# data[].attributes.body
Primary research

Observation: Comp-shop

Survey/Interview/Focus Group

Guest speaker/Masterclass notes

Secondary research resources

Global Data

WGSN

Similarweb

Statista

Statistica

BoF

Vogue/ Vogue Business

McKinsey

Mintel Report

BOOKS

# data[].attributes.body
"Corporate social responsibility (CSR) is the idea that a business has a responsibility to the society that exists around it" (Stobierski, 2021).

# data[].attributes.attachment_link.readable_text
Until fairly recently, most large businesses were driven almost exclusively with a single goal in mind: maximizing profits.

In the past few decades, however, more business leaders have recognized that they have a responsibility to do more than simply maximize profits for shareholders and executives. Rather, they have a social responsibility to do what's best-not just for their companies, but people, the planet, and society at large.

This realization has led to the emergence of companies identifying as socially responsible. Some even carry designations or seals, such as B Corporations (B Corps), social purpose corporations (SPCs), and low-profit limited liability companies (L3Cs).

But what is corporate social responsibility, and what are the different forms it can take?

Free E-Book: How to Be a Purpose-Driven, Global Business Professional

Access your free e-book today.
DOWNLOAD NOW
What Is Corporate Social Responsibility (CSR)?

Corporate social responsibility (CSR) is the idea that a business has a responsibility to the society that exists around it, according to the online course Sustainable Business Strategy.

Firms that embrace CSR are typically organized in a manner that empowers them to act in a socially responsible way to positively impact the world. It's a form of self-regulation that can be expressed in initiatives or strategies, depending on an organization's goals. Many organizations communicate these efforts to external and internal stakeholders through corporate social responsibility reports.

There are various examples of what "socially responsible" means from organization to organization. Firms are often guided by a concept known as the triple bottom line, which dictates that a business should be committed to measuring its social and environmental impact, sustainability efforts, and profits. The adage "profit, people, planet," known as the "three P's," is often used to summarize the driving force behind this concept.
Check out our video on corporate social responsibility below, and subscribe to our YouTube channel for more explainer content!

Types of Corporate Social Responsibility

CSR is traditionally broken into four categories: environmental, philanthropic, ethical, and economic responsibility.

1. Environmental Responsibility

Environmental responsibility is the belief that organizations should behave in as environmentally friendly a way as possible. It's one of the most common forms of CSR. Some companies use the term "environmental stewardship" to refer to such initiatives.

Companies that seek to embrace environmental responsibility can do so in several ways:

Reducing harmful practices: Decreasing pollution, greenhouse gas emissions, the use of single-use plastics, water consumption, and general waste

Regulating energy consumption: Increasing reliance on renewables, sustainable resources, and recycled or partially recycled materials

Offsetting negative environmental impact: Planting trees, funding research, and donating to related causes

2. Ethical Responsibility

Ethical responsibility is concerned with ensuring an organization is operating in a fair and ethical manner. Organizations that embrace ethical responsibility aim to practice ethical behavior through fair treatment of all stakeholders, including leadership, investors, employees, suppliers, and customers.

Firms can embrace ethical responsibility in different ways. For example, a business might set its own, higher minimum wage if the one mandated by the state or federal government doesn't constitute a "livable wage." Likewise, a business might require that products, ingredients, materials, or components be sourced according to free trade standards.

In this regard, many firms have processes to ensure they're not purchasing products resulting from slavery or child labor.

3. Philanthropic Responsibility

Philanthropic responsibility refers to a business's aim to actively make the world and society a better place.

In addition to acting ethically and environmentally friendly, organizations driven by philanthropic responsibility often dedicate a portion of their earnings. While many firms donate to charities and nonprofits that align with their missions, others donate to worthy causes that don't directly relate to their business. Others go so far as to create their own charitable trust or organization to give back and have a positive impact on society.

4. Economic Responsibility

Economic responsibility is the practice of a firm backing all of its financial decisions in its commitment to do good. The end goal isn't just to maximize profits, but also to make sure the business operations positively impact the environment, people, and society.

What Are the Benefits of Corporate Social Responsibility?

Most firms embrace CSR due to moral convictions, which can result in several benefits and important social change.

CSR initiatives can, for example, be a powerful marketing tool, helping a company position itself favorably in the eyes of consumers, investors, and regulators. These initiatives can also improve employee engagement and satisfaction-key measures that drive retention. They can even attract potential employees who carry strong personal convictions that match those of the organization.

Finally, CSR initiatives inherently force business leaders to examine hiring and management practices, where and how they source products or components, and the steps they take to deliver value to customers.

This reflection can often lead to innovative and groundbreaking solutions that help a company act in a more socially responsible way and increase profits. For example, reconceptualizing the manufacturing process so that a company consumes less energy and produces less waste allows it to become more environmentally friendly while reducing its energy and materials costs- value that can be reclaimed and shared with both suppliers and customers.
Are you interested in learning how to lead your organization toward positive change? Explore Sustainable Business Strategy online courses related to business in society-and discover how you can become a purpose-driven leader. Not sure which course is the right fit? Download our free course flowchart to determine which best aligns with your goals.

This post was updated on August 8, 2023. It was originally published on April 8, 2021.

# data[].attributes.attachment_link.title
What Is Corporate Social Responsibility? 4 Types | HBS Online

# data[].attributes.attachment_link.description
Corporate social responsibility (CSR) gets a lot of coverage, but what is it? Here are the four fundamental types of CSR you should be aware of.

# data[].attributes.headline
Corporate Social Responsibility (CSR) | Forbes

# data[].attributes.subject
Corporate Social Responsibility (CSR) | Forbes

# data[].attributes.body
"Brands with a strong sense of social responsibility build a better reputation in the eyes of the consumer". However, "that can change at any time" (Hoots, 2024).

Examples of brands failing to maintain their CSR are Budlight and Hulu. Budlight has faced scrutiny on social media after featuring a transgender influencer in their content. "The campaign didn't sit right with many conservatives, who boycotted the brand" (Hoots, 2024). The brands "revenue fell more than 10% in the U.S., and its stock fell nearly 20%. This caused a chain reaction leading to two executivestaking a leave of absence" (Hoots, 2024). Nearly half a year since the incident, the brand has not recovered financially and socially.

Another example is Hulu, which last year received bad publicity "for refusing to air Democratic campaign ads that dealt with climate change, abortion and gun control" (Hoots, 2024). This sparked backlash online, with many users trying to boycott the brand and "cancel subscriptions due to the brand's alleged political bias and censorship. And the boycott resulted in a change of corporate policy, with Disney deciding to allow political adson Hulu going forward" (Hoots, 2024).

How can brands ensure they have incorporated Corporate Social Responsibility effectively?

"Social responsibility should be woven into your mission, vision and core values", being a way of sending messages to consumers/clients (Hoots, 2024).

For the most significant impact, businesses will need to be "regularly review these goals and adjust by gaining buy-in from the public, stakeholders and employees" (Hoots, 2024).

Businesses will need to decide what is most significant for the company and build the goals accordingly. It will need to be a long-term assignment, where challenges may be faced" (Hoots, 2024).

Showing transparency is important, and businesses will need to "come up with a way to measure your significance and performance with true metrics that show which way the needle is moving" (Hoots, 2024).

# data[].attributes.attachment_link.title
Council Post: Why Corporate Social Responsibility Should Drive Your Organization

# data[].attributes.attachment_link.description
We’re seeing just how impactful corporate decisions can be to consumers, making this an ideal time to strategically align your brand ethics.

# data[].attributes.body
"The Sustainable Development Goals (SDGs), also known as the Global Goals, were adopted by the United Nations in 2015 as a universal call to action to end poverty, protect the planet, and ensure that by 2030 all people enjoy peace and prosperity" (UNDP, 2024).

They work to "balance social, economic and environmental sustainability". Furthermore, they are "designed to end poverty, hunger, AIDS, and discrimination against women and girls" (UNDP, 2024).

These 17 sustainable development goals are:

1. No poverty (Eradicating poverty in all forms)

2. Zero hunger (End all forms of malnutrition and hunger)

3. Good health and well-being (Supporting those with HIV and diseases. To increase life expectancy and prioritise the mental and physical health of people)

4. Quality education (All boys and girls can attend free primary and secondary school)

5. Gender Equality (End all discrimination against Women and girls)

6. Clean water and sanitation (Safe and affordable drinking water)

7. Affordable and clean energy (Investment in solar, thermal and wind power being cheap and stopping the reliance on fossil fuels)

8. Decent work and economic growth (Eradicate forced labour, human trafficking and slavery, promoting economic growth)

9. Industry, innovation and infrastructure (Promote growth of new industries and information and communication technologies)

10. Reduced inequalities (Creating policies to empower lower-income earners, and promote economic inclusion of all regardless of sex, race or ethnicity)

11. Sustainable cities and communities (Creating career and business opportunities, safe and affordable housing, and building resilient societies and economies)

12. Responsible consumption and production (Efficient management of natural resources and the disposal of toxic waste and pollutants. Encouraging industries, businesses and consumers to recycle and reduce waste)

13. Climate action (Countries to adapt to climate change and invest in low-carbon development)

14. Life below water (Manage and protect marine coastal ecosystems from pollution and the impacts of ocean acidification)

15. Life on land (Reduce the loss of natural habitats biodiversity and support global food and water security)

16. Peace, justice and strong institutions (Significantly reduce all forms of violence and work with governments and communities to end conflict and insecurity)

17. Partnerships for the goals (To enhance North-South and South-South cooperation by supporting national plans to achieve all the targets)

(UNDP, 2024).

