Strategic Management Module - Case Study on H&M

This module is assessed by two individual assignments, a case study based coursework (Assessment Part 1) and an infographic (Assessment Part 2). Details of the assessments are as follows. You will need to achieve a pass mark in each of the parts in order to pass the overall module successfully.

Upon successful completion of this module, you will have demonstrated Knowledge

K1. That you can critically evaluate the theoretical basis for sources of competitive advantage and evaluate their relevance to practice

K2. That you can critique the relationship between organisational vision, strategic objectives, intent, resources, planning and the firm’s environment

K3. That you have an appreciation for the conceptual theories of ‘internationalisation, innovation and competitive advantage’ to different industries and locations

K4. That you can demonstrate critical understanding and application of relevant theories and tools associated with strategic foresight and the need for organisational future orientation Skills

S1 How to review and present their critical knowledge of selected international business, strategy and foresight literature

S2. Your ability to evaluate an organisation’s competitive environment, analyse its competitive positions and identify its strategic resources, capabilities and core competences

S3. Your ability to explore global trends and drivers of change with a pursuit of identifying attractive future markets

S4. How to identify the key resources, capabilities and competences for an organisation’s future growth and sustainability

S5. How to use relevant foresight tools to understand and articulate the dynamic nature of a given industry, its future trajectory and develop plausible scenarios

You are required to answer the following THREE questions that pertains to the case – H&M. For further details on H&M, you may refer to the case study, ‘H&M in fast fashion: continued success?’ (Exploring Strategy, pp- 576 – 583). It is also recommended that you research information additional to the case study to support your arguments. This may be obtained from a diverse range of sources and you are encouraged to research the issues in whichever way you deem appropriate.

Question One: Sources of Competitive Advantage and its relevance to management.

Critically review the theories of competitive advantage and evaluate their relevance to management. Discuss how such theories could inform H&M managers in their quest to gainsustainable competitive advantage. Question Two: Firm’s strategy and strategic position Critically review the relationship between organisational resources, external environment and firm performance. You may use H&M as an illustration in your discussion.

Assessment Part 2 (20% weighting)

Individual submission of an infographic (a clipped compound of ‘information’ and ‘graphics’) to meet learning outcomes K4, S3 and S5 As part of this assessment, you must submit an infographic that will -

1. Identify and justify the trends within the ‘fast fashion’ industry that could be considered as key drivers for change

2. Evaluate any other megatrends and disruptive external events (e.g. Covid-19) in general, that might be important for H&M

3. Construct some plausible scenarios (5 or 10 years) for H&M

4. Consider the potential impact of future environmental forces on H&M’s business in terms of both threats and opportunities, using the identified trends/megatrends and constructed scenarios

Use information and images to present the story. To succinctly articulate the story of the infographic, you may use another 500 words to write a short reflective synthesis. The reflection must be followed by a list of references clearly mentioning the sources used.

The assessment will focus on the level of ANALYSIS carried out. That is, the application of THEORETICAL CONCEPTS studied in the module to the ‘practical’ case study presented. In other words, you should proceed beyond a DESCRIPTION of the company and its actions. You should be analysing ‘why’ rather than describing ‘what’.

• your ability to isolate the key strategic issues

• the coherence and depth of the analysis of those issues

• the ability to analyse the strategy context within which companies operates

• the ability to critically review and evaluate strategic decisions made by companies

• the use of relevant evidence, from material provided and personal research to support any statements made

• the appropriateness of the methods used and theoretical models and frameworks applied

• the breadth and depth of research undertaken

• Evaluation of data

• the ability to make sound recommendations or conclusions arising from the analysis

• the soundness of arguments put forward