Professional Documents
Culture Documents
Sustainability Vision
Objectives
● Cutting electricity use in stores
The H&M group has set its own energy consumption policy
in 2017: a 25% cut in power use in the stores – per square
meter and opening hour.
Objectives
● Fashion and quality at the best price
The company also strives to understand and address clients’
demands by offering style with high regards to quality.
● Inspiring Consumers
H&M tells its consumers that the best way to care for their clothes is to
look after both the garment and the environment.
H&M does not own any factories, but rather, it purchases items from its
providers, fundamentally in Asia and Europe. This is their way to attain a
climate positive value chain. Additionally, it guarantees their consistency
with the Code of Conduct and Code of Ethics that H&M has (H&M way,
2021).
While having the customers’ well-being as a primary concern is vital all the
time, H&M also considers encouraging the employee’s aspirations as a
must (H&M group, 2021).
Objectives
The H&M Group’s worldwide structure is concurrent with the trade unions,
IndustriALL and IF Metall.
H&M manages renewable and pleasant work spaces in all its business
operations and procedures ensure that every employee is surrounded by a
protected work environment.
FOR EMPLOYEES
One of the reasons why this company became known all over the world are their primary
stakeholders: customers, employees, communities, business partners, industry peers, investors
and Non-governmental Organizations (NGOs), Intergovernmental Organizations (IGOs), and
other experts.
● Customers
● Employee
● Business Partners
● Industry Peers
● NGO, IGO and other Experts
● Investors
BUSINESS
CUSTOMERS EMPLOYEES PARTNERS
• In-store customer • Have an open door • Close relations and
interactions. policy, encouraging constant dialogue with
• Customer service in constant feedback their business partners
various channels • Individual through their local
• Social media performance reviews presence with offices in
engagement and dialogue talks all major production
• Market research • Day-to-day locations
• Public relations and leadership and • Anonymously surveys
marketing teamwork training suppliers
• Internal • Supplier Relations
communication Management system
channels • Individual meetings,
• Workplace performance reviews
representation and joint capacity
and/or union planning
representation in • SIPP supplier
many markets assessment
programme
• Training modules and
capacity building
INDUSTRY NGOS, IGOS,
PEERS AND EXPERTS INVESTORS
• Multi-stakeholder initiatives • Formal partnerships • Annual General Meeting
such as the Ethical Trading • Implementation • Annual reports (financial
Initiative (ETI), partnerships and sustainability), quarterly
• Sustainable Apparel • Yearly stakeholder survey reports and related press
Coalition (SAC), and Better • Direct dialogue on global or and telephone conferences.
Cotton Initiative (bCI). local level • Individual meetings and
• Various regional and local • Multi-stakeholder initiatives. calls.
initiatives such as Sector • Input to strategy • External meetings and
Roundtables developments. conferences. - Specific
• Different forms of pre- • External meetings and events such as 2019
competitive collaboration conferences. "Change Makers Lab".
• Individual meetings and • Annual anonymous • Annual anonymous
dialogues stakeholder survey stakeholder survey
• External meetings or
conferences
• Specific events such as
their 2019 “Change Makers
Lab”
• Annual anonymous
stakeholder survey
PRODUCTS SERVICES
From back-to-back global campaigns and seasonal collections that center on
echoing the company’s sustainability initiatives, H&M offers a variety of
everyday pieces and formal wear to anyone and everyone.
H&M Conscious: “Bring It” (2012-)
H&M’s first venture toward promoting their sustainability initiatives.
A recycling scheme that encourages more shoppers to donate unwanted items of clothing from any brand and in any
condition, in exchange for a 15% discount coupon
Introduced to the Philippines in 2015 and immediately collected 2.3 tons of recycled garments, amounting to an
estimation of 10,000 t-shirts.
FASHION COLLECTIONFASHION COLLECTIONFASHION
FASHION COLLECTION
SEASONAL, MICROSEASONAL
LTD Collection (modest clothing)
CARE PRODUCTS
CARE PRODUCTS
CARE PRODUCTS
KIDS’ COLLECTION
GIRLS COLLECTION
GIRLS COLLECTION
GIRLS COLLECTION
• Girls’ Clothes
• Girls’ Outdoor Clothing
• Accessories for Girls
• Girls’ Shoes
• Fancy Dress for Girls & Boys
GIRLS COLLECTION
GIRLS COLLECTION
GIRLS COLLECTION
BOYS COLLECTION
BOYS COLLECTION
BOYS COLLECTION
• Boys’ Clothes
• Boys’ Outdoor Clothing
• Accessories for Boys
• Boys’ Shoes
• Fancy Dress for Girls & Boys
BOYS COLLECTION
BOYS COLLECTION
BOYS COLLECTION
BABIES’ COLLECTION
BABIES’ COLLECTION
BABIES’ COLLECTION
BABIES’ COLLECTION
BABIES’ COLLECTION
BABIES’ COLLECTION
BABIES’ COLLECTION
DIVIDED
According to the spokesman of
H&M, the brand started making this
adjustment in late 2017 for the H&M
Divided collection, when they
adjusted their XS-XXL sizing by one
standard deviation (meaning if you
were a medium, you are now a
small) and added size XXS to make
up the gap (Weiner, 2018). This
collection is ideal for petite women
and those with smaller figures.
