Business Management Essay

3544 words - 15 pages

H&M had become the global leader in the ‘fast-fashion’ segment with a distinctive business approach that challenged most competitors. The business model, commonly referred to as ‘cheap-and-chic’, emphasised high fashion at prices significantly below those of competitors, with the fundamental principle being ‘Fashion and quality at the best price’. ,H&M已经成为全球领先的“快速时尚”段与独特的业务方法,大多数竞争对手的挑战。商业模式,通常被称为“cheap-and-chic”,强调高级时装的价格明显低于竞争对手,基本原则是“时尚以最好的价格和质量”。
‘In 2010 we stepped up our investments in order to strengthen the brand further and secure future expansion.’ “在2010年,我们加强了我们的投资是为了进一步加强品牌和安全的未来扩张。”
However, Zara, the prime retail brand of Spain’s Inditex, opened 120 new outlets in ...view middle of the document...

’1
在这种情况下额外的重要的是要有一个长远的眼光,总是确保我们提供时尚和品质的最佳组合为钱在每一个市场。
we are investing for the future and we always have the customers in focus. Despite increased purchasing costs, we have continued to strengthen our customer offering – for example, by not raising our prices to customers.
我们对未来的投资,我们总是有客户的焦点。尽管增加采购成本,我们继续加强我们的客户提供——例如,不提高我们的价格客户。2
H&M relentlessly continued to emphasise the long-term view in its expansion strategy. 
H&M无情地继续强调长远的扩张战略
Despite these continuous aggressive expansion plans, analysts had some doubts: There are fears that the product is not good enough, brand appeal is fading or that prices have been undercut by an even cheaper competitor. 
有担心产品不够好,品牌吸引力消退,或者价格甚至已经被削弱的竞争对手便宜。
Moreover, fashion, by its very nature, is unpredictable and fickle – trends are prone to sharp and unpredictable changes, which makes competition uncertain. 
The end consumers have an enormous selection of garments to choose from and will quickly adopt new trends. In the ‘fastfashion’ category they are also extremely cost-conscious and will look for bargains.
此外,时尚,本质上,是不可预测的,变化无常的,趋势是倾向于夏普和不可预测的变化,这使得竞争不确定。
最终消费者有一个巨大的选择的服装选择和将迅速采用新趋势。“fastfashion”类别他们也非常注重价格,更将寻找便宜货。
As international trade liberalises, the number of suppliers globally increases and competition among manufacturers in low wage regions intensifies. Switching from one supplier to another is not a major issue, although it entails the risk that choosing low-cost suppliers may involve a more extended supply chain that may not be able to cope with sudden changes in demand in an industry which is susceptible to changes in fashion. There is also a risk that low-cost suppliers may not be up to quality standards.
随着国际贸易放开,全球供应商数量的增加,在低工资地区制造商之间的竞争愈发激烈。切换从一个供应商到另一个不是一个大问题,尽管它需要选择低成本供应商的风险可能涉及更多的扩展供应链可能无法应对需求的突然变化在一个行业容易受到时尚的变化。还有一个风险,低成本的供应商可能不会达到质量标准。
Entry to the retail industry does not require a large capital outlay; setting up a single independent retail store is within the means of many entrepreneurs and there are plenty of suppliers to choose from. However, on a global scale, a few large corporations account for a major share of total industry revenues. Their size and economies of scale bring about the ability to build brands in multiple retail outlets, and considerably greater buying power when negotiating with suppliers (see Table 2).
进入零售行业不需要大型资本支出;建立一个独立的零售商店内的许多企业家和有很多供应商可供选择。然而,在全球范围内,一些大型企业占行业总收入的主要份额。它们的大小和规模经济带来的能力在多个零售网点,建立品牌和相当大的购买力与供应商谈判时(见表2)。
As argued by one of the few journalists that has access to the company: ‘The story of H&M does not really concern clothing, but from the beginning one man’s vision – or rather unbreakable stubbornness, devotion to a goal and knowledge of human nature.’6
所认为的为数不多的记者,访问公司:“H&M的故事并不真正关心服装,但从一开始一个人的愿景——或者说牢不可破的固执,对人性的一个目标和知识。6
Not unlike IKEA in furniture, the H&M philosophy is to make fashion affordable for everyone: ‘Fashion and quality at the best price’.  These are fundamental ingredients of ‘the spirit of...

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