All of these goals are aimed to be achieved by 2030, however many are off track and possibly will not be fulfilled by the near time scale.

# data[].attributes.attachment_link.readable_text
The Sustainable Development Goals (SDGs), also known as the Global Goals, were adopted by the United Nations in 2015 as a universal call to action to end poverty, protect the planet, and ensure that by 2030 all people enjoy peace and prosperity.

The 17 SDGs are integrated-they recognize that action in one area will affect outcomes in others, and that development must balance social, economic and environmental sustainability.

Countries have committed to prioritize progress for those who're furthest behind. The SDGs are designed to end poverty, hunger, AIDS, and discrimination against women and girls.

The creativity, knowhow, technology and financial resources from all of society is necessary to achieve the SDGs in every context.

# data[].attributes.attachment_link.description
The Sustainable Development Goals (SDGs), otherwise known as the Global Goals, are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity.

# data[].attributes.body
The fashion market is broken down into several sectors so that businesses can analyse data and monitor results effectively.

Data can be analysed from the following criteria's:

Product category or market

Market level

Product type

Location of market

# data[].attributes.headline
Drapers: Urban outfitters store investing

# data[].attributes.subject
Drapers: Urban outfitters store investing

# data[].attributes.body
UOs store is unlike most fast fashion brands, proving visitors with a unique store experience that has a bespoke store design with “carpenters making, cutting and carving to create unique fixtures for each shopping space” (Drapers, 2017).

# data[].attributes.attachment_link.title
Retailer Insight: Why investing in stores is the right fit for Urban Outfitters

# data[].attributes.attachment_link.description
Emma Wisden, European managing director of Urban Outfitters, explains why the company is continuing to invest in bricks-and-mortar retail to create the best experiences for its customers.

# data[].attributes.headline
Mintel: UK customer loyalty in Retailing market report 2023

# data[].attributes.subject
Mintel: UK customer loyalty in Retailing market report 2023

# data[].attributes.body
"The majority of shoppers hold memberships with between two to five different loyalty schemes, with 14% holding six or more" (Mintel, 2024).

"Points and discounts are currently the most important factors in loyalty schemes" (Mintel, 2024).

"A fifth of UK consumers would stop shopping with a retailer if they disagreed with the brand's values" (Mintel, 2024).

"If retailers can update their loyalty schemes to offer rewards for sustainable practices, such as donating unwanted clothes or recycling packaging (something that would interest 80% of UK consumers), they can demonstrate the value of their loyalty scheme and encourage consumers not to switch retailers" (Mintel, 2024).

Finding this research inspired me to evolve the Urban Outfitters recycling programme on their rewards system, as well as encouraged me to ask similar questions in a Survey I conducted.

# data[].attributes.attachment_link.title
UK Customer Loyalty in Retailing Market Report 2023

# data[].attributes.attachment_link.description
Discover the latest trends in customer loyalty in the the retail industry with Mintel's market report, featuring expert analysis from an industry expert.

# data[].attributes.body
The basic Hierarchy of the fashion brand is:

Haute Couture and Couture

High-end

Middle market

Mass Market

Value market

# data[].attributes.body
To explore business organisation across luxury, midmarket and high street to identify differences and
commonalities of organisational structures and external relationships and be introduced to global
markets to enable you to look at these sectors from a range of perspectives and consider the future of
retail environments across the identified sectors; this complements the specialist modules across the
whole course. To investigate the broader business systems and factors influencing business and
how these are shaping the relationships between consumers and brands.

# data[].attributes.body
Formative assessment presentation:

(Week 5 | due 21st Feb)

Students will present two brands of choice, research conducted, the new CSR stratergy idea and reels idea.

2 Reels and 400 words (+/- 10%) report:

(Week 12/14 | due 14th Mar / Extra time 28th March)

Produce a minium of two reels, one for each brand, being 30-60 seconds. Supported by a 400 words report.

# data[].attributes.body
Individually, students will conduct an in-depth analysis of the contemporary fashion market landscape, focusing on a comparative evaluation of two selected brands within a specific market segment. Emphasis will be placed on their existing Corporate Social Responsibility (CSR) initiatives and communication strategies, with the aim of developing innovative or enhanced one. The outcome should reflect a comprehensive understanding of the dynamic
nature of the fashion industry, focusing either on sustainable or ethical practices, in alignment with the 17 Sustainable Development Goals (SDGs) outlined by the United Nations (UN). Students are also expected to adopt a strategic business mindset, demonstrating proficiency
in crafting tailored communication strategies that effectively engage diverse stakeholders.

# data[].attributes.body
To showcase their creative and technical skills, students will a create a minimum of a Reel (of a 30 to 60 secs) for each of the chosen brands.

These deliverables (report and reels) must align with the brands’ unique personalities and effectively communicate a new CSR strategy either addressing Sustainability or Inclusivity,linking it to one or more of the 17 Sustainable Development Goals by the United Nations.

# data[].attributes.body
The three learning outcomes that will demonstrate my hardwork are: research, analysis and communication.

In terms of marketing, the following criteras must be effectively executed throughout my work:

Research

Analysis

Communication

# data[].attributes.body
After receiving excellents in my last two projects, I am to achieve an outstanding in this project.

To do this, I will need to achieve a mark between 85-100%

# data[].attributes.body
The big four Fashion cities:

London

Milan

New York

Paris

These cities are seen as having a huge influence on international fashion. This includes fashion trends, events, products and being the home country to some of the most iconic brands. Fashion capitals that don't have a high of an influence but still hold value are Berlin, Tokyo and Stockholm.

# data[].attributes.body
H&M: "Hennes & Mauritz" (Forbes, 2025).

Founded: "1947" (Forbes, 2025).

Founder: "Erling Persson" (Forbes, 2025).

Headquarters: "Stockholm, Sweden" (Forbes, 2025).

Chief Executive Officer: "Daniel Ervér" (Forbes, 2025).

Employees: "150,000" (Forbes, 2025).

Brands that are apart of H&M group: "COS, Monki, Weekday, & Other Stories, Cheap Monday, H&M Home, and ARKET" (Forbes, 2025).

Products: "Hennes & Mauritz AB engages in the sale of clothing, accessories, footwear, cosmetics, and home textiles. The company products include accessories, underwear, cosmetics, sportswear, and other apparels for men, women, and kids" (Forbes, 2025).

# data[].attributes.attachment_link.description
Hennes & Mauritz AB engages in the sale of clothing, accessories, footwear, cosmetics, and home textiles.

# data[].attributes.body
UO: "Urban Outfitters" (Forbes, 2024).

Founded: "1970" (Forbes, 2024.

Founder: "Richard A. Hayne and Scott A. Belair" (Forbes, 2024).

Headquarters: "Philadelphia, Pennsylvania, United States" (Forbes, 2024).

Chief Executive Officer: "Dick Hayne" (Forbes, 2024).

Employees: "26,000" (Forbes, 2024).

Brands that are apart of the URBN group: "The Retail segment consists of Urban Outfitters, Anthropologie, Free People, Terrain, Leifsdottir and BHLDN brands" (Forbes, 2024).

Products: "Merchandise is sold directly through stores, catalogs, call centers and web sites" (Forbes, 2024).

# data[].attributes.attachment_link.title
Urban Outfitters | Company Overview & News

# data[].attributes.attachment_link.description
Urban Outfitters, Inc. is a lifestyle retail company, which operates retail clothing stores. It operates through two reportable business segments: Retail

# data[].attributes.body
As of 2024, H&M’s CEO is now Daniel Ervér. Today, H&M has nearly 3,900 stores worldwide (3,872) and is a successful company (Global Data, 2024).

# data[].attributes.attachment_link.description
Our privacy policy explains our approach to privacy, including how we use cookies on our site. By continuing to use this site, you consent to our privacy policy and use of cookies.

# data[].attributes.body
The retailers have achieved £5.2 billion in revenue (GlobalData, 2024).

# data[].attributes.body
H&M's social traffic is spread through many countries, showing the brand has a significant global presence. These countries include the United States (17.86%), the United Kingdom (8.29%), Germany (7.24%), Poland (6.52%), Canada (5.37%) and mining from other European and Asian countries (Similarweb, 2025).

# data[].attributes.attachment_link.title
Hm.com Traffic Ranking & Marketing Analytics | Similarweb

# data[].attributes.attachment_link.description
hm.com is ranked #4 in the Lifestyle/Fashion and Apparel category and #222 Globally. Get the full hm.com Analytics data and market share drilldown here

# data[].attributes.body
According to SimilarWeb (2025), over 64% of the brands website engagement is from the United States, which may limit the brands new CSR’s ability to reach all global markets as well as affect the brands sales if North America was to face economic downfall.

# data[].attributes.body
"A company that owns several smaller businesses whose products or services are usually very different" (Cambridge Dictionary, 2025).

Some examples include LVMH, Richemont, Inditex and H&M Group.

# data[].attributes.attachment_link.description
1. a company that owns several smaller businesses whose products or services…

# data[].attributes.body
"The circular economy is a system where materials never become waste and nature is regenerated. In a circular economy, products and materials are kept in circulation through processes like maintenance, reuse, refurbishment, remanufacture, recycling, and composting. The circular economy tackles climate change and other global challenges, like biodiversity loss, waste, and pollution, by decoupling economic activity from the consumption of finite resources" (Ellen MacArthur Foundation, 2024).

With sustainability being a popular topic, brands are having to develop sustainable infrastructures into there business. The best option for brands is to aim for a circular supply chain.

# data[].attributes.attachment_link.description
A circular economy eliminates waste, circulates products and materials, and regenerates nature.

