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Founded in 1947 in Sweden by Erling Persson.

Known for fast fashion and trend focused collections.

Offers clothing, accessories, and home products for all genders and ages.

Part of the H&M group, which also includes COS, Monki, Weekday, & Other Stories, ARKET, Afound, and H&M HOME.

Known globally for affordable, fashionable clothing that reflects current trends quickly a key part of the fast fashion industry.

Mission: to make fashion and design accessible to everyone, without compromising on quality, style, or sustainability.

Strives for transparency in production publishes supplier lists and sustainability reports publicly.

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All our brands and ventures share the same passion for making great and more sustainable fashion and design available to everyone. Each brand has its own unique identity, and together they complement each other and strengthen H&M Group - all to offer our customers unbeatable value and to enable a more circular lifestyle.

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We make it possible for customers around the world to express themselves through fashion and design in a sustainable way.

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Sustainability is at the heart of H&M’s identity.
The brand aims to make fashion more environmentally responsible by using recycled and organic materials, investing in renewable energy, and creating circular production systems. Through initiatives like the “Garment Collecting” program, H&M encourages customers to recycle old clothes, reducing textile waste and promoting a culture of conscious consumption.

Inclusivity and diversity shape how H&M presents fashion.
The brand is committed to representing people of all backgrounds, body types, genders, and identities in its campaigns and collections. H&M’s marketing avoids unrealistic beauty standards and instead highlights individuality and self expression reinforcing that style is for everyone, not just a select group.

Affordability and accessibility are key to H&M’s mission.
The brand’s slogan, “Fashion and quality at the best price in a sustainable way,” reflects its goal of offering trendy designs at prices that are within reach of the everyday consumer. H&M believes that sustainable and stylish fashion should not be a luxury, and it continues to innovate to make eco friendly choices more affordable.

Ethical responsibility and transparency guide business practices.
H&M works to ensure fair wages, safe working conditions, and respect for human rights across its global supply chain. The company regularly publishes supplier lists and sustainability reports to give customers insight into how and where its products are made a rare level of openness in fast fashion.

Innovation drives H&M’s future direction.
From developing new sustainable fabrics to using AI to manage stock efficiently, H&M embraces technology and creative thinking to stay ahead in the fashion industry. This forward-looking approach helps the brand remain relevant while pushing the boundaries of what sustainable fashion can achieve on a global scale.

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Individually, our values may seem obvious. But put them together and our unique company culture is born. Our values are part of who we are, what we stand for and how we act.

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Mission – “Fashion and quality at the best price in a sustainable way.”
H&M’s mission defines its purpose: to make stylish, high quality clothing accessible to everyone while minimising its impact on the planet. The brand balances affordability with responsibility, ensuring that fashion is not only for those with high incomes but for all customers who value creativity, comfort, and conscious design. Every product, campaign, and store experience aims to reflect this balance of style, value, and sustainability.

Vision – To lead the change towards a sustainable fashion future.
H&M’s long term goal is to transform the global fashion industry into one that is fully circular, climate positive, and fair for all involved. The brand envisions a future where clothes are made from renewable or recycled materials, can be reused multiple times, and are produced ethically. This vision extends beyond selling clothes it’s about reshaping the way people consume, recycle, and think about fashion.

Connecting mission and vision through action.
H&M turns its vision into reality through initiatives like the Conscious Collection, the Garment Collecting Program, and partnerships with innovation labs developing next generation sustainable fabrics. By making these actions visible to customers, H&M builds trust and shows that sustainability is not just a marketing term it’s part of their long term identity and evolution.

A vision rooted in equality and empowerment.
H&M’s goals are not only environmental but also social. The brand strives for gender equality, fair wages, and inclusive workplaces throughout its global operations. Its vision of sustainability includes empowering people from garment workers to customers to make informed, ethical choices.

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This campaign features a collaboration between H&M and designer Glenn Martens, best known for his work with Diesel and Y/Project. The collection blends high fashion with everyday wear, showing H&M’s ability to make avant-garde design accessible to the public.

The campaign highlights structured denim, bold silhouettes, and recycled fabrics, aligning with H&M’s focus on sustainability and innovation.

Visuals emphasize individuality and creativity, using edgy styling and diverse models to reflect modern fashion attitudes.

It reinforces H&M’s reputation for designer collaborations that democratise fashion, offering luxury inspired design at affordable prices.

