Literacy History free essay sample

As a child everything is happy and joyful, aside from a little trantham here and there, but all around one does not have to stress about much. One could say I was a â€Å"normal† child. I played with my toy horses, went outside, did a few chores here and there, and even had my unhappy moments. However, up until kindergarten, my world revolved around the spanish language. Being born into a traditional mexican home, it was obvious that my first language would be spanish. Even though I consider it a good thing, because being bilingual will help my in my future, throughout my early and recent school years it makes both worlds more complicated. Throughout my first years in headstart and kindergarten I was more fluent in signs and symbols than english. I struggled day by day, as if it was me vs the whole world fighting to get through. I still remember how my hands where my mouth, and how my teachers looked at me with a blank stare trying to understand. We will write a custom essay sample on Literacy History or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This infuriated me because I was not a â€Å"special kid† but it seemed as if everyone around me thought I was. Like how homeless people are â€Å"lazy people who just dont want to work† or how black males are considered to be more likely to become criminal. All these false assumptions are examples of how it felt to be a kid without a tongue. With the help of time, and english classes from kindergarten to second grade, I was able to become fluent in the language of my new world. Reading on the other hand came a million times more easily to me because I never really read much in spanish; so when it came to reading in english it was fairly new to me. I adored reading, mostly due to the pictures in the books. However, as I grew and books became picture and colors, I still enjoyed reading for hours. This is one of the reasons that I think I was able to exceed some of my fellow students and now I am in a more challenging english class. Then there is writing, where I had bits and pieces from both ends. At a young age my mother would write down phrases, in spanish, for me to copy and write down. Later she would say something asd ask me to write it down. For example one would be â€Å" El nino corre en el campo† (the boy runs at the field) or â€Å"La vaca come zacate†(the cows eats grass). Therefore, when it came to writing it was a fifty fifty scale. Where I was not the best nor the worst. By the time was was in second and third grade I could write decent enough to get by but it was or has been my strongest area. All around I consider my ability to process to languages, from a young age, a gift rather than a burden because even though it has complicated my life it has also benefited me in many ways. For example I am able to get college for spanish without the tassel of starting from spanish one. As well as in the future having the opportunity to receive a larger salary due to being bilingual. However, I still struggle with some if these problems today, but on a different level. Like I will be writing something in spanish and finnish in english or vice versa. As well as switch, without knowing, languages in the middle of a conservation. Nonetheless what is life without un poco de todo (a little bit of everything).

Writing Sample Essay in Grad School Application

Writing Sample Essay in Grad School ApplicationWhen preparing for the writing sample essay in grad school application, it is important to approach it with a perspective that is simple, engaging and eye-catching. This is because one of the most important things for students is the ability to show that they have the capacity to write well. Students are also reminded to be true to their ideas and remain objective at all times. This article will give you insight into a few different approaches that can help you when writing your sampleessay in grad school application.If your idea of writing samples is very simple and straightforward, then you should use professional language in your essay. Use simple vocabulary, keeping the topic and theme of the essay simple. Try to avoid complicated or technical terms, which are best avoided if possible.The next step is to be sure that the essay does not repeat. What this means is that it should be easy to understand and just focus on having a very bas ic outline and structure. Do not worry about the style or the proper formatting that will make the essay readable and well structured.If you are one of those students who are not interested in the overall flow of the essay, then why not try some flash writing? Flash writing is actually an effective way to quickly get your point across without getting bogged down with the strict structure of a regular essay. Simply arrange your information in a few different ways and then implement your points by using a short or long paragraph and some subheadings.As one of the most important steps to writing sample essay in grad school application, students need to have the courage to be honest. Making the mistake of lying about your intentions or giving an overly detailed account of your curriculum vitae will often lead to failure. To make sure that you avoid lying about your intentions or concealing important facts, it is best to think about using personal references.Finally, do not make the mist ake of attempting to be too much too soon in the writing sample essay in grad school application. To avoid having your essay run off the rails, you should be sure that you have covered the topic that you wish to bring up. This will allow the essay to continue to keep its momentum and maintain a focus as opposed to being derailed with various other ideas.It is important to remember that it is not only the complexity of the assignment that will determine how successful you will be at writing sample essay in grad school application. Good grades are the primary goal of the essay. To ensure that you reach these high goals, you must not become discouraged when things do not work out the way you would like them to.The most important thing to remember when preparing for your writing sample essay in grad school application is to make sure that you have a clear idea of what you want to say and how you want to say it. It is important to have a purpose for the essay and stick to that until the end. If you fail to accomplish these two things, then you may be better off finding someone else to write the project for you.

