH is defined as a new fashion venue dedicated exclusively to accessories.
Homini Emerito.El joven diseñador Moises de la Renta crea una colección de camisetas concebidas en exclusiva para nuestra marca. 2009 .They opened the largest design centre in Europe. ganador de la 2ª edición de El Botón – MANGO Fashion Awards.They continue to work with external designers like the New Yorker Adam Lippes and the Belgian Sandrina Fasoli.They continued with the 2nd Edition of the El Botón-MANGO Fashion Awards. is based on adapting the latest trends to a simple. winner of the 1st edition of the El Botón-MANGO Fashion Awards. Chicago. conceived as a complement to the women’s collection. one of America’s first skyscrapers. 2007 . It is housed in the Little Singer Building. Elisabeth Hurley and Penélope and Mónica Cruz. San Francisco and Santa Monica. With this new collection. We hold our first fashion show at the emblematic Palau de la Música Catalana in Barcelona.E. Also. diseña también una edición limitada. McLean. 4.Their experience in the North American market begins. everyday and ~4~ . the ‘El Hangar Design Centre’ and opened a new flagship store in the heart of New York’s SoHo district. launched the biggest international fashion prize for up and coming designers. Los Angeles. 2008 . Brands by Mango H. 2006 . HE.E. Orlando. they were moving towards the concept of the multibrand store. fashion-conscious male. aimed at the young. Dallas. with store openings in Costa Mesa. Lee Jean Youn. They started to collaborate with external designers and count on the collaboration of celebrities such as Milla Jovovich. Por su parte. by MANGO H. in which it is possible to encounter collections by different authors and of different styles belonging to the same company. is created. by MANGO was created in 2008 to offer men a contemporary and modern fashion range. 2010 . the El Botón-MANGO Fashion Awards. aimed at the young and fashion-conscious male. The collection.
It has a network of 112 stores worldwide. jewellery. underwear and handbags. Mango Touch stocks shoes. It is particularly worth noting that 81% of the total turnover corresponds to sales to foreign markets. fragrances.775 staff. Barcelona. Turnover At the end of the 2010 financial year.urban style. The most significant business figures for recent financial years are as follows: ~5~ . among other products. while the consolidated profit for the same period reached 101. Madrid and Singapore. dedicated to Mango’s accessories collections. The Barcelona store opened recently on Rambla de Catalunya and Mango Touch. 707 were the company’s own and 1.E. TOUCH Spanish mega-brand Mango has just relaunched its concept store chain.164 thousand euros.050 were franchises. The consolidated turnover for the 2010 financial year amounted to 1. the group employed a total of 9. will expand to 15 other locations across Spain.269. the group was represented in 102 countries with 1. 5. by MANGO stores located in Ankara.757 stores. including exclusive H. Of these. and also offers exclusive collections.532 thousand euros. As at 31st December 2010. Minimalist décor allows shoppers to focus on the affordable products on offer. already a success in Madrid. Mango Touch.
901 6.164 1.039 995 of 89 2007 1.390 97 2010 1.156 148.DESCRIPTION Net turnover Net profit Number of stores Number countries Sales to foreign countries (%) Average number of employees 2006 942.020.258 1.355 124.094 89 2008 1.132 8.865 8.757 102 74% 76% 77% 78% 81% 5.139 1.523 101.973 7.016 1.100.228 90 2009 1.356 129.269.705 143.145.690 ~6~ .
and we will enter the following markets for the first time: Guadeloupe. Africa Algerie Angola Benin Cameroun Cote d’lvoire Egypt Ghana Libya Maurice Morocco Nigeria Senegal South Africa Tunisia America Argentina Aruba Bermuda Brazil Canada Chile ~7~ . Monaco.757 stores around the world. Cambodia. Geographical Presence We are now opening stores at a rate of more than three per week and. Angola. we have 1. Ghana and Yemen. as at 31st December 2010. The forecast number of new store openings for 2011 is about 600.6. Bermuda.
Colombia Costa Rica Cuba Ecuador El Salvador Guatemala Honduras Mexico Netherlands Antilles Panama Paraguay Peru Republica Dominiciana USA Venezuela Asia and Oceania Australia Cambodia Hong Kong India Indonesia Macao Malaysia Nouvelle-Calédonie Philippines Singapore South Korea Taiwan Thailand Vietnam ~8~ .
