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H & M Brand Strategy

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H&M, or Hennes & Mauritz, was founded in Sweden in 1947. Have developed for 69 years, it has developed as one of the biggest fast fashion empire in the world and ranked the second largest global clothing retailer. As H&M Annual Report (2015) showed that the company owned 148,000 employees and approximately over 3,600 stores in 61 countries including U.S., Europe, China, Korea, Egypt, Japan and United Arab Emirates. It also owned five subsidiaries such as Monki, COS and Cheap Monday. With its great market worldwide, it made 210 billion Swedish kronor, or about 24 billion US dollars, in sales in 2015. It is. This huge multinational retail-clothing company’s business idea is ‘to offer fashion and quality at the best price in a sustainable way’ …show more content…

Fletcher (2008) defined that fast fashion refers to low-cost clothing collections based on current, high-cost luxury fashion trends. It is a fast-response system that encourages disposability by its very nature. Some features of H&M that mentioned in the following paragraph not only meets the definition of popular culture, but also characteristics of fast …show more content…

It is another way to increase public attention to the brand, in order to be more involve in everyone’s daily life. Besides making use of inviting celebrities, such as Katy Perry and Beckham as their brand representative to increase the brand’s attraction. H&M catching consumers’ psychology which is desire for trendy, luxury clothes while the youngsters or lower class customers can't afford them. H&M provided a new way for public enjoy the so-called luxury products by launching the co-branding fashion collections beginning from 2004. The collaborations with the top designers and celebrities, including Madonna, Beyonce, Versace and Alexander Wang, to trigger the panic buying of related products. The customers is transubstantiated into ‘lustomers’ by the H&M’s guest fashion designer co-branding strategy. This strategy “create the subcultural identity into some clothes which anyone with enough money can acquire and wear with pride. Being able to purchase from the designer collections empowered consumers and made them feel more ‘superior’ “(Perison-Smith, 2014, p.76).The panic buying trend also created the‘get it now whilst stocks still last’ feeling to customers. “It pushed the cognitive and emotional buttons of customers” (Perison-Smith, 2014, p.64) It can affect some potential customers rush to queue up outside the store and buy when the products were so ‘limited’ and

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