# data[].attributes.body
The four types of Corporate Social Responsibility are:

Environmental Sustainability (e.g. sustainable practices, being non-harmful to the environment)

Direct Philanthropic Giving (e.g. donations of money, time and resources to charities or organisations)

Ethical Business Practices (e.g. fair labour practices for businesses' employees)

Economic Responsibility (e.g. well informed decisions concerning overall effects on society and businesses)

(McNeal, 2022).

# data[].attributes.attachment_link.title
What area of CSR is for you? (Aka, wait a minute...there’s more than one?)

# data[].attributes.attachment_link.description
Hey there! If you’ve come to this page, it’s more than likely that you already have a deep rooted passion for Corporate social responsibility (CSR). It’s also highly likely that you are either at the cusp of beginning your new CSR career, looking to change into our wonderful field or are simply inte

# data[].attributes.body
Some examples of brands that are environmentally responsible are:

Rhode, which have are cruelty-free, have a zero-waste sheme and have reduced there environmental impact by 70%.

Tesla, promoting sustainable transportation by selling electric cars.

Pangaia produces sustainable products and uses innovative fabrics.

# data[].attributes.body
Whilst conducting my store observation, I need to observe the following key elements:

Sustainability (e.g. fabric composition, packaging and in-store messaging)

Inclusivity (e.g. size ranges, representation in marketing and employees)

Customer experience (e.g. customer service, store layout and technology integration)

Visual merchandising (e.g. window displays, focal points, seasonal storytelling, lighting and colour scheme)

Pricing and value proposition (e.g. price points and percieved value)

Competitor comparison (e.g. differentiations to other stores and market positioning)

# data[].attributes.body
Sustainability rating 3/5 stars

Price rating 2/4 (Good On You, 2024)

# data[].attributes.attachment_link.readable_text
Our "Planet" rating evaluates brands based on the environmental policies in their supply chains, from carbon emissions and wastewater to business models and product circularity. Here we rate H&M "Not Good Enough". These are a few factors influencing its score:

It uses some lower-impact materials including recycled materials.

It follows an unsustainable fast fashion model with quickly changing trends and regular new styles.

It has set a science-based target to reduce greenhouse gas emissions generated from its own operations and supply chain but there is no evidence it is on track to meet its target.

It's published a biodiversity protection policy that applies to some of its supply chain.

Workers' rights are central to our "People" rating, which assess brands' policies and practices on everything from child labour to living wages and gender equality. Here we rate H&M "Not Good Enough". These are a few factors influencing its score:

Little of its supply chain is certified by crucial labour standards that help ensure worker health and safety, living wages, and other rights.

It received a score of 71-80% in the 2023 Fashion Transparency Index.

There's no evidence it supports diversity and inclusion in its supply chain.

There's no evidence it ensures workers are paid living wages in its supply chain.

During the height of the COVID-19 pandemic, it did not disclose adequate policies or safeguards to protect workers in its supply chain from impact of the virus.

Brands' animal welfare policies and, where applicable, how well they trace their animal-derived products are the focus of our "Animals" rating. Here we rate H&M "Not Good Enough". These are a few factors influencing its score:

It has a formal policy aligned with the Five Domains of animal welfare.

It appears to use leather, exotic animal hair, and silk.

Responsible Wool Standard certifies some of the wool it sources.

Responsible Down Standard certifies the down it uses.

It doesn't appear to use fur, angora, or exotic animal skin.

It traces some animal-derived materials to the first production stage.

Based on all publicly available information we've reviewed, we rate H&M "Not Good Enough" overall.

Last updated November 2023

# data[].attributes.attachment_link.description
Our "Planet" rating evaluates brands based on the environmental policies in their supply chains, from carbon emissions and wastewater to business models and product circularity. Here we rate H&M "Not Good Enough".

# data[].attributes.body
Sustainability: 2/5 stars

UO’s current CSR strategy shows environmental responsibility, reducing its impact on the planet through recycled and recyclable packaging (GoodOnYou, 2024). Economically, UO supports sustainable brands and eco-friendly suppliers through funding and partnerships (GoodOnYou, 2024).

# data[].attributes.attachment_link.title
How Ethical Is Urban Outfitters? - Good On You

# data[].attributes.attachment_link.description
Is Urban Outfitters sustainable? See the brand’s Good On You rating, and how responsible it is for people, the planet and animals

# data[].attributes.body
The True Cost documentary notes:

Fashion affects the world's rivers, soil and CO2 output. It also increases pesticide contamination, disease and death.

The key event, the 2013 Savar building collapse, was mentioned. This incident resulted in over a thousand workers being killed from the commercial building, toppling over in Bangladesh.

It highlights how 95% of America’s fashion was made in America. In 2010, only 3% was produced in the United States.

Most of America’s clothing is made in China, Bangladesh, India and Cambodia.

Most leading brands have manufacturers that minimise costs and maximise products. This happens when brands make their multiple manufacturers compete against each other. Companies can threaten to stop working with countries if they don’t meet their financial expectations, putting jobs, money and workers' welfare at risk.

In Dkaka, Bangladeshi workers have been beaten by their employers, and police have shot Cambodian workers.

It is thought that social media has increased consumer assumptions in teenagers by pressuring them to have their own identity publicly.

What has been the main shift in how we buy our clothes over the last 20 years?

They are made in developing countries, paying workers less than the minimum. Years ago, they would be made in the country and sold with better quality materials. Clothing production has increased pollution and the world's CO2 output, harming the planet.

What is the effect of fast fashion on how we buy clothes seasonally?

It persuades people to buy more, making customers buy items they don’t need. Over time, they will end up in the landfill.

How do you think ethical sourcing could be managed?

Brands could consider having their factories that produce/grow sustainable materials. Investing in sustainable sourcing companies would also be a good start.

What quantity of clothing are we buying today compared to two decades ago?

New-ish materials are being used rather than high-quality materials because they are cheaper. Clothes do not last as long as they used to 20 years ago.

What do you think about how we buy and consume clothing/products today?

It is wasteful and has damaging effects on the environment. Even some sustainable ways of purchasing clothes, like secondhand online security shops, are because of the clothes' transposition.

Where does the responsibility lie for what happened at Rana Plaza?

It is the manufacturer's fault. They should care more for their manufacturing workers and the conditions in which they work. If they paid more, no one would have died.

How will what you have seen today influence where and how you shop?

It will make me think before shopping with fast fashion brands. I hope to look at the secondhand market for my desired item.

What part of the film you watched today has impacted you most, and what part do you think you can play in resolving some of the issues you learned about today?

The Rana Plaza incident.

What do you think the retailers could do to change things?

Increase worker's and manufacturers' wages

Have six monthly safety checks on factories and warehouses

Install safe spaces and maybe even CCTV in these places to limit the abuse of workers

Have the brand's HR visit factories

Consider more local manufacturers

Transportation with electric vehicles

# data[].attributes.headline
McKinsey & Company: Ramping up recycling

# data[].attributes.subject
McKinsey & Company: Ramping up recycling

# data[].attributes.body
Data shows that there is a demand for recycling in the industry. The advancement of recycling means that "the types of plastics that can be recycled, allowing for the creation of polymers that can be reformed and reused" (McKinsey & Company, 2022).

# data[].attributes.attachment_link.description
Advanced recycling expands the types of plastics that can be recycled, allowing for the creation of polymers that can be reformed and reused.

# data[].attributes.body
Whilst visiting my chosen brands stores in London on the 27th January, I visited two high-end brands, one of which was Burberry. Here, I identified certain differences (price scale, product quality and store experience) and looked to see if the brand had any advertisements on their sustainable efforts, which they didn’t, unlike H&M.

# data[].attributes.body
The second high-end store that I visited was Ralph Lauren, which also didn’t advertise it’s sustainable efforts. The brand provides consumers with a unique store experience, with wooden walls and vintage interior.

# data[].attributes.body
enhance customer experience

# data[].attributes.body
On Monday, the 27th of January 2025, I conducted a comp shop of H&M's flagship store. This was of their Regent Street store in London.

The store entrance features modern architecture and windows, matching the city's scenery and the other stores surrounding the area. It has brandmarks on each glass frame, with illuminated red logos, which is eye-catching, and not many other stores along Regent Street had this quality.

# data[].attributes.body
Although the store was large, there were only two window displays: a pair of clothes rails and a digital poster with a mannequin, as shown above. This window display shows minimalist fashion on both display merchandise.

Key points:

A digital poster is illuminated with bright colours that may catch the people walking by the shop's attention.

The text on the glass highlights that they have new stock, which is affordable at a starting price of £12.99.

Next to the mannequin are two plastic stands displaying a bag and a purse.

The display is professional and neat.

# data[].attributes.body
In addition to their window display, there are digital posters on the shop floor showcasing new arrivals, which are displayed closely on rails, mannequins, and tables.

# data[].attributes.body
Two floors have checkout stations, the majority being self-checkout. H&M must consider the negative impact self-checkout tills could have on the store, this includes an increase in theft and customers having a disatisfied shopping experience due to them not being served by a person. Next to the stations are stands filled with accessories and socks, which may encourage consumers to buy when checking out.

# data[].attributes.body
Throughout the store, the brands new collections are displayed closely together; all being organised and strutsured to give customers a range of clothes and accessories that all match, and can be worn together (tops, trousers, shorts, dresses, bags and shoes). By having capsule collections, H&M may secure more sales due to consumers being able to buy a full outfit.

# data[].attributes.body
Merchandise such as earrings, necklaces, bracelets and hair acessories were displayed on large shelves.

