H&M is a global Swedish fashion and design apparel retailer founded in 1947. It’s one of the world’s leading fashion companies reaching customers across the globe with over 4’800 stores worldwide and a strong online presence. It features nine clearly defined brands which ensure that H&M satisfies various customer needs and segments around the world. H&M’s overall strategy for growth is to expend their network of physical stores – especially in emerging markets – as well as web shops in order to enhance their customer’s seamless shopping experience through modern technology, digital innovation and social media platforms.
Table of Contents
1. H&M Scandal: „Coolest Monkey in the Jungle“ advertisement (Bad Strategy)
1.1 The H&M Group
1.2 H&M: Facts and Figures
1.3 Scandal of the “Coolest monkey in the jungle” hoodie advertisement
1.4 Reasons for the worldwide outrage
2. Consequences of the scandal for H&M
3. Strategic move – Why was the ad a bad strategy?
3.1 Inside H&M – guidelines, policies, values
3.2 Intended vs. Emerged strategy
3.3 Boston Consulting Group’s 5 types of strategy
3.4 Four characteristics of a bad strategy
4. H&M’s reaction to the crisis - What did they do?
5. Conclusion
Objectives & Core Themes
This document analyzes the strategic and communication failure of H&M regarding a racially insensitive advertisement campaign in 2018, evaluating the gap between the company's internal CSR values and its public output through the lens of strategic management theory.
- The intersection of global retail strategy and cultural/social responsibility.
- Analysis of crisis management and communication in the age of social media.
- Application of the "Strategy Wheel" to assess internal organizational failures.
- Evaluation of "bad strategy" characteristics as defined by Richard Rumelt.
- The impact of internal structural complexity on corporate policy implementation.
Excerpt from the Book
Reasons for the worldwide outrage
So why did this advertisement of a hoodie featured by a black child model trigger such a shitstorm? The ref erence to a monkey is historically perceived as being inappropriate because of its featuring in racial and eth nic decrial. Comparing Black people to a ‘monkey’ implies a racist undertone because of its historical use for demeaning and dehumanizing people of African descent. Twitter user Volkan called the advertisement dis gusting because of its “projection of (…) neocolonial thinking” (Volkan 2018).
One can argue that the context shouldn’t be ignored in this matter. The hoodie advertisement was not a motive of a worldwide campaign but only an image in an online store of the fashion giant. Nevertheless, many social media users were stunned how nowadays it has been possible that such an ad was approved. And how none of the individuals involved in this product cycle of a global brand was aware of the implica-
Summary of Chapters
H&M Scandal: „Coolest Monkey in the Jungle“ advertisement (Bad Strategy): Introduces the H&M Group, its business model, and the specific advertisement controversy that sparked global criticism.
Consequences of the scandal for H&M: Details the immediate public, financial, and reputational backlash, including protests, store vandalism, and the termination of celebrity partnerships.
Strategic move – Why was the ad a bad strategy?: Applies analytical frameworks to diagnose why the ad occurred, focusing on organizational guidelines, intended vs. emerged strategy, and Rumelt’s criteria for bad strategy.
H&M’s reaction to the crisis - What did they do?: Examines H&M’s crisis response, their official apologies, and the immediate structural steps taken to mitigate damage.
Conclusion: Synthesizes the findings, noting that while the crisis was preventable, the company's professional recovery demonstrated effective crisis management despite the initial failure.
Keywords
H&M, Scandal, Strategic Management, Crisis Management, CSR, Racism, Social Media, Reputation, Hoodie, Bad Strategy, Corporate Responsibility, Diversity, Inclusion, Brand Identity, Organizational Communication.
Frequently Asked Questions
What is the core subject of this document?
The document investigates the strategic failure of H&M following the release of an advertisement featuring a black child wearing a "Coolest Monkey in the Jungle" hoodie in 2018.
What are the primary themes discussed?
The key themes include corporate social responsibility (CSR), strategic planning, organizational communication, crisis management, and the impact of social media on global brand perception.
What is the main objective of the analysis?
The objective is to understand how a global brand with established CSR policies failed to prevent a highly offensive campaign and how this reflects "bad strategy" as defined in management literature.
Which scientific framework is utilized?
The analysis employs the "Strategy Wheel" by Hilb and Henkel, Boston Consulting Group’s strategy types, and Richard Rumelt’s characteristics of bad strategy.
What does the main body cover?
The main body covers the facts of the incident, the subsequent public outrage, an internal strategic analysis of the error, and H&M’s crisis response measures.
Which keywords characterize the work?
The work is characterized by terms such as strategic management, crisis management, CSR, brand reputation, and corporate culture.
How did H&M justify the incident internally?
H&M acknowledged it as a failure of routine and communication, attributing it to a lack of judgment and insufficient awareness within the product cycle.
What specific consequence did the brand face in South Africa?
The brand faced violent protests and the vandalization of several retail stores, forcing H&M to temporarily close its operations in the country to ensure safety.
Did the author consider the advertisement to be a malicious act?
No, the author frames the incident as an act of negligence and poor judgment rather than a result of malicious intent, highlighting a disconnect within the company's global structure.
- Citar trabajo
- Carole G. (Autor), 2018, H&M Scandal. "Coolest Monkey in the Jungle" advertisement (Bad Strategy), Múnich, GRIN Verlag, https://www.grin.com/document/453229