To Kill a Mockingbird movie vs book essays

To Kill a Mockingbird movie vs book essays To compare and contrast the To Kill A Mockingbird film vs. the book. The book is better, but watching the movie also enjoying. There were three differences that stood out, the absence of characters, the different scenes, and an actors to characters comparison. The book to the movie there is a clear difference but the morals are all still the same. The directors made some good changes and some bad ones the movie was good over all any ways. From the book to the movie there were characters missing some important some not important at all. One character that I felt was missing that is important that wasnt there was Aunt Alexandra she was the whole be more like a girl role model for Scout. A character in the book that wasnt in the movie was Mr. Dolphus Raymond it wasnt a big deal though because he really didnt play a huge role anyways, just shows how people had to find away to not be ridiculed by others for liking bad people. Mrs. Rachael was an other character that was omitted from the book, dill was not living with her in the movie instead he live with Mrs. Stephine Crawford. The director made the choice to delete these characters for a reason the only one that affected the book was Aunt Alexandra. There were scenes omitted from the book were unnoticed some were missed. One scene that was significant that was missing was the scene were Scout and Jem go to the church with Calpernia, that scene showed how the racism went 2 ways. Another scenes that were deleted was the Dolphis Raymond scene were Dill drinks the coke that is supposed to be booze. The scenes that were missed the most were the school scenes all deleted. The school scenes were important they give insight on how the school was built. The Characters compared to the actors in the movie were good in some cases but bad in others. The actor Atticus was a perfect match for the character in the book physical, and physiological. The character Jem is not...

Biography and Profile of Susan Rice

Biography and Profile of Susan Rice Name: Susan Elizabeth Rice Position: Nominated as U.S. Ambassador to the United Nations by then President-elect Barack Obama on December 1, 2008 Born: November 17, 1964 in Washington, DC Education: Graduated National Cathedral School in Washington, DC in 1982 Undergraduate: Stanford University, B.A. in History, 1986. Graduate: Rhodes Scholar, New College, Oxford University, M.Phil., 1988 Oxford University, D.Phil. (Ph.D) in International Relations, 1990 Family Background Influences: Susan was born to Emmett J. Rice, Senior VP at the National Bank of Washington and Lois Dickson Rice, Senior VP for Government Affairs at Control Data Corporation. A Fulbright Scholar who served with the Tuskegee Airmen in WWII, Emmett integrated the Berkeley Fire Department as its first black fireman while earning a Ph.D. at the University of California; taught economics at Cornell as the only black assistant professor; and was a governor of the Federal Reserve from 1979-1986. A Radcliffe graduate, Lois was a former VP of the College Board and chaired an advisory council of the National Science Foundation. High School College Years: At the elite private girls school that Rice attended, she was nicknamed Spo (short for Sportin); she played three sports, was student council president and valedictorian. At home, the family entertained distinguished friends such as Madeleine Albright, who would later become the first female Secretary of State. At Stanford, Rice studied hard yet made her mark via political activism. To protest apartheid, she established a fund for alumni gifts with a catch - the funds could only be accessed if the university divested from companies conducting business with South Africa, or if apartheid were abolished. Professional Career: Senior foreign policy adviser to Senator Obama, 2005-08 Senior Fellow in Foreign Policy, Global Economy Development, Brookings Institution, 2002-present Senior adviser for National Security Affairs, Kerry-Edwards campaign, 2004 Managing Director Principal of Intellibridge International, 2001-02 Management consultant, McKinsey Company, 1991-93 Clinton Administration: Assistant Secretary of State for African Affairs, 1997-2001 Special Assistant to the President Senior Director for African Affairs, National Security Council (NSC), 1995-97 Director for International Organizations Peacekeeping, NSC, 1993-95 Political Career: While working on the presidential campaign of Michael Dukakis, an aide encouraged Rice to consider the National Security Council as a future career path. She began her stint with the NSC in peacekeeping and was soon promoted to senior director for African affairs. When she was named Assistant Secretary of State for Africa by President Bill Clinton at age 32, she became one of the youngest ever to hold that position. Her responsibilities included overseeing the actions of more than 40 nations and 5000 foreign service officials. Her appointment was regarded with skepticism by some US bureaucrats who cited her youth and inexperience; in Africa, concerns over cultural differences and her ability to deal effectively with traditional African male heads of state were raised. Yet Rices skill as a charming but firm negotiator and her unflagging determination have aided her in difficult situations. Even critics acknowledge her strengths; one prominent Africa scholar has called her dynamic, a quick study, and good on her feet. If confirmed as US ambassador, Susan Rice will be the second-youngest ambassador to the UN. Honors Awards: Co-recipient of the White House’s 2000 Samuel Nelson Drew Memorial Award for distinguished contributions to the formation of peaceful, cooperative relationships between states. Awarded the Chatham House-British International Studies Association Prize for the most distinguished doctoral dissertation in the UK in the field of International Relations. Personal Life: Susan Rice married Ian Cameron on September 12, 1992 in Washington, DC; the two met while at Stanford. Cameron is executive producer of ABC Newss This Week with George Stephanopoulos. The couple have two young children. Sources: Berman, Russell. Meet Obamas Tenacious, Take Charge Dr. Rice. NYSun.com, 28 January 2008.Brant, Martha. Into Africa. Stanford Magazine at Stanfordalumni.org, January/February 2000.Brookings Experts: Senior Fellow Susan E. Rice. Brookings.edu, retrieved 1 December 2008.Emmett J. Rice, Education of an Economist: From Fulbright Scholar to the Federal Reserve Board, 1951-1979. University of California Black Alumni Series, transcript of an interview conducted 18 May 1984.Stanford Alumni: Black Community Services Center Hall of Fame. Stanfordalumni.org, retrieved 1 December 2008.Times Topics: Susan E. Rice. NYTimes.com, retrieved 1 December 2008.WEDDINGS; Susan E. Rice, Ian Cameron.  New York Times, 13 September 1992.