Europe Albania Andorra Armenia Azerbaijan Belarus Belgium Bosnia and Herzegovina Bulgaria Croatia Cyprus Czech Republic Denmark Deutschland Península y Baleares Islas Canarias Ceuta Melilla Estonia Finland France métropolitaine Georgia Gibraltar Greece Hungary Ireland Italy Kosovo Latvia Liechtenstein ~9~ .
Lithuania Luxemburg Macedonia Malta Moldova Monaco Montenegro Netherlands Norway Österreich Poland Portugal Romania Russia Schweiz Serbia Slovakia Slovenia Sweden Türkiye Ukraine United Kingdom Middle East Bahrain Irak Iran Israel Jordan Kuwait Lebanon Oman ~ 10 ~ .
Qatar Saudi Arabia Syria United Arab Emirates ~ 11 ~ .
4Ps Place All our stores are in prime locations. image and product display criteria we have designed in order to create a pleasant environment in which customers can enjoy the shopping experience. who featured in all the campaigns from 1992 to 1995. The new century brought some of the most unforgettable MANGO images. modern and urban woman. with campaigns with Maja Latinovic. MANGO has worked with top models. as was the case with Claudia Schiffer. Alice Dellal and Dakota Johnson have featured as our radiant cover girls. Marketing Mix . The 90s were the years of the supermodels and MANGO featured many of them on the covers of its catalogues. new generation celebrities such as Lizzy Jagger.7. Karolina Kurkova and Milla Jovovich. Promotion Since its early days. We also repeated our previous success with Claudia Schiffer. They have been the brand’s image in each season and some became highly identified with MANGO in Spain. In order to display our collections. Inés Sastre. Naomi Campbell. either in shopping centres or in city centres. More recently. stores have dimensions which make it possible to maintain the interior design. Products MANGO is characterised by offering fashion for the young. Some renowned actresses and models such as Elizabeth Hurley and Lauren Hutton have also collaborated with us. It has its own design which adopts the latest fashion tendences and is presented in 3 differentiated lines: Casual Sport Suit ~ 12 ~ . Christy Turlington and Eva Herzigova posed for the top photographers and flooded the city streets thanks to MANGO’s campaigns.
8. belts. all the lines in MANGO collection can be combined with different accessories like shoes. SWOT Strengths • • • • Expansion They are present in almost every city Innovative – Boutique and Mango city Good quality Weakness • • • Few customers have sizing Complaints Less innovative advertisements Limited Color choice Opportunities • • They want to enter Chinese market – open 60 stores in china Acquisitions – in order to expand Threats • Competition – Zara. bags. Jeans Furthermore. Vero Moda. Promod etc ~ 13 ~ . costume jewellery and other products which are made by MANGO Pricing Mango products are priced moderate. Tops are prices at 1300-4500 and Jeans are prices from 1400 to 2500 and Dresses from 1200 to 6000.
taxes. etc) Natural Disasters or Power Outage Economic slowdown ~ 14 ~ . politics.• • • External changes (government.
FAD Lace Dress Sequin Dress Tri-color Straight Dress ~ 15 ~ .9. Merchandise Mix 1.
2. Fashion Double Breasted Coat Tweed Dress Wrap Round ~ 16 ~ .
3. Classic Slim Fitted Jeans Double Button Suit Jacket Long Dress ~ 17 ~ .
The customers usually shop once a month. Mango introduced H.10. Demographics Customers are fashion-oriented customer aged between 18-35. so they care about their looks. by Mango for men’s but there are very few outlets. Psychographics Mango customers are Shopaholic. The girl and women who wear mango make it a fashion statement. educated and open-minded women. independent. II.E. They shop to relax and distress themselves. Scale Materialism Scale Achievement Vanity Innovators Physical Vanity Compulsive Vanity Mango customers fall in the area of Compulsive Vanity as they are shopaholic people.Target Consumer I. Then they fall in materialism scale that means they are status oriented and like to show-off the brand. Therefore major sales are from women’s wear. Looking good is important to them. III. The women are elegant sophisticated. their clothes and equally fall in physical vanity. nightclub goers. ~ 18 ~ . Young Urban women are Major customers of Mango. Mango started with clothing for women and it has a major share of women’s clothing. young socialites. They are less innovative and success followers.