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First Look: The H&M Glenn Martens collection - H&M Group

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H&M Group is a family of brands and businesses, driven by the desire to make fashion and design available to everyone, in a more sustainable way.

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The campaign focuses on the idea of self-care and wellness it introduces the “Wellness Edit” under H&M Move, H&M Beauty and H&M Home, combining activewear, beauty tools, and home relaxation items.

The campaign’s messaging: “Slow down. Light a scented candle. Take a deep breath and feel the calmness that surrounds you as you connect within.” This shows H&M’s shift from purely trend fashion to lifestyle experience.

Visually, the edit uses neutral tones (off-white, grounding neutrals, buttery yellow) and softer styling suited for yoga, pilates, or meditation signalling a more relaxed, mindful take rather than high energy fast fashion rush.

This campaign supports H&M’s brand value of accessibility (wellness for all) and sustainability/innovation (new fabrics, lifestyle focus), illustrating how the brand uses campaigns to reinforce both product categories and underlying values.

Key product examples include yoga leggings made with SoftMove fabric, sports bras, biker shorts (from H&M Move), and complementary items like jade rollers, scented candles and plush towels (from H&M Beauty/Home) merging fashion with lifestyle and wellness.

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Feel the softness – from the inside out H&M launches the Wellness edit - H&M Group

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H&M Group is a family of brands and businesses, driven by the desire to make fashion and design available to everyone, in a more sustainable way.

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The H&M customer journey aligns with several levels of Maslow’s Hierarchy of Needs, as the store experience satisfies not just physical needs (clothing), but also emotional and psychological ones.

At the physiological level, H&M provides affordable and comfortable clothing that meets customers’ basic need for attire.

The safety need is addressed through the store’s organized layout, secure payment systems, and a trustworthy global reputation.

At the social level, H&M’s inclusive designs and group-oriented marketing create a sense of belonging customers feel part of a modern, connected fashion community.

The esteem need is met when customers purchase stylish outfits that enhance their confidence and self image. Fashion becomes a tool for self-expression and social recognition.

Finally, self actualisation appears when customers engage with sustainable products or H&M’s recycling initiatives, feeling they are making ethical, meaningful choices that align with personal values.

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Maslow’s hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.

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Built with circularity – from storefronts to office floors H&M Group

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This article shows how H&M integrates circularity into every part of its customer journey, from the design of its stores to the materials used in offices and furniture. The goal is to make sustainability visible and tangible to customers, not just a behind the scenes concept.

The store environments themselves are part of the brand story furniture, flooring, and display materials are made from recycled textiles, wood, and metal, showing that circular design can be both practical and stylish.

Customers experience circularity through store layouts that emphasize repair, reuse, and recycling. For example, H&M highlights Garment Collecting Points near entrances or checkouts, encouraging shoppers to bring back old clothes for recycling.

This approach supports Maslow’s higher level needs, particularly self actualisation customers feel good about shopping with a brand that reflects their values and supports a sustainable lifestyle.

It also reinforces the “Conscious Shopping” experience, where every stage from entering the store to leaving with eco-friendly packaging reflects H&M’s vision for a circular fashion system.

By designing stores with circular principles, H&M not only reduces waste and energy use but also creates a consistent, ethical, and forward thinking brand experience that strengthens customer trust and loyalty.

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Built with circularity – from storefronts to office floors - H&M Group

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H&M Group is a family of brands and businesses, driven by the desire to make fashion and design available to everyone, in a more sustainable way.

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The article explains that consumer buying behaviour in retail is shaped by multiple factors: personal (age, income, lifestyle), psychological (attitudes, perceptions, motivations), social (peer influence, family, culture) and situational (store environment, time, convenience).

It points out that retailers need to analyse the decision-making process from recognising a need, to searching for information, evaluating alternatives, making the purchase and then post purchase evaluation. This model can be applied to how customers decide to shop at H&M.

For H&M: this means a shopper might recognise a fashion need (wanting a new trendy outfit), look at H&M’s collections (online or in-store), compare with other brands (Zara, ASOS), decide to buy at H&M (because of price, trend, availability), and afterward reflect on whether they are satisfied (and maybe return/purchase again).

The article emphasises the importance of store & retail environment stimuli (layout, displays, promotions) affecting behaviour. In H&M’s case, the store design, new collections at front, sale signage, easily accessible products all act as stimuli to influence buying behaviour.