Palm Overview Essay Example | Topics and Well Written Essays - 1250 words

Palm Overview - Essay Example This paper is prepared with the objective of providing a clear understanding regarding the strategic position of Palm Inc. The paper includes mission and vision of the company. In addition to these the paper also contains the strengths, weaknesses, threats and opportunities of Palm Inc. Palm Inc. California based Palm Inc was established in the year 1992. Till July, 2005 the company was known as PalmOne Inc. (Business Week, No Date). The company provides mobile products to its individual as well as business customers who are spread throughout the world. It is popular for offering integrated technologies that allow people in staying connected with friends, families and colleagues. Thanks to these technologies, customers of Palm Inc. are enabled to share and access all the important and latest information and hence manage their everyday lives more effectively. The company employs almost 1000 people (Business Week, No Date). Current Situation Mission & Vision During the early days Palmà ¢â‚¬â„¢s main mission was to become a leader in the software market for handheld computers as well as for various other communication devices (Butter & Pogue, 2002). With the passage of time, the company has broadened its view. It has thought beyond becoming a leading software maker in the world of handheld computer. At present, the company’s vision is improving and enhancing the daily lives of individuals and organizations. The company aims to enable it’s customers to access and share any type of information through various advance mode of communication at any time from anywhere in the world (Tiffany & Peterson, 2007). Strengths Palm Inc. is mainly known for smart phones. It is one of the leading names in the world of ‘Personal Digital Assistants’ (Ogg, E. 2010). The company has an exclusive brand identity due to its strong presence in the market of handheld computers. In fact there was a time when the company used to dominate also 70% of the handheld com puter market in US (Ogg, E. 2010). As a result, it can be said that the company has reasonably strong brand image in the mobile communication market. After being acquired by a big company like HP, Palm is certainly in a better position now. HP is known to be one of the biggest companies in the computer manufacturing industry. It has strong presence in all the major PC markets in the world. Palm is expected to get all the possible financial support from HP to complete its major projects. Furthermore, the excellent brand image of HP is likely to help the company in the process of selling its products in the global markets. Palm Inc deals with high end technologies and it has enough technical expertise to challenge the big brands like Apple, Microsoft and Google. With the help of HP, the company can improve its technological base and come up with new advanced high end products for its customers. The famous webOS of Palm is still one of the best operating systems that are ever designed specifically for various mobile applications. The company is also famous for the creation of Pre which is considered as one of the best smart phones in the world (Saitto and Levy, 2010). Weaknesses Palm Inc., one of the most innovative companies in the high end computer

Flying Dry - Air Tahoma Fuel Starvation Research Paper

Flying Dry - Air Tahoma Fuel Starvation - Research Paper Example One type of turbine engine error that may occur is fuel starvation. This type of failure occurred in the August 2004 crash of the Air Tahoma Flight 185, in which the Convair 580 twin engine turboprop was destroyed on impact only one mile short of the runway, resulting in the death of the first-officer and damage to surrounding property (Aircraft Accident Report). The history and details of the Air Tahoma Flight 185 crash, the cause of the accident, and the relevance to current safety issues are each important in learning from this crash and taking preventative measures against this type of incident in the future. Air Tahoma, a spin-off from Cool Air, Inc., was a Columbus based father-son operated company that was looking to grow and expand its current fleet of thirteen turboprops. Like many small and ambitious companies before them, there is some speculation that in the hurry to expand critical safety checkpoints may have been relaxed. The company had recently contracted with DHL as freight parcel delivery company, and Flight 185 was scheduled for a routine roundtrip flight from Memphis to Cincinnati/Northern Kentucky International Airport when the crash occurred (Pilcher, 2004). The company had previously had several run-ins with federal safety inspectors before the crash, as records show, including citations for maintenance problems three times in the previous four years, including one resulting in a $5000 settlement for problems in providing an airworthy aircraft by the company (Pilcher, 2004). Air Tahoma operated two types of twin turboprop planes, the Convair 240 and the Convair 580 (Pilcher, 2004). Unlike the much larger much larger Boeing 727s, DC-8s and Airbus 300s operated by the main local carrier for DHL at the time, Astar Air Cargo, these are small aircraft capable of holding only fifty-six passengers, but more commonly used for transport (Frawley, 1998). These aircraft are converted from the original

Multinational Apparel Specialist Retailer Marketing Essay