4000 to 7000 • • Do you buy clothes from other brands and what? Is there anything you would like to see which is missing from Mango range? If yes what is it • • • • • • You favourite mango clothing in your cupboard? .yes Are you active on face book .No What time do you go to bed .No Who do you live with? .Parents Do you have siblings? .10+2 and pursuing graduation from pearl academy of fashion • • How often do you shop at Mango .yes Do you go to clubs for partying .Sheath Dress Have you ever shopped from online shops? .drink occasionally but don’t smoke Are you active on BBM .yes ~ 19 ~ .20 years Educational Qualification .yes Do you drink/smoke .around Rs. • • • Day in life of Customer Name .depends on the work load of college but I usually sleep around 1 • • • • • Are you in a relationship .Once a month and sometimes twice a month On average how much do you spend each time you shop at Mango .IV.Yes Do you have any tattoos or piercings? .Aditi Malhotra Age .
I don’t really read books Movie .vogue. The advantage of doing this is to have a very complete overview of your customer’s daily life to figure out and experiment with how and when to inject into their lives.Italian Color .No Your favourites: • • • • • • • • • • Cuisine .Friends. How I met your mother Season .Air supply. Punk Rock Band/singer . Vampire Diaries.• You like to surf online shops to buy clothes . Gossip Girl.I haven’t been to Paris but I have always wanted to go there Assuming the rough idea of mango’s customer and dug into the details of their daily lives.Not really Do you wear glasses or contacts . Soft.It is a long list Music genre .I like winters Holiday Destination . Mapping out their needs and choices to understand better.blacks.I usually do surfing but I prefer purchasing clothes in person • • • Do you pay attention to commercials . Beyonce. elle Book . ~ 20 ~ . browns and greys Magazine . Pussy Cat Dolls TV show .Rock.
However. This is an exciting development for us. Over time. which currently has 14 stores of the brand. “We are opening 6 new stores with Major Brands in Mumbai. a long time franchisee in India. Ludhiana. among others. Major Brands. as Mango continues its expansion plan of stores in international airports. in December 2010. Bangalore. but a committed communication partner as well.Major Brands Organization Spain’s fashion company. New Delhi. some regions of the west and our Delhi airport stores. ~ 21 ~ . DLF Brands entered into a new commercial relationship with Mango with the opening of two stores at New Delhi Airport. Gurgaon. What we do have is another approved franchisee. Ahmedabad. Hyderabad. DLF Brands for the south. the partnership has grown in strength. Kolkata and Pune. Chandigarh.11. Mohali. with handsome investments into branding and market creation. Majorbrands has been not only our retail partner. It also has 2 shop in shop format with Shoppers Stop. making Mango a household name among the affluent class in India. managing partner and Deputy General Manager of Mango declared. Daniel López. We have no licensing agreements with any other partner in India. Mango continues to expand in the Indian market under its commercial agreement with Major Brands.” Mango now has a total of 16 stores distributed throughout India in cities such as Mumbai. was the first company Mango established a partnership with in the year 2001.
If we plot mango and its competitors (Zara. Vero Moda and H&M) we can identify those brands which are high price and high brand image. In this basic map. Perceptual Mapping To develop a market positioning strategy for a product or service. ~ 22 ~ . and H&M is plotted Medium Price and Medium brand image. may not be perceived as quality to another When plotting a perceptual map two dimensions are commonly used. Mango is plotted as high quality and high price. perceptual maps or are often used to help the organisation identify a positioning strategy. you can see there is not much competition within that particular area.12. Once completed the perceptual map could help identify where an organisation could launch a new brand perhaps at the medium price and quality range. Perceptual maps are plotted on the basis of someone’s perception and what maybe a quality product to one person.