It also suggests that data gathering and analytics (tracking consumer behaviour, traffic, purchase patterns) help retailers tailor their strategy. H&M can use this by analysing which collections sell fastest, what times customers browse, which departments generate impulse buys enabling them to optimise layout, promotions and product mix.

The article underlines the growing role of digital and omnichannel behaviour consumers research and buy across channels. For H&M this is relevant: customers may browse online, check trends via app or social media, then visit store. The behaviour theory shows their decision path is now multi touchpoint.

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This traditional proverb signifies the importance of empathy and perspective. At GMG, we understand that each of the divisions we work in requires special attention and care. So, when we step into the consumer's journey as Retailers, we can better anticipate needs and tailor our strategies to support retailers and meet market demands.

The dynamism of the retail landscape, of course, makes everything fast-paced and requires us to understand these behaviours to meet the ever-evolving demands of consumers. We are also witnessing a new era of more data-driven consumption. Therefore, tracking and analysing customer behaviour enables companies like us to optimise their strategies and cater to them more effectively. Below, we explore customer buying behaviour from a company's perspective, examining buying patterns, decision stages, data-gathering methods, and ways to leverage insights for business growth.

Customer buying behaviour in retailing: an up-close look

Let's look at customer behaviour in more detail.

Our shopping behaviour is shaped by various factors, including psychological drivers, personal preferences, social influences, and economic conditions. From a business perspective, understanding these factors provides insight into how best to support retailers with products that align with customer expectations, particularly in terms of pricing, packaging, product quality, and availability.

It's important to acknowledge that buying behaviour can be impacted through a variety of variables. Some examples include the demographic, season, and even the time of day. A customer's path to purchase-whether in-store or online-can be complicated and often influenced by promotions, trends, and convenience. We can take a look at Millennial and Gen Z consumers as an example. They may prioritise brand ethics and sustainability over other factors. This will, of course, impact their buying decisions. Then, in comparison, we could see that previous generations have a higher value on brand loyalty and price sensitivity.

Customer's buying behaviour patterns

Buying behaviour can be broken down into four main types of patterns. The following matrix provides a quick summary of how they work.

Let's start with 'Complex Buying Behaviour'. This occurs when customers are making significant, high-involvement purchases and may need to extensively research and evaluate different options. For distributors like us, this behaviour signals an opportunity to emphasise detailed product information and highlight features that set their products apart from competitors.

Next, there is 'Dissonance-Reducing Buying Behaviour', where customers have a small level of anxiety surrounding their purchase choice. This is quite often due to high stakes (like cost), but this occurs without a strong difference between brands. In these cases, we can support retailers by ensuring customers have access to post-purchase resources, such as guarantees or customer service support, to minimise regret.

'Habitual Buying Behaviour' can be seen when customers make low-involvement, routine purchases. These products are ones that customers usually buy out of habit and are often part of an established routine. This makes consistent availability and visibility essential. Businesses can assist by maintaining a steady supply of these products to avoid disrupting customers' buying patterns.

Customers who enjoy trying new brands or products for the sake of novelty, typically with low-risk items like snacks or personal care products, exhibit the 'Variety-Seeking Buying Behaviour'. Do you consistently like to try new brands of chocolates? Or do you enjoy experiencing the same types of products but from different stores? Retailers can cater to this pattern by introducing new or seasonal products and by encouraging retailers to rotate inventory options to keep customers interested.

Customer buying stages and related behaviours

We can look at the buying journey in several stages, each marked by distinct behaviours and needs. Companies who understand these phases can better align their offerings with the shopper's journey:

Awareness: Clear branding and promotional materials can effectively capture the consumer's attention, especially for new or seasonal products like during Ramadan.

Consideration: This is when consumers look at the available options. At this point, it's common to have concerns about pricing, product reviews, or recommendations. We can help consumers by providing comprehensive product information, competitive pricing, and perhaps even samples for trial use.

Decision: This is where a customer chooses a product and finally makes the decision to complete the purchase. We can help facilitate this decision by providing smooth product accessibility and availability, whether in-store or online.

Post-Purchase Behaviour: One of the key stages in creating product champions and community is aftercare. It's not just about buying a product. It's common to evaluate your decision after a purchase. Gathering feedback and ensuring quality control will help encourage repeat purchases and build loyalty.