# data[].attributes.body
Altogther there are three fitting rooms in the large store, two being on the Womenswear floors, the other on the Menswear floor. The layout and curtains of the changing facilities look very similar to majority of fast fashion brands, especially Zara, New look and Next.

# data[].attributes.body
Compared to Womenswear, there Menswear was much smaller, only having one floor (bottom floor). On this floor Men have access to fitting rooms, self-checkouts, casual wear, suit wear and shoes.

# data[].attributes.body
Altogther, there are six floors in H&M's Regent Street store. Two of the floors are under construction, the remaining are open to the public. Due to the stores great size, it is most probable that it is very successful and achieves high sale, which is the reason behind it's size increasing.

# data[].attributes.body
H&M is a highstreet brand, having a market level of mass market. This means that they are afforable, have new stock in vast amounts and have strong competition.

# data[].attributes.body
Assessing there size ranges, majority of there products are avalaible in sizes between UK 6-18 (EUR 34-44) and XS-XL. There shoes sizes were available in UK 4-8 (EUR 37-42). Their Menswear is available in sizes XS-2XL.

# data[].attributes.body
In terms of sustainability, H&M seem to sell a fair amount of products that are made from recycled materials. These products tended to be made from recycled polyester, Elastane and Viscose.

# data[].attributes.body
H&M clearly label there products which are made from recycled contents with several labels. It is good that the brand has invested in sourcing recycled materials, as well as communicating the development in-store. However, they could consider additional ways to inform consumers on there sustainable acts, this could be done through having posters, banners and QR codes located in-store.

# data[].attributes.body
Some of H&M's products were made from high amounts of Liva Eco Viscose, which is a sustainable alternative to cotton and made from wood pulp (CFDA, 2024).

# data[].attributes.body
On Monday the 27th January 2025, I visited the Urban Outfitters flagship store in Regent Street to conduct a comp shop.

Similarly to H&M, Urban Outfitters has a illuminated brandmarks rather than a traditional logo. The store was a 4 miniute walk from H&M.

# data[].attributes.body
With the lighting from inside the store, the brands window display is bright and eye-catching across Regent Street. With the stores inside being on show, consumers will see the large store space, attractive displays and may even see a product that they want to buy.

# data[].attributes.body
The other side of the store had a very different display, showcasing Urban Outfitters home collection which consists of bedding, furniture, home decor and gifts. Although it shows many products, it may cheapen the brands image by looking cluttered. The brand should consider setting out the merchandise neatly, leaving space between products.

# data[].attributes.body
When entering the store, consumers are welcomed by two mannequins, wearing garments that are displayed on rails and tables behind them, being easily accessible to shoppers. This area of the store was advertsing their new Spring/Summer collection

# data[].attributes.body
Surrounding Urban Outfitters new Spring/Summer collections, are posters of models wearing products available to buy. Compared to H&M, Urban Outfitters have a traditional approach to showing campaign photoshoots in-store as they don't use digital boards.

# data[].attributes.body
The store is accessible to all shoppers, having an opperating lift, as well as stairs.

# data[].attributes.body
The large store has multiple table displays on each floor, displaying t-shirts, skirts, hats and bags. Accessories such as hair clips/care, keyrings and jewellery, are showcased on selves, hooks and compartments by the tills.

# data[].attributes.body
Reading many product labels, the countries manufacture H&M's products are: Myanmar, China, Bangladesh and India.

# data[].attributes.body
The flagship store proudly features patnering brands which they sell in-store and online. This shows the brand as having strong connections and allows consumers to have a variety of products to choose from.

# data[].attributes.body
The overall store experience available at Urban Outfitters is unique. The lighting, dark and neutral interior, furniture and layout is very different to most mass market leveled brands, especially H&M and Zara, which strive for a minalmist and spaceous store.

# data[].attributes.body
The bottom floor of the store feautured Menswear, fitting rooms, sale items, photoshoot and gaming facilities. Urban Outfitters divide there sale between Womenswear and Menswear and are on different floors rather than being located in the same area.

# data[].attributes.body
Compared to UO (Urban Outfitters) other displays, their sale area was untidy and not looked after by staff frequently. It needed to be attended to, with some products either falling off the hanger or on the floor. Messy displays may discourage consumers from browsing the garments, decreasing the stores sales.

# data[].attributes.body
Men shopping at UO will be able to shop a variety of different styles, all being displayed uniquely around the store. The display fixtures include: rails, shelves, tables and

# data[].attributes.body
A handful of Urban Outfitters products contain recycled cotton, especially their BDG jeans.

# data[].attributes.body
Other than some of their products being made from recycled cotton, the other sustainable material found in products was organic cotton which was through a product partnership.

# data[].attributes.body
UO showcases their sustainable initiatives through labels on products, which display either/or all concepts:

-Low-impact wash

-Contains recycled cotton/materials

-Cotton sourced sustainably with the company Better Cotton

# data[].attributes.body
In terms of the countries their products are manufactured in, they work with the United Kingdom, US, Vietnam, China, Cambodia, Bangladesh and Turkey.

# data[].attributes.body
Their size range is from XS-XL; however, looking at their larger sizes, they appeared smaller than expected. Furthermore, their jeans were lacking all sizes, with the majority being found in a 27 and 28 waist.

# data[].attributes.body
Our class was visited by Lucy Heathcote, the academies Senior Library Assistant, where we were shown sections of Global data that can be used in our projects.

Key points:

The most used area on the platform is 'Companies', which is useful for students when researching a brand.

Not all brands information are on the database, especially if it isn't well-known or is a private company, therefore it is best to choose a public company to find the most data.

Countries can be analysed to access market growth and industry achievements.

The database conducts surveys which may be useful to find out consumer prefrences, trends and successful categories that will do well in a certain market.

It was highlighted that if there was a lack of finical data for our chosen brands, we could use BOF, Drapers and Proquest, which we have access through the Falmouth portal.

This masterclass was insightful. I learnt how to use Global data, which has been a database that I faced challenges using while studying Level 3. I was shown how to find information on brands, countries, markets and consumer reports; which I can use in my report.

# data[].attributes.headline
Guest speaker masterclass | Gillian Lipton

# data[].attributes.subject
Guest speaker masterclass | Gillian Lipton

# data[].attributes.body
Name: Gillian Lipton

About: Sustainability expert

Date: 3rd February 2025

Sustainability

"Sustainability is difficult to establish, and needs global attention" (Lipton, 2025).

"All materials are made from nature" (Lipton, 2025).

The monthly global mean temperature of 1851 to 2020 has increased significantly, this is because of humans.

An example of the impact global warming has had on people are the California fires which have destroyed many peoples homes.

"Many people want to bury there head in the sand" when it comes to the bad impact humans have had on the planet (Lipton, 2025).

"A large portion of garments are not sold, they end up in the landfill, the enviorment or burnt" (Lipton, 2025).

"Polyester doesn't biodegrade" (Lipton, 2025).

Sarah Hangold creates clothes from Banana trees and leaves, it takes years to develop the natural.

"Shein has been around for 10 years, its now larger than Zara and Inditex combined" (Lipton, 2025).

Sustainability isn't just about the environment, but also the workers that make our clothes, many of which don't make a liveable wage.

"Singapore is going to run out of landfill space by 2035" (Lipton, 2025).

Her career

Gillain went to Middlesex Univsrity and studied a business degree. She was never sure what she wanted to do as a career, but she always had the aspiration to 'give back'. In a library, she came across 'Go London' , where she began to have an intrest in sustainability. She later worked in marketing, which she enjoyed and began working for charities. She worked for a charity in London for 5 years where she learnt about CSR (Corporate Social Responsibility) and wanted to pursue it further. Brands she has worked for include: Monsoon, Accesorize, Arcadia Group Limited, With Heart Consulting, Kering and Alexander McQueen. She now is working with With Heart Consulting, Paper Earth and Eco Stitch Club. Lipton throughly enjoyed her time at Arcadia & McQueen. At Topshop, she worked closely with designers when producing vegan leather footwear.

Q&A

Where do you see the future of fashion in terms of sustainability?

"By 2035, the world will be very different, this will be due to legislation brands will have had to commit to, the fibre to fibre recycling and new innovations" (Lipton, 2025).

How can brands contribute to sustainability?

"Designers need to think about the products end life" (Lipton, 2025).

"Monitoring the disposal of products" (Lipton, 2025).

What is the most effective way for brands to educate consumers on sustainability?

Consumers take in information differently.

Therefore there needs to be a variation of different methods to communicate effectively.

# data[].attributes.body
Men shopping at UO have a variety of styles to choose from, all being displayed uniquely around the store. Compared to Womenswear,

# data[].attributes.body
This week, I was chosen alongside two classmates to present fashion news of the week to the class. Above is the whole presentation. My chosen news was how fashion houses are using skinnier models in runway shows and are abondoning the concept of body incusivity.

# data[].attributes.body
On week 5, I need to submit a presentation which has:

An introduction to the chosen brands

The brands Current CSR strategies

Primary research I plan to conduct

New CSR strategy for each brand

Reels concept

It will be submitted as a PDF, on Sunday 16th February, and will then be presented in a group of 6 people on Monday morning. This presentation will allow me to recieve feedback from peers and our lecturer.

# data[].attributes.body
The reason EDI is important for brands to understand is because "the lack of clarity, conciseness, and consistency leads to disagreement and hinders meaningful progress. This problem has been exacerbated by the recent backlash" (Gaudino, 2023).

These elements don't only affect there brand image and sales, but also the workplace. It is curcial that workers have rights and are treated fairly, despite their gender, background and race.