The matrix consists of four strategies: i. existing products): Market penetration occurs when a company enters/penetrates a market with current products. The matrix allows marketers to consider ways to grow the business via existing and/or new products. Frequently. Market penetration is the least risky way for a company to grow. Hence. new products): A firm with a market for its current products might embark on a strategy of developing other products catering to the same market (although these new products need not be new to the market. the point is that the product is new to the company).Ansoff Matrix The Ansoff Product-Market Growth Matrix is a marketing tool created by Igor Ansoff and first published in his article "Strategies for Diversification" in the Harvard Business Review (1957). it can gain new customers for these products. when a firm creates new products. Market penetration (existing markets. Other ways include attracting non-users of your product or convincing current clients to use more of your product/service. This matrix helps companies decide what course of action should be taken given current performance. ~ 23 ~ .13. Product development (existing markets. The best way to achieve this is by gaining competitors' customers (part of their market share). ii. in existing and/or new markets – there are four possible product/market combinations. Igor . new product development can be a crucial business development strategy for firms to stay competitive. with advertising or other promotions.
Line Diagram Mango Price Quality Brand Image Location 8 9 7 8 Zara 7 8 5 6 Vero Moda 6 7 6 7 H&M 5 7 7 5 Mango Price Quality Brand Image Location 7 6 9 7 Zara 8 5 8 7 Vero Moda 7 7 6 5 H&M 5 7 5 4 Mango Price Quality Brand Image Location 8 7 6 6 Zara 5 5 8 5 Vero Moda 8 5 6 7 H&M 7 8 5 6 ~ 24 ~ . iv. existing products): An established product in the marketplace can be tweaked or targeted to a different customer segment. This results in a company entering new markets where it had no presence before. Diversification (new markets. the point is that the market is new to the company.iii. as a strategy to earn more revenue for the firm. new products): Companies that dominant in one specific market can branch out into new markets to provide a new line of products that differ from their existing stock. This is a good strategy of developing a new market for an existing product. Again. 14. the market need not be new in itself. Market development (new markets.
Mango Price Quality Brand Image Location 7 8 8 7 Zara 7 7 8 7 Vero Moda 7 7 7 7 H&M 7 7 7 7 Mango Price Quality Brand Image Location 9 8 7 7 Zara 8 8 7 7 Vero Moda 7 8 7 8 H&M 8 9 8 8 Mango Price Quality Brand Image Location 9 8 7 9 Zara 7 9 8 9 Vero Moda 8 7 8 8 H&M 6 7 7 4 9 8 7 6 5 4 3 2 1 0 Price Quality Brand Image Location Mango Zara Vero Moda H&M ~ 25 ~ .
~ 26 ~ .15. Price Quality Positioning Price High Q u a l i t y Medium High Value Medium Value Low Super Value Good Value High Medium Premium Strategy Overcharging Low Rip Off False Economy Economy Mango has moderate pricing and quality. That is why it comes under medium value strategy.
Store Layout ~ 27 ~ .16.
and accessories for women. In order to maintain that advantage and growth they must confront certain challenges that face traditional retailers in the apparel industry. the company’s founder. As a result. It is this that sets challenges for competitors because they will not find it easy to imitate or equal Zara’s positioning and it is this achievement that has given Zara sustainable competitive differentiation and positioning. Zara operated 507 stores around the world. and companies are evolving to meet these demands. men and children through its chains around the world. Zara’s success offers us all some instructive lessons in how to create and sustain a break through strategy. and sells apparel. History Inditex is a global specialty retailer that designs. a Spanish-based chain owned by Inditex. began retailing clothes in 1963.5billion holding group Inditex. ~ 28 ~ . By the end of 2001. including Spain. Amancio Ortea Gaona. With their unique strategy. is a retailer who has taken a new approach in the industry. Zara. Stradivarius. ZARA HAS become Spain's best-known fashion brand and the flagship brand of £2. footwear. and Oysho). Pull & Bear. Also. The striking thing is that Zara has found differences that matter to customers and differentiated itself from its competitors by performing key activities [in its supply chain] differently. Zara has the competitive advantage to be sustainable. Inditex is one of the biggest business success stories in Spanish history.Competitor Profile Zara The global apparel market is a consumer-driven industry. By 2005 Inditex emerged as one of the world’s fastest growing manufacturers of affordable fashion clothing. manufactures. competition is fierce. Now with over 2000 stores and promising to double that number by 2011. Bershka. globalization and new technologies have allowed consumers to have more access to fashion. consumers are changing. Massimo Dutti. Zara is the largest and most internationalized of the six retailers that Inditex owns: (Zara.