COLLABORATIONS
H&M x MOSCHINO MORRIS & CO x H&M NETFLIX’S SEX EDUCATION x H&M
BLACKPINK merch H&M x HARRY POTTER A FIERCE AND FEMININE COLLECTION:
ZARA LARSSON x H&M
TARGET MARKET
H&M’s targeting is directed towards young women, specifically aged 20 to 34 years old, despite its huge and diverse
collection of apparel and accessories. The reasoning for this is because these women are up-to-date and trendy
when it comes to style. Not only do they shop for themselves, but also for people around them such as friends and
family, an example being a woman in her late 20s buying her husband some new clothing.
The H&M cluster is one of the world’s top fashion companies. H&M hopes to inspire fashion enthusiasts and
consumers globally to dress their individual style, hence, their target market is very broad due to their extensive
product portfolio. As such, the group surveyed 50 people (all H&M customers) at random the questions that as
follows:
1. Age
2. What products do you usually purchase from H&M?
3. How often do you shop at H&M?
4. What section of the store do you usually visit?
5. How did you become aware of the brand, H&M?
6. When you hear the store's name, H&M, what comes first to your mind?
7. Do you think the products are worth their prices?
8. Referring to your answer on no. 6, why or why not?
9. Why do you choose to purchase from H&M? (You may provide 1 to 3 responses.)
A mix of demographic and psychographics questions were used in the survey provided. Based on the survey, H&M
will be targeting the younger generation, particularly between the ages of eighteen to forty years. The firm is targeting
females between the ages of seventeen to twenty-five years. They also focus on younger males between the ages of
eighteen and thirty years.
AGE
96% of the respondents belong to the 18-24 age group, while 2% belong to the 25-34 age
group, and another 2% are under 18 years old. H&M’s strategy and business model must have
been effective in the 18-24 age group as it comprises the majority of its consumers.
The fast fashion business model seems to be the foundation to H&M’s and its competitors’
success, including Zara and Forever 21 (Tun, 2021). Fast fashion is based on moving a high
number of items from the designer table to the showroom floor in the shortest amount of time
and at the lowest possible cost. Their items are stylish and inexpensive, bordering on temporary,
and are aimed at youthful, fashion-conscious metropolitan consumers (Tun, 2021).
SWOT ANALYSIS
INTERNAL WEAKNESSES
INTERNAL STRENGTHS
1. Showcases a wide variety of selections for diverse
1. Exhibits lack of originality in designs and curation
audiences
2. Price outweighs quality
2. Establishes a distinct identity with strong brand recall
3. Is riddled with controversies
and retention
3. Propagates corporate social responsibility (CSR) 4. Is mired with ethical issues and concerns ...ranging
from working conditions, workers’ welfare and rights, to
efforts through the strategic crafting of marketing
their vowed sustainability
messages (i.e. press release)
5. Maintains overdependence on outsourcing
4. Vows toward ethical and environmental sustainability
5. Exhibits exponential market growth while securing a
stable footing in the global market
6. Is future-forward
EXTERNAL OPPORTUNITIES
EXTERNAL THREATS
1. Assimilate into emerging market trends in existing
1. Financial slump brought about by the pandemic
operations and expansion 2. E-commerce and the rise of small businesses
2. Take steps toward improving and solidifying online 3. Increasing awareness and protest against fast
presence in the E-commerce market fashion and corporate greenwashing
3. Take steps toward improving visibility 4. Fierce, increased competition in the retail industry
and promotion of sustainability initiatives
ORGANIZATION/CORPORATE CULTURE
“Organizational culture is the sum of values and rituals which serve as
a glue to integrate the members of the organization.”
–Richard Perrin
LUES AND PRINCIPLES
● Lack of evidence for its ability to meet its target of reducing greenhouse
gas emissions
● 2010s - Failing to immediately make the needed fire and safety repairs
after the Rana Plaza fire (Bangladesh)
● Conscious messaging
LOGO FONT
CORPORATE DESIGN