# data[].attributes.attachment_link.title
Simple, Backlash-Free Definitions Of Diversity, Equity And Inclusion

# data[].attributes.attachment_link.description
Inconsistent definitions in DEI hinder progress. We propose simple definitions: inclusion is what you do, equity is what you want, diversity is what you get.

# data[].attributes.body
In class, we were given a group task to research a good and bad example of brands DEIB. We chose to do Brandy Melville which has had a lot of bad publicity due to small size range and only using skinny white models. The next brand was Good American, which has a inclusive size range.

# data[].attributes.body
Masterclass presenter: Jason Henry

Occupation: Digital Technician

Notes:

Reels are important because they are high achieveing, accessible and tell a story.

Apps to use: Canva, Instagram, CapCut, Inshot and Adobe Express.

Editing apps: Runway and Synthesis

Aspect ratio: 9:16 vertical format

File format: 1080 x 1920 px

Length: 30-60 seconds

Steps to create our reel:

1. Outline the message and visual style

2. Gather suitable content

3. Editing and enhancements using a video editing platform

4. Adding audio and effects

# data[].attributes.body
As a group, we were tasked to create a reel for either New Balance, Miu Miu or Kylie Cosmetics.

We chose New Balance and filmed our own content in the academy hallways.

In the end, we found that we should have used more content from online, instead of just ours. It was a learning curve for all of us, but we all enjoyed it.

# data[].attributes.headline
Drapers: Urban Outfitters expands in the UK and Europe

# data[].attributes.subject
Drapers: Urban Outfitters expands in the UK and Europe

# data[].attributes.body
In 1998, The brand expands it’s market to the UK, opening a store in Kensington, London (Hounslea, 2018).

# data[].attributes.attachment_link.title
The Fashion Industry - Holly Gadd - Formative Assessment

# data[].attributes.body
On week 5, as groups we completed a formative assessment where we presented our chosen brands, their current CSR and my project idea.

Feedback:

Good-

Concept idea

Brand research

Chosen UNs

Improve-

Consider producing a survey

Find out if consumers will be intrested in a recycling programme instore

Through my reels, I need to connect with consumers to indice them to care and like the brand

Consider creating my own content

# data[].attributes.body
Hosts: Lucy, Morgan and Darcy

Date: Monday 24th Feburary 2025

Refrencing structure:

Harvard for Falmouth

Book referencing:

AUTHOR SURNAME, forename. Year of publication. Title. Edition. Place of publication: Publisher.

Website referencing:

AUTHOR SURNAME, forename, Year of publication. 'Title of webpage'. Title of website (online]. Available at: URL [accessed date].

Moodboards:

Each image on a picture board needs a figure number and to be placed correctly in a the image bibliography.

Image bibliography:

Other than a collage of images, pictures need a figure number and caption. They need to follow this structure when being underneath an image in my work:

Fig 1: Photographers surname. year published. website. [online]

Refrencing videos:

(Author surname, year)

Needs a seperate bibliography to image bibliography in alphabetical order.

Apps to use:

Zotero, Citethisforme, My Bib

Appendices:

Interview transcripts

Questionaires

Documents writteen by others

Statistics

Offical forms

AI transcripts

Need to be organised an Appendix A, Appendix B etc.

# data[].attributes.body
This section in the assignment is optional. However, it is an effective way to analyse a brand and to find out all sectors in the company can comply with a set goal or new product. The 9 blocks help to finalise a brand launch to work. It is layed out in a table.

The 9 blocks of a Business model Canvas:

Customer segments- the most important customers

Value proposition- offer a unique design, experience, price, service or speedy delivery

Channels- transport method, speed, the support after sale and where the product can be bought like in-store or online

Customer relationship- how the interaction is made, personal assistance, self-service, automated, communities, online

Key activities- production, problem solving, platform, what needs to be done everyday (photoshoots, maintaining store displays etc.)

Revenue streams- asset sales, usuage fee, subscription fees, lease/rental, licensing, brokerage fees and advertsing fees

Key resources- physical (equipement & locations), intellectual, workers

Key patnerships- strategic allicances, coopetition, joint ventures, suppliers, all entities that are coperated with

Cost structure- what the money is paying for, rent, human resources, fabrics, campaign spending, photoshoots, spending changes month-to-month

# data[].attributes.body
With the brand heavily relying on store sales, the business could be put at risk if there were to be a recession, or even a pandemic that would reduce the amount of shoppers on the high-street drastically. Store closures could potentially give H&M bad publicity, as well as reduce their global presence and sales, risking the end of partnerships and investors that the brand heavily relies on. Furthermore, “Globally, 20 percent of total global sales are made from online purchases”, making the rise of e-commerce another threat that could make stores less valuable to consumers (McKinsey, 2025).

# data[].attributes.attachment_link.readable_text
In 30 short years, e-commerce has revolutionized the way we shop. Shopping no longer refers only to going to a store, picking out and paying for goods, then bringing them home. Shopping trips that used to take hours can now take seconds and can be done from anywhere with an internet signal. The thrill of the purchase is now stretched out, starting with the customer's initial product comparisons and culminating with the "unboxing" (which has become an industry in itself) and, maybe, writing an online review.

Large retailers were the primary beneficiaries of this massive collective pivot to online purchasing, particularly those that had been investing in e-commerce infrastructure and capabilities for years. But for businesses accustomed to operating offline, incorporating e-commerce into the customer experience can be fraught with challenges. According to McKinsey analysis, small and medium-size retailers (those with less than $5 billion in annual revenue) and brand manufacturers, such as consumer-packaged-goods (CPG) and apparel companies, realize a much smaller portion of revenue from e-commerce than large retailers with years of experience in the e-commerce realm. For those that rushed to launch e-commerce services, cracks are already beginning to appear. But we've also seen that the e-commerce opportunity, particularly for small and medium-size enterprises (SMEs), is tremendous-especially in the era of gen AI.

Read on for a deep dive into e-commerce. We'll start with how e-commerce can drive value for small and large retailers, then move on to how other types of organizations, including brands, CPG companies, and B2B companies, can build value via e-commerce. We'll then explore the next generation of e-commerce-one in which emerging technologies are powering a more comprehensive and interconnected ecosystem than existed before. Finally, we'll turn to how organizations in emerging markets are embracing e-commerce.
Learn more about our Growth, Marketing & Sales Practice.

What is social commerce?

Social commerce is when shoppers engage with brands, explore products, and make purchases on social media apps. It reflects a paradigm shift in how customers interact with brands; rather than navigating to a brand's website (or, for that matter, visiting a store in person), customers are increasingly interacting with brands on social media apps. With social commerce, brands lean into these interactions, creating content that is less overtly promotional than traditional ads. This can include influencer marketing or sponsored content; whereas in the past you might have seen an ad for a new skin care product, today you are more likely to see a video of an influencer doing a skin care routine featuring a specific product, which you can then buy directly on the platform.

What is live commerce?

Live commerce is a social-commerce format pioneered by Alibaba in 2016, which enables real-time product purchasing and interaction with a host during a live video event. Live commerce has become mainstream in China-in 2021, goods and services purchased through live-stream shopping in China totaled $132 billion-and is growing quickly in other markets including Europe and the United States. McKinsey research reveals that shoppers across regions use live commerce for very different reasons. In Europe and the United States, shoppers see live commerce as entertainment: 42 percent of shoppers in the United States and 38 percent in Europe say they engage with the format because it's "fun." In China, conversely, "fun" ranked last: Live-commerce users there are more likely to use the format for functional reasons, such as ease of shopping for their favorite brands or for better prices and deals.
Learn more about our Growth, Marketing & Sales Practice.
How do retailers of various sizes benefit from e-commerce?

E-commerce builds value for retailers of all sizes by driving efficient sales and creating alternative revenue streams, such as retail media networks.

Smaller retailers

Many small companies, in their rush to launch a new business, fall into traps that inhibit long-term growth. The stats for new-business survival are grim: Only 24 percent of new businesses launched in the past ten years have become viable large-scale enterprises.

Nascent e-commerce businesses face special challenges. McKinsey analysis has identified five short-term traps that hamper small and medium-size companies' e-commerce growth, as well as ways to guard against them:

Leading with tech focus while deferring investment in areas such as operations and channel management. To avoid inventory shortfalls, ensure that sales and operations leaders have the same success metrics as IT teams, and build all elements of the business in parallel.

Building a directionless tech stack solely for a launch. The wrong tech architecture will create technical debt that hampers efforts to scale. To combat this, define the longer-term architecture and build a minimum viable product as a stepping stone to a larger goal.

Underinvesting funds and capabilities. Companies are frequently tempted to spend as little as possible on launching e-commerce businesses-and then expect an immediate ROI for every dollar spent. To guard against this trap, build in a "learning buffer" to any budget to allow for necessary (and instructive) setbacks.

Learning the economics on the fly, rather than taking time to fully understand unit economics and implement a business model with long-term potential. Instead, work to understand the key drivers of growth and profitability through the lens of profit and loss.

Building the new business too close to the core. Corporate business-building activities are often hampered by internal policies that slow the development of a new business. Combat this by creating distance between the new e-commerce business and core businesses. This allows for more agile ways of working that reflect the nature of the new business.

Larger retailers

For larger retailers looking to get a piece of the e-commerce pie, time is of the essence. Generally, companies can create a working e-commerce site in less time than they think. In our experience, however, new businesses can be launched in fewer than four months.