distribution. Shoes. and controlling their overall performance rather than as an “operator” functionally involved in running the chains. The role of the corporate center at Inditex’s headquarters is that of a “strategic controller” only. Accessories.4Ps Products Coats. T-shirts.5% are in manufacturing. design. logistics. Due to its unique needs. Trousers. logistics. Marketing Mix . personnel and financial results. Handbags. Shirts. Zara chose to internally develop its business systems. Blazers. which is located in the region of Spain called Galicia. image. jeans n dresses are 1000-3200. Knitwear. Jeans. Skirts. Zara manufactured its most fashion-sensitive products internally and its designers continuously tracked customer preferences and placed orders with internal and external suppliers based on this information. product design. and is involved in setting the corporate strategy. Pricing of individual segments like tops. Zara was able to make major investments in manufacturing. 1700-6000 respectively.000 square meter warehouse close to its corporate headquarters. Place Zara in world has around 1600 stores in 80 countries ~ 29 ~ . Men’s and Kids Pricing Pricing starts from 990 to 14000. Zara is now able to originate a design and have finished goods in stores within weeks for entirely new designs and take even less time for modifications of existing products. over 80% of them are part of the retail sales force and 8. This gives Zara autonomy to operate independently and be responsible for its own strategy. With this freedom. Dresses. including establishment of a just-in-time manufacturing system and a 130.Of Inditex’s total employees. approving the business strategies of the individual chains. The remaining 11.5% are part of the corporate headquarters of Inditex. and distribution. 2200-4000. sourcing & manufacturing. and IT.
online and magazines plays a major role in advertising their value to the public.Promotion Promotion is done through top models in advertisements. SWOT Strengths Many stores around the world Strong distribution channels at Zara Low inventor assure items sell out quickly Low cost high. quality supply chain Strong distribution at Zara Inexpensive but Fashionable Deals with mostly the supply chain Many Stores around the world Weakness Price presence is weak Similar to H&M Advertising Bad quality Opportunities Growth in USA Emerging market offer the best growth opportunities for Zara International Expansion Online market offers huge growth and chance to expand Threats Potential Oversaturation in Europe ~ 30 ~ .
known for its fast-fashion clothing offerings for women. Persson had discovered a new ~ 31 ~ . It has over 2. The company has been so successful at exporting its low-price. Hennes & Mauritz AB (H&M) has quickly become one of the world's most successful clothing retailers. men.300 stores in 41 countries and as of 2011 employed around 87. To achieve this . including cosmetics. high-quality clothing fashions that more than 80 percent of its sales are realized outside of Sweden. worth some SKr 26. Natural Disaster or Power Outage Manufacturing Base in Spain may become expensive H&M is a constant competitor to Zara H&M H & M Hennes & Mauritz AB (operating as H&M) is a English retail-clothing company. where the company's 150 stores represent some 30 percent of total sales.15 billion). History H&M was founded as Hennes in 1947 by Erling Persson. H&M follows a set of guidelines in their designs. which remains limited to the Scandinavian market in the 1990s.6 billion (US$3. H&M design experts focus on delivering style at an affordable price by remaining cost conscious at every step of the design process. Affordability is a chief concern at H&M. With more than 550 stores in 12 countries across Europe. since the mid-1990s. Sweden.000 people. Pennspecialisten. in fact. teenagers and children. operated under the name H&M Rowells. A former salesman and founder of another company. While emphasizing both quality and style. the company's largest single market has been Germany. in Västerås. Each year. the Swedenbased retail chain sells more than 300 million primarily company-designed garments and accessories. H&M clothing also has an unshifting desire to create products that are available to a wide base of consumers. H&M has also been expanding beyond Sweden with its catalog sales.