Multinational Apparel Specialist Retailer Marketing Essay HM Hennes Mauritz AB HM or the group, founded in 1947 and headquartered in Stockholm, Sweden, is a multinational apparel specialist retailer and famous for its fast-fashion clothing for men, women, teenagers and children (Larenaudie, 2004). Besides the companys primary and eponymous chain, the group also operates through four independent brands: Collection of Style (COS), Monki, Weekday, and Cheap Monday (HM, 2011a). Growing with the business concept to offer fashion and quality at the best price, by the end of 2011, the group has grown one of the largest global apparel retailers with presence in 43 markets and nearly 2500 stores (HM, 2011a). HM operates within only a single segment: sale of clothing and cosmetics (MarketLine, 2012), which locates the company as a fast-fashion retailer in global apparel industry. High level of rivalry among competitors has been witnessed within the global apparel industry. And the fluctuating price of raw materials, unpredictability of fashion trends and increasing demand of real-time update from consumers also pose challenges towards fashion retailers. However, HM, as one of the fast-fashion pioneers, has an outstanding and steady performance over the years. There are various factors contributing to HMs outstanding performance. Combined with the industrys key success factors, it is essential for a fashion retailer to balance cost efficiency with differentiation, have strong brand-consciousness and global expansion. Also, the continuously heated corporate social responsibility (CSR) issue remains the key to HMs success. Therefore, this dissertation aims to achieve three goals: To analyse HMs performance based on the global apparel retailing industrys key success factors To competitively analyse HMs position against its competitors, especially Zara (Inditex Group) To reach recommendations for the companys future strategy This chapter serves as a general overview of the paper and aims to help readers with the guideline of thoughts in the dissertation. Chapter Two discusses literature review and methodology. Chapter Three focuses on analysis of global apparel retailing industry with Five Forces Analysis, PESTLE Analysis and Key Success Factors of the industry. Chapter Four is the main analysis of HM, starting based on four key success factors: cost efficiency; brand-consciousness; global expansion; and CSR, followed by competitive positioning of the company, financial analysis, SWOT analysis, and ending with recommendations. Chapter Five is the conclusion of the dissertation. Due to personal limitation of knowledge and reach of resources, several parts of discussions in the dissertation could not be conducted in-depth. No dependable survey and data collections have been conducted due to personal limitation of time and financial support. The dissertation is mainly based on figures and data collected from second-hand resources. Chapter 2: Literature Review and Methodology Literature Review This section serves as a theoretical support for the validity of the analysis of global apparel retailing industry in Chapter Three and analysis of HM in Chapter Four. Industry Analysis The analysis of global apparel retailing industry is conducted with Five Forces Analysis (Chapter 3.2), PESTLE Analysis (Chapter 3.3) and Key Success Factors (Chapter 3.4). Five Forces Analysis developed by Michael Porter illustrates five factors determining the level of competition and profitability within an industry (Grant, 2010). The framework is widely used in industry analysis and is conducted by analysing five sources of competitive pressure: buyer power, supplier power, new entrants, substitutes, and rivalry (Grant, 2010) (see Figure 1). Figure 1: Porters Five Forces framework (Grant, 2010) PESTLE Analysis is a framework to clarify and discuss the external macro-environment that affects an industry which stands for Political, Economic, Social, Technological, Legal, and Environmental factors (Nejati et al, 2008). Key Success Factors of an industry is identified by analysing the factors that help a firm survive and thrive within the market environment (Grant, 2010). By analysing two main criteria what do customers want and how does firm survive competition the shared key elements of customer desire and the nature of rivalry could be identified (Grant, 2010) (see Figure 2) Figure 2: Identifying Key Success Factors (Grant, 2010) Combining Five Forces Analysis with PESTLE Analysis, industry environment could be discussed in details in Chapter Three. After the analysis of industry environment, key success factors will be reached by the model to serve as the basis for company analysis in Chapter Four. Marketing Mix Marketing mix model, also known as the 4Ps, is the combination of Price, Product, Promotion and Place, adopted by companies to explore their unique selling points (McCarthy, 1960) (see Figure 3). Figure 3: Marketing Mix 4Ps (McCarthy, 1960) By employing marketing mix model in Chapter 4.2, the unique marketing combination of HM has been analysed. International Product Life Cycle Theory The product life cycle (PLC) theory explains the basic development of products and motivations for international trade (Ajami Goddard, 2006). The theory describes four discrete stages in a product life cycle: introduction, growth, maturity, and decline (Vernon, 1966) (see Figure 4). Figure 4: Product Life Cycle Theory (Vernon, 1966) The PLC theory has been widely adopted in analysis of international business and trade (Ajami Goddard, 2006). In Chapter 4.2 and Chapter 4.4.1, the theory has been used in explaining HMs product and market select and entry in global expansion progress. Uppsala Model The Uppsala Model suggests that a companys global expansion is a gradual process reliant on market knowledge and incremental decisions (Johanson and Vahlne, 1977; Frynas Mellahi, 2011). The theory is based on the assumption that firms expand globally with logical steps, based on the gathered information from foreign markets, which will lead to greater involvement of market commitment to more international business activities (Johanson and Vahlne, 1977; Frynas Mellahi, 2011). The model is based on two steps. First, when starting foreign market selection and entry, firms normally start expanding to neighbouring countries or countries with small psychic distance (Frynas Mellahi, 2011). Then after gathering experiential market knowledge, the firm expand to foreign markets step by step (Frynas Mellahi, 2011). Figure 5: Uppsala Model (Frynas Mellahi, 2011) The Uppsala Model helps understand a companys choice