A European retail chain with about 1,000 brick-and-mortar retail stores around the world decided to create an e-commerce presence. Thirteen weeks later, it had a fully functioning e-commerce business in one of its regions. The launch was successful from the first month, generating nearly 3 percent revenue growth in the region, tripling average basket size compared with retail stores, and maintaining high customer satisfaction. Here are three main lessons from that company's program:

Be pragmatic. Rather than attempting to launch a full-blown digital business across all markets at once, the retail CEO decided to go to market fast, in one region, with a limited offering. All initiatives that didn't have direct customer impact were postponed in favor of efforts that did.

Assign ownership, not tasks. By clearly designating which teams were responsible for which tasks, the retail chain was able to launch at speed. The chain created four teams in charge of the launch: tech and design, operations, product assortment, and marketing.

Learn and adapt. Putting in place the right KPIs early in the process of launching an e-commerce business is critically important, since the KPIs allow companies to track what's happening and adapt to drive continual improvement.

Learn more about McKinsey Digital.
How can e-commerce drive value for brands?

One way brands can build value is via direct-to-consumer (D2C or DTC) e-commerce. There are distinct advantages for retailers establishing direct relationships with end consumers. Here are some examples of brands that successfully used DTC e-commerce:

Harry's, a men's grooming-product company, used DTC to generate customer insights and build community. A prelaunch campaign helped the company gather 100,000 email addresses from potential customers through a waitlist and social sharing. Harry's also learned from its interactions with early customers and tweaked its products before releasing them more widely.

Lego.com has excelled at brand building and differentiation. The website sells products but also features branded videos and games that tie in with Lego toys. During the COVID-19 pandemic, the company saw a 70 percent increase in content uploads by users, which helped it engage with consumers and find out what they like.

DTC also gives brands such as L'Oréal direct access to consumer feedback for evaluation and testing. In 2018, L'Oréal launched its augmented reality try-on service to let customers sample makeup and hair color products at home. The use of this touchless service increased dramatically during the COVID-19 pandemic.

A clear strategy that identifies the opportunity and execution capability to convert consumers can help businesses get set up for DTC e-commerce success.

E-commerce can also drive value for brands via live commerce and social commerce. Live commerce blends entertainment with instant purchasing, offering retailers, brands, and digital platforms a new channel with massive scope for creating value. Its cousin, social commerce, is where consumers explore products and make purchases through social media and content creation platforms within an app.

Live commerce creates value in two ways. First, live commerce accelerates conversion by keeping viewers entertained during an immersive shopping experience. Time-limited tactics like one-off coupons can be used to create a sense of urgency. Live commerce also improves brand appeal and differentiation by increasing a brand's distinctiveness in the context of entertainment.

To get started in live commerce, brands will need to take a thoughtful, iterative approach to the medium, exploring low-risk options first. To test the waters, they can run infrequent streams on one social media channel or marketplace focused on only a few products, then track the performance of live streams with KPIs for numbers of views, conversion rates, and best-selling products. Gradually, brands can begin to experiment with a regular schedule of live events hosted on their own websites and managed by a full-time in-house or agency team. Finally, brands can scale up to broadcast frequent live streams across multiple channels, focusing on different audience segments and product categories.
Learn more about McKinsey's Growth, Marketing & Sales Practice and McKinsey Digital.
How can e-commerce drive value for consumer-packaged-goods manufacturers?

This news has come as a mixed blessing for CPG manufacturers. That's because e-commerce has, for many manufacturers, historically been less profitable than brick-and-mortar sales. Looking ahead, manufacturers can strategize about how to maintain margins.

McKinsey analysis points to four ways to improve margins:

Establish detailed transparency into e-commerce profits and loss. This means integrating into business reporting the e-commerce metrics that enable business leaders to get a full picture of performance, make informed investment trade-offs, and align decision-makers.

Earmark specific e-commerce marketing investment instead of drawing from shopper marketing budgets.

Use e-commerce revenue-growth-management tactics, including introducing channel-specific products to prevent consumers from making direct price comparisons.

Incorporate omnichannel supply chain actions, including improving demand forecasting and precision in execution, and redesigned, lower-cost packaging.

McKinsey analysis indicates that new ways to reach consumers will continue to emerge, competition for marketing and trade dollars will heat up, and personalization and precision targeting will become top priorities.
Learn more about our Consumer Packaged Goods and Growth, Marketing & Sales Practices.
How can e-commerce drive value for B2B companies?

Misconceptions abound when it comes to B2B e-commerce. Despite e-commerce being a key purchasing gateway for many corporate buyers, McKinsey frequently hears from B2B companies that "customers aren't ready" or that "e-commerce is an immature space for a business like ours."

In reality, according to McKinsey research, two-thirds of corporate buyers rely on digital and remote channels throughout their purchasing journey. And B2B suppliers are ramping up their capabilities at incredible speed.

Here are five myths about B2B e-commerce that have been debunked by McKinsey research:

1. Most B2B companies don't offer e-commerce. Actually, 65 percent of B2B companies across industries now offer e-commerce capabilities, up from 53 percent in early 2021. And in a remarkable first, B2B sellers are now more likely to offer e-commerce channels than in-person sellers.

2. B2B buyers prefer face-to-face interactions. In reality, two-thirds of corporate customers prefer digital or remote engagement when given the choice.

3. A basic e-commerce site is enough. A majority of B2B companies treat e-commerce as a full-service channel and are investing accordingly. More than 80 percent of B2B companies say they hold their e-commerce channel to the same or higher standard as other channels.

4. E-commerce is only for repeat or low-ticket B2B purchases. This assumption is based on outdated wisdom. These days, businesses have shed any trepidation about conducting large transactions online. More than one-third now say they are willing to spend $500,000 or more on digital channels, and 15 percent say they are comfortable making purchases of more than $1 million online.

5. Digital marketplaces are a next-level nice-to-have. The opposite is true. B2B buyers see digital marketplaces as a critical part of the purchasing mix. Sixty percent of buyers say they are open to purchasing on digital marketplaces.

How are emerging technologies disrupting e-commerce?

Gen AI isn't the only new technology that has disrupted industries in recent years. Forward-looking leaders of e-commerce organizations are adopting what we're calling next-gen e-commerce capabilities, including interlinked R&D, logistics, warehousing, and marketing and sales, to build productivity, profits, and better customer experiences.

To understand what tactics are working and why, we surveyed more than 500 executives of B2C and B2B companies across more than seven sectors in Brazil, China, Germany, the United Kingdom, and the United States. Based on our findings, here are five actions e-commerce leaders can take:

Invest like an attacker. Leaders act like attackers, investing in new technologies-such as gen AI-to better understand and serve their customers.

Don't overoutsource. Leaders build up their in-house talent to innovate at pace, rather than depend on vendors.

Build a solid tech foundation. This gives teams the speed and flexibility to innovate.

Get to know your customers by getting to know AI. Leaders are using AI to better understand complex shopping journeys and evolving standards.

Lead from the center-but empower teams. A centralized operating model is effective only if it enables autonomous e-commerce teams.

Tech is a critical driver of growth for e-commerce organizations as much as any other. But when it comes to value, it's never just tech: Leaders must look to their strategic, talent, and operating models when making future plans and figure out how to draft tech into service of their goals-rather than expect tech to do the work for them.

How can e-commerce support business growth in emerging markets?

E-commerce in Africa, for instance, supports a population that has widely adopted mobile technology to efficiently access goods and services. In an interview with McKinsey, Sacha Poignonnec-the CEO of Jumia, Africa's largest internet group-says e-commerce gives users in villages and small cities more choice than they would have otherwise.

A major challenge in Africa, and other emerging markets, is logistics. Because there are no address systems in most cities in Africa, e-commerce players need local partners who know where to find customers. Sometimes the address is "the third street by the church with the blue door," Poignonnec says. You need someone on the ground who knows what that means.

Poignonnec also emphasizes the potential for small businesses in emerging markets to grow via e-commerce, because the investment required is small compared with the number of customers a business can reach. Rather than going offline to online, as many merchants are doing in Europe and the United States, retailers in emerging markets can start small, invest in an online store, then eventually leverage e-commerce success to open a brick-and-mortar store.
Learn more about Growth, Marketing & Sales consulting at McKinsey-and check out job opportunities related to e-commerce if you're interested in working at McKinsey. Articles referenced:
" Social commerce: The future of how consumers interact with brands," October 19, 2022, Camilo Becdach, Marc Brodherson, Alex Gersovitz, Daniel Glaser, Zachary Kubetz, Max Magni, and James Nakajima

" E-commerce: At the center of profitable growth in consumer goods," July 5, 2022, Lidiya Chapple, Catherine Fong, Amanda Loyola, Max Magni, Megan Pacchia, Sameer Shah, and Tatiana Sivaeva

" Five traps to avoid: The long game of DTC and e-commerce," September 2, 2021, Karel Dörner, Dianne Esber, Jason Shangkuan, Bernardo Sichel, and Amy Tong

" High growth, low profit: The e-commerce dilemma for CPG companies," March 22, 2021, Lidiya Chapple, Catherine Fong, Maria Kuska, Megan Lesko Pacchia, Isabella Maluf, and Tatiana Sivaeva

" How e-commerce share of retail soared across the globe: A look at eight countries," March 5, 2021

" DTC e-commerce: How consumer brands can get it right," November 30, 2020, Arun Arora, Hamza Khan, Sajal Kohli, and Caroline Tufft

" Building an e-commerce business: Lessons on moving fast," April 3, 2020, Arun Arora, Philip Christiani, Ralf Dreischmeier, Ari Libarikian, and Hayk Yegoryan

" How e-commerce supports African business growth," January 17, 2019, Georges Desvaux and Sacha Poignonnec

" Thinking inside the subscription box: New research on e-commerce consumers," February 9, 2018, Tony Chen, Ken Fenyo, Sylvia Yang, and Jessica Zhang
This article was updated in January 2025; it was originally published in June 2023.