The introduction of sportswear led the company to develop clothing that better reflected the spirit of the times. the company's name was changed to Hennes & Mauritz to reflect its expanded product range. The next move for H&M was to Switzerland. Persson decided to import this retail concept--that of high turnover produced by low prices&mdashø Sweden. Hennes looked to extend its range beyond women's clothing. From the first Hennes store. the company went public with a listing on the Stockholm stock exchange. as a new generation of youth clamored for clothing that allowed them to express their individuality. teenagers and babies. Seeking further growth. so that. the company made a new acquisition in 1973. H&M began to develop the casual. Switzerland became one of H&M's principal foreign markets. respectively). retained the largest share of the company stock. It helped transform the company's product offering itself. where the company's stores quickly became a mainstay in that country's major cities. At the same time. were added in 1976 and 1978. of Mauritz Widforss. By the end of the 1960s. Hennes expanded throughout Sweden. The Persson family. In 1980 H&M launched its first German store. and joined by Denmark in 1967. however. opened in Västerås. The company also sought further expansion in Stockholm. Hennes also received a large stock of men's&mdash'imarily sportswear--clothing items. by 1970. a hunting and gun shop on Stockholm's Sergelgatan. as employees were ~ 32 ~ . down-to-earth yet fashionable image that proved a success in its later expansion. H&M's informality also raised some ripples in Germany. the company offered clothing for much of the family (two more segments. In the next year.retail clothing store concept during a trip to the United States. These were quickly added to the company's retail offering. These two goals were fulfilled with the purchase. Hennes also began to export its low-price clothing concept. covering much of the country through the 1960s. Hennes & Mauritz added a line of children's clothing to its stores. beginning with neighbor Norway in 1964. which was described as having remained rather stodgy. in 1968. The Mauritz addition did more than add its name and expand the company's clothing range. The H&M concept somewhat revolutionized the German clothing retail market. which featured exclusively women's clothing. leaving control securely in the family's hands. buying up fellow Swedish company Beklädnadskompaniet. as H&M prepared further foreign growth. As part of the purchase.
they are offering online order. H&M then created its own website (www. Promotion The company uses various kinds of advertising methods to promote and communicate their company’s philosophy and value to consumers. However. Marketing Mix 4Ps Product HM is a brand created in Sweden. It launched its first American outlet on 2000. After this . according to their preference and needs. which turns out to be a big success. more people just go to the website and browse their ~ 33 ~ . the company even launched an e-marketing strategy. The company usually price their products lower than their competitors and replenish their products frequently. online ordering isn’t very successful in the States.com) . Nevertheless.hm. Price H&M‘s pricing tactic is to provide high quality products at a reasonable and affordable price. north America and Asia market after 2000. The company also customize their products to each country. Now. one of the most favourite and popular fast fashion brands. Placement H&M has increased their speed of expandion to Europe . As I have introduced about e-marketing. New York’s Fifth Avenue. With the popularity of internet. the H&M concept caught on well with the German consumer at a time when few other retail brands existed on the German retail scene.more than encouraged to drop the formal "Sie" form in their conversations with other employees. the main objective of utilizing the e-marketing strategy is to keep in touch to different internet users to be able to reach more clients and consumers. It is like MacDonald in fast food industry. more stores are opened in Manhattan and other area of the country. famous for their inexpensive and fashion design.
It hasn’t created a successful interactive ways for H&M consumers to shop online. etc) Emerging markets and expansion abroad Innovation Online ~ 34 ~ .brochure. I think website is only a way to support their physical store and build their brand SWOT Strengths: Cost advantage Effective communication Innovation Online growth Loyal customers Market share leadership Strong brand equity Strong financial position Supply chain Pricing Unique products Weaknesses: Diseconomies to scale Not innovative Not diversified Poor supply chain Weak management team Opportunities: Acquisitions Financial markets (raise money through debt.
With a diverse design. taxes. Vero Moda Very targets the international fashion aware consumer. motivation and trust at both strategic and operational levels.Powered by fashion people. She knows very completes her individual and sophisticated fashion-forward look. Vero Moda . and to ensure the customer value for money. The means through which to achieve this are positive leadership. fashion and innovation. dedication.at all times. Our goal is to create and maintain the best workplace possible for staff. partners and suppliers. Vero Moda Very aims to dress the fashion forward girl from top to toe including accessories and shoes. ~ 35 ~ . cooperation. She appreciates quality. The Vero Moda Very girl has a style-assured look that reflects her love of fashion. politics. These words represent a persistent effort to improve and develop the efficiency of the entire brand every department. detailing as well as a good fit. responsibility. Product and services expansion Threats: Competition Cheaper technology Economic slowdown External changes (government. training. every function . commitment. This is VERO MODA's vision. etc) Exchange rate fluctuations Lower cost competitors or imports Price wars Product substitution Vero Moda Vero Moda Very is fashion conscious clothing with firm focus on seasonal trends and catwalk look.