and plan in international market selection and mode of entry. In Chapter 4.4, Uppsala Model is employed to better illustrate the global expansion strategy of HM. Corporate Social Responsibility The European Commission defines Corporate Social Responsibility as: A concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis (Commission of the European Communities, 2001) The importances of CSR has been analysed by Porter and Kramer (2006) as follows: Figure 6: Importance of Corporate Social Responsibility (Porter and Kramer, 2006) In Chapter 4.5, the theory has been used to discuss and analyse HMs involvement in CSR activities and its effects. Market Positioning A firm can achieve its competitive advantages in either of two methods: either it can supply an identical product or service at a lower cost or it can supply a product or service that is differentiated in such a way that the customer is willing to pay a price premium that exceeds the additional cost of the differentiation (Grant, 2010), which defines two different approaches to achieve competitive advantages: cost leadership and differentiation. Combining the two approaches with the firms competitive scope either industry-wide or single segment Michael Porter has defined generic strategies as follows (Grant, 2010) (Figure 7): Figure 7: Porters Generic Strategies (Porter, 1980) And a firm should focus on either one of the strategies above and avoid stuck in the middle (Porter, 1980). By defining the firms strategy of achieving competitive advantages, the firm could be positioned in the market. Market positioning is about where you are located in the marketplace, largely as judge by customers, compared to the rest (Piercy, 2009) In Chapter 4.6.1, the market positioning theory has been used to analyse HMs competitive positioning within the market and serve as basis to comparative analysis against its competitors. Methodology As to the methodology of this dissertation, phenomenological paradigm is adopted due to the explanatory and descriptive nature of the analysis. Qualitative approach is implemented in the dissertation for that quantitative method requires the collection and interpretation of abundant accurate primary data to make sure reaching reliable conclusions, while the analysis of HM largely depends on secondary data and research group releases and third party opinions. Due to the limitation of my personal knowledge, further research might be needed for more accurate information to be acquired. Chapter 3: Industry Analysis HM operates within only a single segment: sale of clothing and cosmetics (MarketLine, 2012), which locates the company as a fast-fashion retailer in global apparel industry. The following chapter examines the industry with an overview, Five Forces Analysis, PESTLE Analysis and then comes up with Key Success Factors of the industry. 3.1 Industry Overview The apparel retail industry consists of the sale of menswear, womenswear, childrenswear, clothing accessories, hosiery and footwear within the global market including North America, South America, Western Europe, Eastern Europe, MEA and Asia-Pacific (MarketLine, 2012). Figure 8: Industry Overview of Global Apparel Industry (MarketLine, 2012) The global clothing retailing industry has witnessed moderate growth in recent years. In FY2011, the total revenue of the industry had reached $1175.4 billion, a 2.7% growth between FY2007 and FY2011 (Figure). In all categorical segments, the womenswear segment remained most profitable in FY2011, representing 51.1% of the total value of the industry (Euromonitor International, 2011). Figure 9: Global Apparel Retail Industry Value; Global Apparel Retail Industry Geography Segmentation (MarketLine, 2012) 3.2 Five Forces Analysis As introduced in Chapter 2.1.1, the market will be analysed from five aspects: buyer power, supplier power, substitutes, new entrants and degree of rivalry. The analysis will take individual consumers as key buyers, manufacturers and wholesalers as key suppliers, and other retailers as players. Figure 10: Forces driving competition in the global apparel retail industry (MarketLine, 2011) 3.2.1 Buyer Power In global apparel retail industry, buyers are mostly individual consumers. As clothing has been recognised as symbols of fashion taste and social status, buyer power is weakened by design patterns and branding of a retailer (Bhardwaj and Fairhurst, 2010). However, the low switching costs of consumers strengthen buyer powers due to various choices on market. Furthermore, apparel retailers are at the end of the value chain. In a market where fashion trends change quickly and unpredictably, they have to offer buyers as demanded. This enhances buyer power. Overall, buyer power in this industry is assessed as moderate. 3.2.2 Supplier Power Major suppliers in the industry are clothing manufacturers and wholesalers, which are normally small to medium sized firms (MarketLine, 2011). In most countries, the supplier sector is fragmented because of the absence of diversity among suppliers (MarketLine, 2011). And further fragmentation is made by the retailers ability to outsource from foreign countries, especially from low-wage and labour-intensive regions such as China and India (Deloitte, 2011). However, the law of national minimum wage in some countries raises the labour power of suppliers. So overall, supplier power is assessed as moderate. 3.2.3 New Entrants Moderate growth has been witnessed in global apparel industry, making less people attracted to the market. However, with low barriers to entry and low requirement to start up a business in the industry, there are high possibilities for individuals to enter. And low switching costs for consumers and lack of variety in product differentiation in the market is beneficial for new entrants to compete. However, in some countries (e.g. the US) the market is majorly occupied by some large corporations from scale economies and strong buyer power (MarketLine, 2011). Regulation in the industry has remained little but recently corporate social responsibility issues have been heated among consumers (Idowu Filho, 2008). These factors prove that new entrants are strong threats. 