# data[].attributes.attachment_link.description
E-commerce, or electronic commerce, is the buying and selling of goods and services over the internet, on websites, mobile apps, or social media. By optimizing e-commerce as part of a broader digital-commerce transformation, sellers stand to attract more customers and earn more profits.

# data[].attributes.headline
Drapers: Urban Outfitters partners with Isko

# data[].attributes.subject
Drapers: Urban Outfitters partners with Isko

# data[].attributes.body
A key partnership of Urban Outfitters is Isko Denim Mill, which develop unisex denim pieces using recycled cotton yarns (Weston, 2023)

# data[].attributes.attachment_link.description
Urban Outfitters’ in-house denim label BDG and denim mill Isko have partnered to develop a collection of workwear-inspired unisex denim pieces made from recycled cotton yarns.

# data[].attributes.body
With a heavy reliance on the North American demographic, UO needs to develop their global presence, this could be done by opening new stores, installing physical marketing in cities, and trying to engage with new markets online with giveaways. New avenues of growth should be aimed at from certain parts of Asia and Africa (Financial Times, 2025).

# data[].attributes.attachment_link.description
Get the latest news, analysis and opinion on Emerging markets

# data[].attributes.body
The brand commits to their ethical responsibilities by complying with the Human Rights Policy and following national laws regarding minimum wage (Business & Human Rights Resource Centre, 2022).

# data[].attributes.attachment_link.title
Urban Outfitters (URBN) - Business & Human Rights Resource Centre

# data[].attributes.headline
Retail dive: Urban Outfitters, Adidas jump mobile sales with social-driven email campaigns

# data[].attributes.subject
Retail dive: Urban Outfitters, Adidas jump mobile sales with social-driven email campaigns

# data[].attributes.body
Adidas and Urban Outfitters offer streetwear and athletic products, some being exclusive items (Jaekel, 2020).

# data[].attributes.attachment_link.title
Urban Outfitters, Adidas jump mobile sales with social-driven email campaigns | Retail Dive

# data[].attributes.attachment_link.description
Retail industry news, voices and jobs. Optimized for your mobile phone.

# data[].attributes.headline
Tech Round: Urban Outfitters High Street success

# data[].attributes.subject
Tech Round: Urban Outfitters High Street success

# data[].attributes.body
By already having a strong online presence through their website and email marketing being user friendly, often featuring exclusive content/promotions and being visually pleasing, UO has managed to produce a successful loyalty program. “The introduction of the UO Rewards programme has further strengthened customer loyalty, offering exclusive discounts, early access to sales and personalised recommendations”, increasing engagement online and loyal customers (Marrs, 2025).

Transitioned from a single brand to three distinct labels, this includes Ecote, Free People and Anthropologie which were very successful, making a $5 million increase in one year (Marrs, 2025).

# data[].attributes.attachment_link.title
High Street Success Stories: Urban Outfitters - TechRound

# data[].attributes.attachment_link.description
With its unique approach to retail, Urban Outfitters has become a high street success by blending fashion, homeware and lifestyle products with a unique shopping experience.

# data[].attributes.headline
Drapers: Timeline and image gallery of H&M's history

# data[].attributes.subject
Drapers: Timeline and image gallery of H&M's history

# data[].attributes.body
Researching into H&M's history, the brand first emerged in the UK market in London, Regent Street, in 2013 (Simmons, 2022).

# data[].attributes.body
It's not a surpise H&M has a high global presence and sales, with their franchising through 258 partners stores (Kenny, 2025)

# data[].attributes.attachment_link.description
Swedish fashion giant H&M Group has reported net sales in 2023/24 of SEK234.48bn (£17.1bn) – up 1% – and a jump in operating profit.

# data[].attributes.headline
Drapers: H&M's sustainability progress report

# data[].attributes.subject
Drapers: H&M's sustainability progress report

# data[].attributes.body
H&M’s CSR (Corporate Social Responsibility) demonstrates environmental commitment, with 85% recycled and sustainable materials in their commercial goods (Howlett, 2024).

# data[].attributes.headline
Drapers: H&M's redesigned Regent Street flagship

# data[].attributes.subject
Drapers: H&M's redesigned Regent Street flagship

# data[].attributes.body
The new CEO, Helena Helmersson, launches a rental service and sustainability innovation project (Weston, 2022).

# data[].attributes.attachment_link.title
First look: H&M’s redesigned Regent Street flagship

# data[].attributes.attachment_link.description
H&M has unveiled its newly-redesigned flagship store on London’s Regent Street, featuring a new rental service and beauty treatments section.

# data[].attributes.headline
Forbes: Illegal employee surveillance fine

# data[].attributes.subject
Forbes: Illegal employee surveillance fine

# data[].attributes.body
H&M are being fined over storing illegal employee surveillance and data (Page, 2020).

# data[].attributes.attachment_link.title
H&M Hit With Record-Breaking GDPR Fine Over Illegal Employee Surveillance

# data[].attributes.attachment_link.description
Swedish multinational retail company H&M has been hit with a record-breaking €35 million GDPR fine for illegally surveilling employees in a Nuremberg service centre.

# data[].attributes.headline
Forbes: H&M launches E-Commerce in the U.S.

# data[].attributes.subject
Forbes: H&M launches E-Commerce in the U.S.

# data[].attributes.body
H&M start offering e-commerce shopping for Swedish shoppers, which slowly develops globally over a decade later (Dishman, 2023).

# data[].attributes.attachment_link.title
Fashionably Late: H&M Finally Launches E-Commerce In The U.S.

# data[].attributes.attachment_link.description
It’s taken 13 years from the time Swedish fashion retailer H&M landed on American shores for it to finally launch an e-commerce site here. Cue the sound of hundreds of thousands of fashionistas flexing their click fingers and whipping out their credit cards. H&M’s been hedging on the promise made three [...]

# data[].attributes.body
Being able to adapt and incorporate trends quickly into their collections, H&M has sparked debates online regarding the recent controversy and being sued due to Greenwashing. Controversy may make consumers not believe nor trust the brand's sustainable initiatives, making their new CSR strategy meaningless to young viewers (Stern, 2022).

# data[].attributes.attachment_link.readable_text
A recent exposé on fast-fashion retailer H&M alleges that the company's environmental promise is undermined by greenwashing.

H&M was using a scorecard system to inform customers about the environmental soundness of each product, but a report by claims that more than half of the scorecards portrayed products as being better for the environment than they actually were. The report also found some instances in which H&M's scorecards allegedly gave information about the sustainability of a product that was completely opposite from the truth.

H&M has removed the scorecards in the wake of Quartz' s report. The scorecards were created based on the Higg Material Sustainability Index (MSI) by the Sustainable Apparel Coalition (SAC). The trade group has paused the use of the consumer-facing transparency scorecards in response to a complaint by the Norwegian Consumer Authority and is reassessing their methodology. (It has not paused the full use of the Higg MSI.)

A watchdog group found that the scorecards use only averages of the environmental impact of types of textile, rather than giving the full environmental impact of the manufacture and sale of a particular finished piece of clothing, reported.

H&M's transgressions may go beyond that, though, with some of the product information shown on Quartz mixing up data - touting products that used 30 percent more water as using 30 percent less water, contradicting the SAC version of the scorecard.

For many of the experts on the RetailWire BrainTrust in an online discussion last week, the issue at H&M appeared to be part of a longstanding, alarming trend.

"Retailers have been greenwashing for years," wrote Paula Rosenblum, co-founder of RSR Research. "At least a decade, maybe more. They often mask cost-savings initiatives with 'green ones.' The answer is simple. Get real."

PALM SPRINGS, CALIFORNIA: FEBRUARY 28, 2019: An H&M store in Palm Springs, California. (Photo by ... [+]
Getty Images

And the BrainTrust did not see retailers who fudge the numbers on environmental matters getting off easy.

"While the financial calculation of merely greenwashing away environmental issues may seem acceptable, this is a real threat to the long term success of companies like H&M who target a younger consumer," wrote Mark Ryski, CEO of HeadCount Corporation. "I believe that H&M has already sustained brand damage as a result of their past greenwashing activities."

"There is nothing worse for a brand than breaking the brand promise," wrote Lucille DeHart, principal at MKT Marketing Services/Columbus Consulting. "Claiming to be 'green' is not enough today, consumers are savvy and will demand transparency."

The fast-fashion industry has begun to make changes to its model in response to a perceived emerging customer focus on environmental and sustainability concerns. BrainTrust members had some advice on how best to make that happen, and avoid charges of greenwashing and the damage that comes with it.

"As retailers race to adhere to ESG practices, they will encounter not only issues with measurement accuracy, but with profit compromise," wrote Ms. DeHart. "The best first step for every manufacturer/retailer is to establish a more sophisticated end to end supply chain. Having a strong planning, merchandising and allocation system will better ensure that the right amount of products get made and go to the right places to the right consumers. Produce less waste upfront."

"Firms should treat sustainability reporting the same as they do their financial reporting," wrote David Spear, senior partner, industry consulting, retail, CPG and hospitality at Teradata. "These data ought to be of high integrity and be able to pass an audit by any third-party accounting firm. Lately there are more firms that are starting to integrate their ESG reporting into their annual financial reports. I expect to see much more of this in the near term. H&M would be well advised to get their house in order or face consumer backlash at the register and on social media."