How customer experiences shape the buying behaviour of consumers

Crucially, any retailer trying to stay competitive in today's market must understand customer buying behaviour. Factors such as price, product quality, and brand reputation often influence purchasing decisions but one aspect, frequently overlooked, is customer experience.

Retailers must recognise that customer experience is not just a "nice-to-have" but a strategic driver of buying behaviour. Let's explore how experiences impact buying behavior, and how retailers can leverage this insight to improve sales and customer loyalty.

The Role of Customer Experience in Buying Behavior

When referring to customer experience (CX), we observe the total journey that consumers will navigate. This includes everything from browsing your website to engaging with your staff, from exploring your physical store, all the way to after-sales support. Everything has an impact on CX. The overall perception a customer has of your brand is based on their interactions across these various touchpoints.

Providing a positive experience can foster trust, increase spending, and encourage repeat purchases. On the other hand, poor experiences can lead to dissatisfaction, lost sales, and even negative reviews that deter future customers.

Linking CX to Buying Patterns

1. An emotional connection can foster loyalty
Customers are more likely to buy from brands that make them feel valued and understood. For example, personalised recommendations based on past purchases or preferences create a sense of connection that encourages loyalty and repeat purchases. This shows that brands value what an end-user needs whilst providing a portfolio to match. Sharing stories behind products makes the retailer-customer relationship less distant, making them part of the family. #GMG1family

2. Seamless Interactions Boost Confidence
As mentioned, a smoother and hassle-free journey-from browsing to checkout-can positively influence buying behaviour. Long wait times, confusing navigation, or unhelpful staff can frustrate customers, causing them to abandon purchases or seek alternatives.

3. Word of Mouth & Social Proof
One of the most understated marketing tool, is word of mouth. Exceptional experiences often lead to positive conversations around a company which heavily influences the buying decisions of others. Retailers who delight their customers, create advocates who spread the word, impacting the buying patterns of new prospects.

4. Post-Purchase Support Reinforces Decisions
How you handle returns, refunds, or customer inquiries post-purchase can either strengthen a buyer's confidence in your brand or push them to competitors. Satisfied customers are more likely to purchase again and spend more over time.

How do we gather data on customer behaviour in retail?

We know that gathering data on customer behaviour is vital for making informed inventory and marketing decisions. Actionable data can be attained via a variety of methods.

It's quite common to observe sales data trends over a specific period of time to understand customer preferences. This type of analysis has been expanded to real-time insights such as basket size, cross-selling information, peak buying periods, and popular product categories.

Next, and perhaps the hardest to action, would be customer surveys and feedback forms. It is a very direct way of gathering feedback and data from customers. While it can be difficult to quantify data, it can provide interesting information.

With the world of retail becoming a combination of in-store and online experiences, the latter can also produce useful data. For online retail channels, website analytics, social media insights, and digital advertising performance data can even shape trends and purchasing behaviours. These insights support companies in understanding which products are attracting attention and which marketing messages are most effective.

Understanding customer buying behaviour in retail is a must. In order to stay competitive and responsive to market demands, observing choices is important. By closely monitoring consumer behaviour patterns, stages, and feedback, retailers can align their product offerings with customer preferences and collaborate more effectively with retail partners. Gathering and applying insights into buying behaviour allows companies to anticipate shifts, maintain strong relationships with retailers, and drive growth in an increasingly customer-centric market.

For retailers, the path to success in retail lies in becoming experts on the customer journey-not only to predict needs but also to meet them more effectively and ensure customer satisfaction through their retail partners.

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Understanding Customer Buying Behaviour in Retailing - GMG

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To understand the man, you must first walk a mile in his shoes. This traditional proverb signifies the importance of empathy and perspective. At GMG, we

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The study found that for H&M’s Gen Z consumers, self esteem plays a stronger role in impulsive buying behaviour than income. When individuals feel confident (or want to boost their self-image), they’re more likely to make unplanned purchases from H&M.

This is relevant because H&M’s store environment, frequent new collections, and affordable prices create moments of temptation a classic set up for impulsive buying, especially among trend driven young consumers.

From a consumer behaviour theory perspective: H&M’s offering triggers the “impulse” factor in the decision making model (need recognition, information search, purchase). Here the “need” might be sudden desire for a trend rather than a planned necessity.

H&M’s strategy of high product turnover, collaborations, and limited time offers amplifies this effect making customers feel they must act quickly, reinforcing impulsive buying behaviours.