" A simple idea to create top quality clothing reflecting the latest fashion trends at affordable prices was the start signal for one of Europe's largest clothing brands for young women VERO MODA. VERO MODA's products were available in 45 countries and a staff of 170 individuals worked at the company's headquarters in Brande. Coats and Jackets. It quickly became clear that the brand was here to stay. Dynamic growth and the conquering of new markets. Since its inception in 1989. Shirts and Blouses. and the Netherlands. In 2009. Swimwear and Cruise wear. Tops. China. and VERO MODA's healthy and successful start provided a solid foundation for the continuing expansion and success of the brand. Lingerie. continues to guarantee the overall growth and success of Vero Moda. Vero Moda has become synonymous with contemporary fashion and designs desired by young women throughout the world.History "It quickly became clear that the brand was here to stay. In 1998. enabling the company to ensure continuous and positive brand development. who started the business behind the label in 1987. Knitwear. The idea was the inspiration of Troels Holch Povlsen. Marketing Mix 4Ps Product Vero Moda sells accessories. Jeans. has most of the brand's outlets. More recent markets include France. with an additional ever-increasing number of employees across the globe and 75 external sales representatives. Each market is a valuable sales platform. the UK. and Canada. Vero Moda had a staff of 15 and the brand was represented in three countries. Lounge and Nightwear. and VERO MODA's healthy and successful start provided a solid foundation for the continuing expansion and success of the brand. and Vero Moda was one of the first brands in the Bestseller family to be created. Trousers and shorts ~ 36 ~ . along with Germany. combined with persistent and loyal work in established markets. Vero Moda boasts a powerful position in the Scandinavian market which. Dresses. Vero Moda is also strongly represented in southern and central Europe and the Middle East. Skirts.
Dresses: 1200-4000 Place It has expanded in 45 countries with 1700 stores. Tops: 1000-2500. Pricing starts fromm 1000 and reaches till 9000.Price Pricing is affordable and quality is good. Promotion Vero Moda promotes through Celebrity Endorsements. Jeans: 1200-4000. Magazines and online SWOT Strengths: Cost advantage Effective communication Innovation Loyal customers Pricing Weaknesses: Not diversified Poor supply chain Weak management team Opportunities: Acquisitions Emerging markets and expansion abroad Online Product and services expansion Threats: Competition ~ 37 ~ .
etc) Exchange rate fluctuations Lower cost competitors or imports ~ 38 ~ . politics. Cheaper technology Economic slowdown External changes (government. taxes.
enabling the company to ensure continuous and positive brand development. Swimwear and Cruise wear. Vero Moda had a staff of 15 and the brand was represented in three countries. More recent markets include France. with an additional ever-increasing number of employees across the globe and 75 external sales representatives. Trousers and shorts Price Pricing is affordable and quality is good. Knitwear. Vero Moda is also strongly represented in southern and central Europe and the Middle East. Lingerie. Lounge and Nightwear. VERO MODA's products were available in 45 countries and a staff of 170 individuals worked at the company's headquarters in Brande. and Canada. Dynamic growth and the conquering of new markets. combined with persistent and loyal work in established markets. Tops: 1000-2500. Dresses. China. Coats and Jackets. Each market is a valuable sales platform. the UK. Pricing starts fromm 1000 and reaches till 9000. has most of the brand's outlets. Tops. Magazines and online ~ 39 ~ . along with Germany. Shirts and Blouses. and the Netherlands. Marketing Mix 4Ps Product Vero Moda sells accessories. In 2009.In 1998. Promotion Vero Moda promotes through Celebrity Endorsements. Jeans: 1200-4000. Skirts. Vero Moda boasts a powerful position in the Scandinavian market which. Jeans. Dresses: 12004000 Place It has expanded in 45 countries with 1700 stores. continues to guarantee the overall growth and success of Vero Moda.
SWOT Strengths: • • • • • Cost advantage Effective communication Innovation Loyal customers Pricing Weaknesses: • • • Not diversified Poor supply chain Weak management team Opportunities: • • • • Acquisitions Emerging markets and expansion abroad Online Product and services expansion Threats: • • • • • • Competition Cheaper technology Economic slowdown External changes (government. taxes. etc) Exchange rate fluctuations Lower cost competitors or imports ~ 40 ~ . politics.