"The industry cannot rely on trade associations as the arbiters of sustainability or eco-impact scoring," wrote Nikki Baird, vice president of strategy at Aptos. "Huge conflict of interest, in my opinion. If brands want to avoid more of this kind of investigation in the future, they need to engage directly with organizations exclusively focused on reducing environmental impact and increasing the sustainability and reuse of products."

Developments elsewhere in the fast-fashion world have called into question the extent to which customers truly care about the environmental posture of the retailers they patronize. Most notable is the emergence of Chinese fast fashion app Shein as the most searched for apparel app, and most downloaded app, in the U.S. The $800 billion company has been thriving despite drawing the ire of environmentalists and even competitors like .

But Shein's popularity with customers was a moot point for BrainTrust member Ken Morris, managing partner at Cambridge Retail Advisors.

"Shoppers have every right to lie to themselves; fast-fashion retailers shouldn't have the right to lie to everyone else," wrote Mr. Morris. "When corporations lie, they will eventually lose respect, loyalty and business."

And one BrainTrust member pointed out that, when it comes to demonstrating environmental commitment, the proof is in the pudding - not the press release.

"Saying you're 'green' is a little like saying you're a 'cool' brand," wrote Lee Peterson, EVP of thought leadership, marketing at WD Partners. "Don't say it, just do it. We'll be the judges of those two attributes, thank you."

# data[].attributes.attachment_link.title
H&M Case Shows How Greenwashing Breaks Brand Promise

# data[].attributes.attachment_link.description
A recent expose on fast-fashion retailer H&M alleges that the company's environmental promise is undermined by greenwashing.

# data[].attributes.body
After acquiring a mail order company, Rowells, “Rowells, H&M began selling items from a catalog and shipping them to customers homes. In 1982, the company is taken over by the founders son, Stefan Persson (Baird, 2022).

# data[].attributes.attachment_link.title
Application error: a client-side exception has occurred

# data[].attributes.attachment_link.description
Application error: a client-side exception has occurred (see the browser console for more information).

# data[].attributes.body
H&M have repeatedly been accused of greenwashing, with the brand recently being sued for 'misleading' sustainability marketing (Sierra, 2024).

# data[].attributes.attachment_link.readable_text
H&M is being sued for '"false" and "misleading" sustainability marketing. In a class-action lawsuit filed on July 22nd, Plaintiff Chelsea Commodore, a New York state resident, alleges that despite its position as a fast-fashion giant, H&M is deceptively capitalizing on the growing segment of conscious consumersby creating an extensive marketing scheme to greenwash its products and present them as environmentally friendly when they are not.

Commodore alleges that among other things, H&M's sustainability labeling, marketing, and advertising is "designed to mislead consumers through the use of false environmental sustainability profiles. In addition to these profiles, the lawsuit alleges that H&M makes various misrepresentations regarding the sustainable nature of its products, including H&M's ability to close-the-loop and prevent textiles from going to the landfill through its recycling program.

According to the lawsuit, H&M's created illusion "that old clothes are simply turned into new garments, or that clothes will not end up in a landfill" is misleading, adding that "recycling solutions either do not exist or are not commercially available at scale for the vast majority" of H&M's products. Even still, Commodore argues, "it would take H&M more than a decade to recycle what it sells in a matter of days.

On the heels of the H&M lawsuit, UK watchdog, Competition and Markets Authority (CMA) announced on July 29th that it would investigate Asos, Boohoo, and other fashion brands over claims about the sustainable nature of their products. "Should we find these companies are using misleading eco claims, we won't hesitate to take enforcement action - through the courts if necessary," said CMA interim Chief Executive Sarah Cardell in a statement. "This is just the start of our work in this sector, and all fashion companies should take note: look at your own practices and make sure they are in line with the law," she added.

As the global climate crisis continues to mount and consumers increasingly want to align their purchases with their values, brands are responding by making sustainability commitments, setting climate goals, and vowing to minimize their environmental impact. However, as customer interest in fashion's footprint has increased, so has greenwashing - falsified and/or misleading messages that deceive the public and bury the reality of a brand's sustainability efforts concerning their product, service, or policies.

Vague buzzwords, narrowly focused cherry-picked goals, nonexistent timelines, and green claims unsupported by credible data plague the fashion industry. Without a universally agreed-upon definition of sustainability or an established benchmark for even the minimum actions required to be considered a "sustainable" company, brands often fall into greenwashing, well-intentioned or not.

However, if the recent investigations are any indication, the landscape may be changing. "Regulation is coming for fashion brands," said Michelle Gabriel, Professor of Sustainable Fashion Strategy at Glasgow Caledonian New York College (GCNYC)."Brands should reconsider their sustainability strategy, operations, and communication with future possible regulatory compliance in mind. The cost to both reputation and the bottom line for brands finding themselves in the cross hairs of forced change due to new regulations is high."

In the lawsuit filed against H&M, a June investigation by the news outlet Quartz was cited claiming that more than half of H&M's sustainability profiles portrayed products as being better for the environment than they actually were and, in some cases, were allegedly completely untrue. Those scorecards were based on Higg MSI (Materials Sustainability Index) data, part of a widely used suite of impact measurement tools that have faced growing criticism and recent controversy.

Following the Quartz investigation, H&M removed its Higg sustainability profiles. Shortly after, the Sustainable Apparel Coalition (SAC), which owns and oversees the methodology and suite of tools the MSI is a part of, said it would be suspending the use of its consumer-facing sustainability profiles and product seals. The decision came after Norwegian authorities concluded that H&M and other brands would be "breaking the law" for using the MSI's methodology to market their products as more environmentally sustainable.

Without cohesive legislation, for many brands, third-party certifications and ranking systems have become tools to help guide them on their sustainability journey, assess and measure sustainability credentials, and establish credibility amongst customers and investors. However, as misinformation runs rampant and industry tools come under fire for perpetuating false data and enabling greenwashing, how can brands manage, verify and communicate their product impact claims?

"It's very challenging for a fashion brand to understand boundaries when communicating about sustainability and impact," said Gabriel. "That doesn't absolve them of the responsibility to communicate about sustainability or impact honestly and effectively, but the non-linear nature of sustainability, the limited amount of sustainability communication experts in the space, the lack of any clear standards or regulations, and the fear of being called out create a really challenging dynamic to navigate. The brands that communicate their efforts best are the ones that honestly share their sustainability or impact strategy (with benchmarks and goals) with the public, are transparent about wins and struggles, and rarely call a product, effort or facet of their brand 'sustainable.' Claiming a brand or a product is 'sustainable' is usually a bad plan from the start; it's much better to be specific and honest," added Gabriel. "Brands that use sustainability to market products tend to find themselves in hot water from consumers and, increasingly, regulators."

Within the fragmented compliance landscape, for BPCM Director of Corporate Communications and Sustainability, Lauren Daum, it all comes down to following the data, giving context, and being honest. "Sustainability claims need to be precise, supported by credible data, have applicable verifications / certifications, and perhaps most importantly, context - always considering what, if any, information is being omitted," said Daum. "From a marketing perspective, it's crucial that marketing and communications teams know how to speak the same language as the sustainability teams, understanding the context and importance of efforts to ensure nuance is captured and to avoid mistranslation."

"The sustainability conversation in fashion is extremely polarized and fear-based," added Gabriel. "Shifting fashion into a regulated industry will be an uncomfortable transition, especially for an industry which has intentionally avoided regulation for 300 years. In the meantime, without a constructive relationship between brands and regulation, brands are freaked out by any changes. This combination of chaos and fear leads to increased perceived risk, leading brands to slow their sustainability efforts. Sometimes, it prevents brands from speaking about their efforts."

Rather than fearing future regulation, brands can meet the inevitable regulatory compliance head-on and use it as a mechanism to guide their sustainability strategy. "In addition to legal action, brands should also be aware of the upcoming review by the Federal Trade Commission (FTC) of the Green Guides," said Hilary Jochmans, founder of PoliticallyinFashion and a government affairs consultant who led a group of fashion brands, experts and advocates that called on the FTC to overhaul its guidance. "Earlier this month, the FTC reaffirmed their commitment to begin the review of the Guides this year. Brands should be prepared to engage with the FTC to ensure this review is a collaborative process resulting in Guides that provide practical advice and examples on how to accurately and responsibly make environmental claims on products without being deceptive. This will also benefit consumers who increasingly want to align their values with their shopping behavior."

# data[].attributes.attachment_link.title
H&M is Being Sued For "Misleading" Sustainability Marketing. What Does This Mean for the Future of Greenwashing? - The Sustainable Fashion Forum

# data[].attributes.attachment_link.description
H&M is being sued for '"false" and "misleading" sustainability marketing. In a class-action lawsuit filed on July 22nd, Plaintiff Chelsea Commodore, a New York state resident, alleges that despite its position as a fast-fashion giant, H&M is deceptively capitalizing on the gr

# data[].attributes.body
H&M opens a large store in one of Scotland's biggest shopping centres (Reid, 2022).

# data[].attributes.attachment_link.title
H&M opens larger store in one of Scotland’s biggest shopping centres

# data[].attributes.attachment_link.description
Clothing retailer H&M has opened a new store in one of Scotland’s biggest shopping and leisure centres.

# data[].attributes.body
Established in 1947, H&M has become a leading fast fashion retailer. Currently, H&M has expanded its group to "COS, Weekday, Cheap Monday, & Other Stories, and Monki, and is one of Sweden’s most valuable brands" (Statista Research Department, 2024)

# data[].attributes.attachment_link.description
Find the most up-to-date statistics about the H&M Group