3.2.4 Substitutes There are no substitutes for apparel. However, major substitute for retailing is to buy clothes directly from manufacturers (Zentes et al, 2011). This option is strengthened by the increase of online stores. Online shopping has been increasingly accepted by consumers (Peck et al, 2011). And by running online fashion stores, large amount of overhead could be avoided. There are still niche substitutes like home-made and couture clothing, or second-hand clothing (MarketLine, 2011). However, substitute threats are assessed as weak. 3.2.5 Degree of Rivalry The global apparel clothing industry is considered as fragmented (Jones, 2006). There are large numbers of small size retailers with the same product differentiation. And with increasing number of retailers expanding products to accessories and other diversities, rivalry in the industry has been intensified. With a moderate growth and low requirement of market entry, a high degree of rivalry has been resulted. In conclusion, the global apparel retailing industry is fragmented with moderate growth, weak threat from substitutes, moderate buyer power and supplier power. Low barrier to entry and low requirement for entrants have resulted in strong threats of new entrants and further led to high degree of rivalry. 3.3 PESTLE Analysis As discussed in Chapter 2.1.1, the macro-environment of the industry is analysed by PESTLE analysis regarding political, economic, social, technological, legal and environmental aspects (Grant, 2010). Political As for global apparel retailers, legislations vary among different countries and areas (Cobra, 2011). Every retailer in the industry must follow government regulations regarding goods and labour (Graham Richardson, 1997). And the political stability is also crucial for fashion retailers as it would directly affect their sales situation and asset safety (Aspers, 2010). Economic For fashion apparel retailers, economic trends are crucial for their strong impacts on consumer behaviours and purchasing powers. For example, in 2011, the global economic recession had negative effects on fashion retailers (Euromonitor International, 2011). Because consumers with lower disposable income regard clothing as functional item, while with higher disposable income branding became important as a symbol of social status and fashion taste (MarketLine, 2012). Price fluctuation of raw materials cotton price for apparel retailers has significant impacts on the industry (MarketLine, 2012). Interest rates also would affect sales and high interest rates lead to difficulties to trade overseas (Arnold, 2010). Moreover, currency situation is important as the exchange rate influences the value and trades of retailers (Browne, 2000). Social Increasing attentions from public have been focused on corporate social responsibilities (CSR) of apparel retailers, mainly regarding labour conditions, such as protection of workers rights, maintaining safe working conditions, reasonable wage and no child labours (Idowu Filho, 2008). Also, for global fashion retailers, cultural differences between counties are crucial due to different fashion trends, consumer behaviours, or local customs. Technological The development of technology has enabled global apparel retailers with e-commerce and international trade more effectively (Euromonitor, 2011). And with the implementation of high technology, supply chain has changed significantly with global outsourcing, real-time update, and continuous replenishment (Lopez and Fan, 2009). Moreover, online shopping has been increasingly accepted by consumers, which initiated a new channel for retailers to cut costs by less middlemen and no store rent (Peck et al, 2011). Law Global apparel retailers need to follow different government legislation regarding employment and production (Graham Richardson, 1997). For instance, in some countries, such as the UK, there is national minimum wage to protect employees rights (Low Pay Commission, 2011). And tariffs from international trade are also important for international retailers to abide by. Environmental Environment protection has remained a heated issue among apparel retailing industry, especially issues like chemical restrictions and pollutions during production (Euromonitor International, 2011). It is also crucial for retailers to save energies and materials and reduce environmental impacts during product life cycle (PLC) (Chapter 2.1.3). From the above analysis, global apparel industry largely depends on political stability, government legislation, high-technology, public relations. And fluctuating price of source remains a major challenge to apparel retailers. 3.4 Key Success Factors As introduced in Chapter 2.1.1, Key Success Factors of apparel retail industry is analysed with the Grant model by examining the demand and competition of the industry as following Figure 11: Identifying Key Success Factors of Global Apparel Retailing Industry (Grant, 2010) Therefore, from the analysis above, for a global apparel retailer, cost efficiency is one of the crucial factors for that low cost ensures profitability and efficiency indicates fast responding time to meet demand, allowing fashion and quality at the best price (HMs business concept, HM, 2011a). Brand strategy also plays a key role in apparel retailers success as it facilitates customer loyalty. Differentiation of style in fashion industry positions the companys competitiveness and brand image in the market. Global expansion strategy of an apparel retailer is also essential as choices of global markets and international strategy decide retailers future development, global presence and even profitability (Deloitte, 2011). The continuously heated issue of corporate social responsibility also remains the key to companys brand image among public and future growth. It plays a vital role in companys success due to the heated social issue of environmental protection and labour conditions (I dowu Filho, 2008) In the following chapter, the company will be analysed starting based on key success factors to seek for unique interpretation of HMs performance. Chapter 4: Analysis of HM This Chapter is mainly focuses on analysis of HM, starting by analysis based on four key success factors of the industry, followed by competitive positioning analysis, financial analysis, and SWOT analysis, and ended with recommendations. 