Linking this to Maslow’s hierarchy: This behaviour might address the esteem need buying something trendy quickly boosts one’s perceived social standing or self confidence.

For your visit to the store, you might note: What cues did you observe that could trigger impulsive buying (e.g. “Sale” signs, new arrivals at end of aisle, limited stock tags?) That ties the theory to the actual customer journey.

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Age Range: Primarily targets fashion conscious individuals aged 18 to 35, encompassing Gen Z and Millennials.

Gender Focus: While catering to all genders, H&M's offerings historically emphasise women's fashion, though there's a growing focus on men's and children's lines.

Income Levels: Appeals to a broad spectrum, from students and young professionals to families with moderate incomes, due to its affordability.

Lifestyle & Values: Customers often value sustainability, trendiness, and affordability, aligning with H&M's brand ethos.

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This article presents an in-depth H&M target market analysis. We’ll explore who H&M’s ideal customers are, how the brand segments its market, and what strategies it uses to reach and engage those audiences.

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Self Expression: Customers view fashion as a means of self-expression, seeking styles that reflect their personality and values.

Community Engagement: Engage with the brand through social media platforms, influencer collaborations, and community events, fostering a sense of belonging.

Value Alignment: Preference for brands that align with personal values, such as sustainability, ethical sourcing, and inclusive sizing.

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What is Customer Demographics and Target Market of H&M Company?

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Discover the target market for H&M’s fashion offerings. Understand how the brand appeals to young, budget-conscious shoppers seeking trendy styles.

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Inspiration: H&M is integrating technology to provide customers with personalised styling recommendations and trend inspirations, both online and in store.

Services: The brand is implementing tech enabled services such as virtual try ons and personalised product suggestions to assist customers in their shopping journey.

Checkout: H&M is exploring seamless and efficient checkout solutions, including mobile payments and self checkout options, to enhance the in store experience.

Delivery/Return: The company is upgrading its delivery and return processes, leveraging technology to offer more sustainable and convenient options for customers.

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H&M Group: Taking steps to grow the customer experience through tech - H&M Group

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Customer behaviour is changing rapidly and the H&M group works continually on improvements to offer customers the best possible experience. Follow the features throughout the customer journey in four steps: 1. Inspiration, 2. Services, 3. Checkout, and 4. Delivery/return.

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The front of the store is bright, modern, and open large windows showcase mannequins styled in the latest collection, instantly attracting attention. Clear H&M branding and a welcoming entrance make the store easy to spot.

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Once inside, the space feels open and easy to navigate. The women’s section is usually near the entrance, followed by men’s and kids’ sections further in. Clothing tables and racks are spaced to encourage browsing, and clear signage helps customers move smoothly through the store.

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Around the store, there are signs promoting “Member Prices” for H&M Loyalty members. These create a sense of exclusivity and encourage customers to join the membership program, connecting in-store experience with online benefits.

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Large digital screens near the fitting rooms and entrances display H&M campaigns, sustainability messages, or outfit ideas. This enhances the modern, tech-forward image and keeps customers informed about promotions and eco-friendly initiatives.

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Mannequins are used throughout the store to display full outfits, helping customers visualize looks and get styling inspiration. These displays change often to match trends or new campaigns. The mannequins also guide customers toward key areas, such as “New In” or “Essentials.”

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Tables are neatly arranged by colour, style, or theme for example, all basics or seasonal pieces grouped together. This makes shopping simple and organized, appealing to customers who prefer quick, easy choices.

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The store includes both self-checkout stations and traditional tills. Self checkouts allow for a faster, more independent experience, appealing to tech savvy shoppers. Traditional tills still offer friendly staff interaction for customers who prefer personal assistance.

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- & Other Stories partnered with rental marketplace HURR. UK customers can rent a curated selection of & Other Stories collections on the HURR platform or at its pop-up in London. - H&M expanded its rental service, which is now available in four stores: Stockholm, Amsterdam, Berlin and London and a launch in Antwerp is imminent. - H&M Home continued its "Rent a Christmas" offers in four cities - Berlin, Paris, London and Stockholm - providing customers with the opportunity to hire festive decorations.

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In our Sustainability Disclosure, we openly and transparently report on our progress, challenges and learnings.

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Find the most up-to-date statistics about the H&M Group

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H&M: Moving Away from Fast Fashion | Ivey Business Review

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H&M should pursue a partnership with For Days to become a true leader in sustainable fashion