Strategic Management for Hennes and Mauritz

Strategic Management

TABLE OF CONTENT
INTRODUCTION.....................................................................................................................................3
M&S Background information................................................................................................................3
EXTRENAL ANALYSIS..........................................................................................................................4
Pestle analysis..........................................................................................................................................4
INTERNAL ANALYSIS...........................................................................................................................5
SWOT FRAMEWORK...........................................................................................................................6
VRIO analysis.........................................................................................................................................6
Strategic directions....................................................................................................................................7
Ansoff strategic directions.......................................................................................................................8
Strategic Selection and justification.........................................................................................................9
Organic development:..............................................................................................................................9
Merger.....................................................................................................................................................9
Acquisitions and strategic alliances.......................................................................................................10
Conclusion and Recommendations........................................................................................................10
REFERNCES...........................................................................................................................................11

INTRODUCTION
Hennes and Maurtiz is one of the biggest British multinational retailer brand whose
headquarters are in LONDON and has been actively focusing on specialized clothing products
and food products with best quality metrics. The report will be analyzing external and internal
analysis by usage of various models which will enable business competencies to be analyzed on
further, for keeping up technical diversity standards and also potentially looking forward within
wider competitive parameters. The study will be discussing further strategic directions and
strategic selection and justification which enable business competencies to be framed on among
working scenarios, also to form wider informative goals within competitive fashion retail
industry horizons.
Hennes and Mauritz Background information
Hennes and Maurtiz is a Swedish multinational clothing retail company globally known
for its last fashion clothing for men, women teenagers and children where H&M operates
fashion clothing with high innovation and also has full 126,000 full time stores services. It can be
also analyzed that brand has wide market reach among global networks with large number of
stores and fundamental diversity within operations where it has gained best goodwill and
revenue targets widely. The company has been also gaining larger informative pace among work
domains, with high commercial growth and best supply management chains operating globally.
(Bindra, Parameswar. and Dhir, 2019).

EXTRENAL ANALYSIS
Pestle analysis
The pestle analysis can be identified as one of the most essential external business
environment tool for focusing on larger business scale investments within varied efficacy
parameters and also to potentially focus on keen development paradigms further which will
enable business competencies to be developed on further.
 Political factors: The varied expansion among global domains require stronger political
stability within business goals where with Brexit implementation there have been high
growth demanded among corporate scenarios for raising potential tax barriers within
exports and imports. Hennes and Maurtiz has to actively focus on political stability
metrics to keep functional scale diversification stringently active on longer scale goals
(Bogers, Chesbrough,and Teece, 2019).
 Economic factors: The shifting price structures and tax rates shall be informatively
monitored to keep stable growth goals for consumers oriented services, to vastly expand
on new scenarios efficacy among business targets. The economic stable growth will also
potentially enhance vision oriented goals widely and also bring on competitive growth
goals variably. Social factors: The dynamic shift coming on among consumer’s social domains within
various diverse innovative products and services shall be analyzed in detail for
competitive strength, also bringing on consumers oriented growth among new domains.
The social factors not only strengthen working vision among longer scale parameters, but
also enhance larger scale metrics for commercial efficacy on profitable paradigms. More
fashionable products shall be enhanced among commercial aspects where Hennes and
Maurtiz will be able to develop competitive goals further for keen new domains profound
efficacy and also for larger profits. Technology factors: There shall be also larger scale investments within new technology
implementation among products and services for forming informative growth efficacy
on larger scale operations, and to invest further to be best competitive brand within
fashion retail industry. It can be analyzed that technology factors form external
competitive aspects have high profound functional impact on business goals, where