4.1 Operations Strategy HMs business concept is to offer fashion and quality and the best price (HM, 2011a). To make sure the company follows the leading fashion trends, quality of designing and lead time of distribution are important (Slack et al, 2010). And the offer of best price needs to rely on the basis that cost from each stage has been minimised. 4.1.1 Reduction of Costs Cost-consciousness at every stage remains the key to HMs operations (ZavrÃ…Â ¡nik, 2007). To achieve the growth target with offering best price, HM has a professional buying team (HM, 2011a). The company arranges its buying activities according to decisions from design team (MarketLine, 2011). The buying team achieves lowest cost by purchasing in bulk with the right products from the right market (ZavrÃ…Â ¡nik, 2007). With no factories itself, the company outsources its product manufacturing to approximately 700 suppliers, mostly in Asia and Europe (HM, 2011a). The manufacturing locations are divided by the level of fashion-sensitiveness: the fashion-sensitive collections are normally manufactured within Europe to cut the lead time while the cost-sensitive and sustainable collections are produced in Asia to allow the lowest possible price and achieve economies of scale (HM, 2011a). Furthermore, HM focuses on building long-term relationships with suppliers and manufacturers (HM, 2011a). HM does not own any factories (HM, 2011a), so quality control over the whole process might be a problem. Due to fast responses to fashion trend, there is usually not enough time to perform detailed quality control. Therefore the company has been involved in accusation of poor quality. So, dependable suppliers could not only provide HM with lowest price, but also ensure the quality of products from long-term cooperation and mutual understanding. Moreover, as a fast-fashion retailer, HM has lead time from weeks up to six months (HM, 2011a), which is slower than its strongest competitor Zara (Inditex Group) of maximum 14 days. However, faster responses indicate higher cost, HM focuses on reduction of cost and achieves balance between fast-fashion and price, allowing averagely 30% 50% lower price than Zara (Larenaudie, 2004) 4.1.2 Speed of Responses HM holds the point that the right lead time should be balanced between price, time and quality instead of pursuing merely short lead time (Euromonitor, 2012). However, as a fast-fashion retailer, quick responding to fashion trends, consumer demand and other market changes is still key for the company (Grant, 2010). The company achieves fast responses by integrating downstream and being efficient at every stage (HM, 2011a). HM has a professional design team. The in-house design team, headquartered in Stockholm with over 150 internal designers, focuses on combining inspirations and information from multiple resources such as news, travelling, streetstyle and various exhibitions and catwalks (J.P.Morgan, 2012). This cross-functional designing could ensure the quick response to market change. High technology has also been used by HM to ensure the speed and efficiency of supply chain and enable changes could be made quickly enough and design agreement then could be fasten (Bruce and Daly, 2006). HM has conducted top-class computerised design software and built common IT platform that enables quick information exchange between the process of designing, production and warehouse. The group set only limited stocking area in each store to keep maximum area for display. So the replenishment needs to be backed up by effective distributions according to the daily sales. The immediate sales data communication serves as a strong basis for fast response and efficiency at every stage. With this in-house design and outsourced production process, HM claimed that their lead time could range from weeks to up to six months: fashion-conscious within weeks and sustainable and classics could be months (HM, 2011a), achieving balance between price, quality and time. 4.2 Marketing Mix Strategy After analysing the cost and efficiency strategy of the company, marketing strategy will be analysed first with the companys unique marketing mix (Chapter 2.1.2). Price HM makes effort to differentiate its brand image from other fast-fashion retailers with competitive low price (ZavrÃ…Â ¡nik, 2011). The company makes efforts to offer best possible price in spite of fluctuating costs of raw materials. However, the price range of HM products varies according to designs, current interest rates, and tariffs (Larenaudie, 2004). Product Clothing is the main product for HM. The company offers a wide range of designs for clothing, from classics to basics, to designs following the latest fashion trends. In addition, HM expands product mix to make the most of sales opportunities, such as make-up and costume jewellery at competitive prices, and home furnishings for young households (Euromonitor, 2011). Furthermore, as fashion trends intertwined (Steele, 2011), the new sustainable collection and classics collection enable a longer Product Life Cycle (Chapter 2.1.3) to maximise the design and avoid quick decline. Promotion Marketing promotion is crucial for apparel retailers to build the brand image (Cooklin, 2006). Various methods could be adopted, such as advertising, social media presence, personal selling, publicity, presentations (Cooklin, 2006). For HM, inviting guest designers has been a major attraction to customers (Euromonitor International, 2011). Also, HM has two major fashion seasons annually spring season and autumn season, and two sales season summer sales and the Christmas and New Year season (HM, 2011a). The two sales seasons promote products and attracts more customer visits with even lower prices. Place HM has strong global presence with over 2500 stores by the end of 2011 (MarketLine, 2011). However, the majority of HMs store-based apparel sales come from Europe, with Germany contributing the most, followed by the UK and France (Euromonitor International, 2011). In addition, HM has a growth target to increase the number of stores by 10% to 15% every year (HM, 2011a). But the company does not own any store facilities. By renting store premises the company could achieve flexibility to the best level and make sure store locate at the best possible position. And the company has leading distribution system enabling continuous replenishment based on real-time update sales data (Bruce and Daly, 2006). 