H&M communicates
Hennes & Mauritz commonly known as H&M is one of the most famous clothing companies in the world as it is ranked the second largest global clothing retailer just behind Spain based Inditex which is the parent company of Zara. This Swedish multinational clothing retail company has stores in 74 countries counting over 5000 stores.
The company has made it easier for online shoppers by the availability of their products online in 33 companies. H&M strategy focuses on three main factors of business:
Price: H&M controls price by limiting middlemen, buying in outsized quantity and appropriate merchandise and sustaining effectual distributing process.
Design: The designing of the products is done in-house and the production is totally outsourced.
Quality: The main focus is on superiority with widespread testing and warranting, less environmental harm.
The communication strategy of this company has as a pillar the “total communication domain” model by Aberg L, which relies on four sections:
- H&M conveys all the newly made products to the customers by the medium of Newspapers, Magazines, and Websites etc.
- H&M doesn’t have any industries but it works with 800 suppliers and around 2700 production units.
- H&M keeps transparency by publishing monthly, quarterly, half yearly and annually the financial reports.
- It organizes general meetings annually.
H&M and its external relationships:
Towards their customers
H&M is committed to always deliver fashion and quality at the best price. Their customers are always their focus, from the design process to the shopping experience. Understanding and meeting their customers’ needs is at the core of their work. H&M offers fashion with high attention to quality to everyone. The company wants their customers to feel confident while shopping at H&M.
Towards their suppliers and other business partners
H&M believes in long-term cooperation with their suppliers. They believe that well-managed business relationships have the potential to turn into successful strategic alliances based on shared risks and shared rewards.
H&M also believes that such alliances can eventually result in a great sustainable business performance.
Towards their stakeholders
Long-term high profitability is essential for H&M and also for their shareholders. A high level of solvency guarantees long-term stability and security for their employees. Profits and a strong financial position make it possible for H&M to fulfill our responsibilities.
#Stay Home #H&M Adapts
The Swedish brand is now involved in preventing Covid-19 through its social networks. H&M will aid international organizations, such as the Red Cross, to use its social media to spread messages about health and safety and how to fight the effects of the pandemic.
Since the start of the health crisis, the group has closed more than 4,000 stores around the world. H&M is also planning to downsize to cope with economic losses. It also altered its shipping policy so that the deliveries will be free without a minimum of purchase and the return of products can now reach 100days. And the style of clothing is now following the stay at home movement being cozy and home adapted.
Authors
- Charbanou Nada
- El Idrissi Mohamed Ayman
- El Hamdouchi Hamza
- El Habti Mouad
- Chainane Meryem
Resources
- https://m2.hm.com/m/en_us/life/culture/inside-h-m/how-h-m-helps-communities-affected-by-covid-19.html
- https://fashionunited.fr/actualite/business/h-m-utilise-ses-reseaux-sociaux-pour-sensibiliser-contre-le-covid-19/2020032623504
- https://www.ukessays.com/essays/business/h-m-and-its-communication-strategy-business-essay.php
- https://www.chegg.com/homework-help/questions-and-answers/h-m-hennes-mauritz-ab-swedish-multinational-clothing-retail-company-known-fast-fashion-clo-q25207186