4.3 Brand and Multi-Channel Strategy In the fashion retail industry, brand image is crucial in building customer loyalty (Bhardwaj and Fairhurst, 2010). HM is the most important brand for the group and enjoys strong presence internationally. With only limited investment in advertisement on TV, HMs collections with famous guest designers and celebrities have been the major hit to attract customers. From Karl Lagerfeld for HM in 2004, M by Madonna in 2007, Jimmy Choos shoes and bags in selected stores in 2009, to the exciting autumn hit Versace for HM in 2011 and Marni at HM in 2012, the guest collections fully showed attraction to customers, which interlink the price-conscious brand together with great design and quality (Euromonitor, 2011). As a mass-production fashion retailer, HM could raise brand impacts globally by cooperation with celebrities and famous brands to create the feeling of luxury and limit edition for its own customers. By collaboration with HM, luxurious brands could open up customer market with lower disposable income. Figure 12: Images of HMs Collections by Guest Designers and Celebrities (Versace, Madonna, Jimmy Choo) (HM Annual Report) In addition, HM sells not only through store premises, but also over the internet and catalogue books, which with brand strategy, composes together HMs multi-channel strategy. HM has made positive progress by promoting limited online sales globally allowing consumers in areas with no HM stores to purchase online, which boosts global brand image for HM and generates sales (MarketLine, 2011). The company also produces own online webzine HM Life, linking to its online stores and fashion items with latest trends (Euromonitor International, 2012). Furthermore, HM has successfully combined social media strategy to build up its brand and customer loyalty with Facebook page, twitter account, YouTube account and special online social hub (MarketLine, 2011). For example, HMs Facebook page has competitive engagement rate of 2% (likes, comments, share, etc.). And the presence of free smartphone app for its brand is available to keep customers update with new products and sales. Figure 13: Images of HMs Social Media Network: Facebook Page, Twitter Page and Youtube Page (HM, 2012) With the success of clothing, HM further extend the product range to maximise sales opportunities by selling low cost make-up and jewellery and home furnishing (MarketLine, 2011). Following Inditex, the group has transferred into multi-brand channels. Besides HM, the group also has four independent brands, namely COS, Monki, Weekday and Cheap Monday, allowing the company expand its network further and avoiding saturation in European market (Euromonitor, 2011). However, these brands still only have limited presence globally. 4.4 Domestic and Global Strategy With a unique strategy and clear brand identity, a fashion retailer should then develop its global expansion for further growth. The global expansion strategy and process could be better illustrated with Uppsala Model theory (Chapter 2.1.4). 4.4.1 Market Selection and Entry HM, headquartered in Sweden, started expansion into neighbouring countries Norway (1964) and Denmark (1967) (MarketLine, 2011), and followed by entering other countries and regions (Chapter 2.1.4) (Appendix 1). As introduced in Chapter 2, similar culture or shared borders could all reduce psychic distances between foreign customers and can encourage the companys global expansion (Ghemawat, 2001). Western Europe still witness HMs majority of sales growth, which shows the effects of shorter psychic distances. Following Uppsala model (Chapter 2.1.4), after gathering market knowledge and analysis of potential growth, the company entered global market by acquisitions and with greater levels of market commitment (Appendix 1). With an ambitious growth target of 10% to 15% increase in store numbers every year (HM, 2011a), the company strategically selected global markets and made effort to expand globally step by step. Gradually, the brand established its global name among consumers. However, the dominance of Western Europe leaves HM reliant on this region (Euromonitor, 2011). Economic recession within the Eurozone could influence the sales directly, and saturation would limit HMs further growth potential. At the meantime, the apparel industry in other districts prospers, especially Latin America, with a forecast sales value growth of 25%, where HM is absent (Euromonitor, 2011). Eastern Europe and Asia Pacific is also forecast with high sales value growing potential of 32% and 33% respectively (Euromonitor, 2011). 4.4.2 Domestic Strategy After selection and entry into global market, HM has witnessed strong global growth. Compared with international market, domestic market has moderate performance. However, headquartered in Sweden, HM still possesses large portion of market share (Euromonitor, 2012). The companys sales growth in Sweden remains steady (Figure 14). With strong purchasing power, consumers in Sweden tend to buy clothes for enjoyment over necessity. Most of sales were conducted in store purchasing over the past five years (Figure 1