analyze and solve Hugo Boss case study using the 4 topics:

Porters generic strategies -

Integration-responsiveness framework (aka: Bartlett and Ghoshal framework) -

Balanced Score card -

Global staffing strategies -

each one in its own paragraph and analysis, therefore justifications and assumptions should be made

For the final assignment for course Strategic Management in a Global Environment, there will be 4 topics (analyze and solve for each topic) that will ask you questions about in the context of the case (Hugo Boss moves production closer to home to shorten supply chain - Financial Times):

Porters generic strategies -

Integration-responsiveness framework (aka: Bartlett and Ghoshal framework) -

Balanced Score card -

Global staffing strategies -

Please note: the assignment will be in the style of a WAC (written analysis of a case). For that, it is not important to do root learning. Important is to apply the frameworks and provide clear reasoning while doing so i.e., being clear about your assumptions!

Attachments are:

First 2 pictures are our case study to analyze and solve about Hugo Boss

Third picture is a previous final assignment that our assignment will be the same (same questions) but different company, so you can analyze and solve it using Hugo Boss case study not IKEA by using the 4 topics mention up

Luxury goods Hugo Boss moves production closer to home to shorten supply chain German fashion house to hire additional workers for Turkish factory as it reduces dependence on southeast Asia Hugo Boss is enlarging its factory in Izmir, Turkey, to counteract the recent supply shortages and higher shipping costs is Hugo Boss Olaf Storbeck in Frankfurt DECEMBER 302021 German fashion house Hugo Boss is expanding production capacity closer to its base in Europe to reduce its dependence on south-east Asia at a time when global supply chains are under severe pressure. Chief executive Daniel Grieder, who is aiming to double sales to 4 bn a year by 2025 , told the Financial Times that supply chain disruptions were creating "unbelievable challenges" for Hugo Boss and its rivals, with supply shortages, delays and higher shipping costs. The company was enlarging its factory in Izmir, Turkey, in response, Grieder said, adding that it wanted to hire almost 1,000 more workers there, increasing staff by a third. It was also planning to invest more in machinery and tools at the site. Grieder also promised to end years of "hibernation" by the company, which under its previous ownership by UK private equity group Permira unsuccessfully tried to turn itself from a premium into a luxury brand. fft.com/content/0eaecd94-ef71-4078-9f99-43cd203b246c Grieder told the FT that he would broaden the brand's product portfolio and offer more casual and leisure wear in addition to its flagship range of business clothes. He has earmarked 500m for investments in stores over the next five years and is planning to increase the marketing budget by 100m a year until 2025. The Izmir factory, which dates from 1999, is already the largest single Hugo Boss production site and has traditionally been used mainly to make formal wear. The company also has sites in Germany, Poland and Italy, which combined with Turkey account for about 20 per cent of its clothing production. Another 30 per cent of its garments are sourced from suppliers in or close to Europe. Hugo Boss said this share would rise further over the coming years. Much of the industry relies heavily on production in south-east Asia, where labour costs are far lower. Grieder, an industry veteran who was poached from rival fashion brand Tommy Hilfiger, said the shift would be permanent. "Our future strategy is to produce even more garments close to those markets where they will be sold," he said. Products for the Americas would be made there, likewise for Europe and Asia, he said, adding that this would be a "huge switch" for the company. Over the past year, the company has already rearranged production in Izmir and is now also making jerseys, womenswear and other garments there. Grieder said a proprietary factory close to Europe had been "a massive competitive advantage" in recent months. The company is also looking at relocating some of its production to "city factories" in western countries and, in the first quarter of 2022 , will start trialling the final production of jeans and denim in a small factory in Los Angeles. In the third quarter of 2021, Hugo Boss increased its year-on-year sales 40 per cent, while revenues were 7 per cent higher than they were in the third quarter of 2019 , before the pandemic struck. Last year, sales fell 31 per cent to 1.95bn and the company swung to a net loss of 219m. Grieder said demand for formal wear, which was hit hard by lockdowns and the huge increase in working from home, had rebounded more sharply than anticipated, thanks to pent-up demand linked to postponed events such as weddings. According to Grieder, the company had feared that sales of formal wear such as traditional suits would fall 50 per cent. "This did not happen, and we are really olad ahnut that "he caid LO 3: Analyze and evaluate corporate, business, and/or functional strategies of an organization in an international context. Read the Financial Times article on Ikea: "Ikea heads to city centres in shift from warehouse stores" and answer the following questions. Each question is equally weighted. Please note: the key for a higher grade lies in your ability to apply the frameworks and provide reasons and justifications for your choices by being clear about your assumptions! Remember: the quality of your answers depends on your reasoning, the answer cannot be found in the text or slides. 1. Using Bartlett and Ghoshal's international strategy framework (aka: integration-responsiveness framework), evaluate which strategy IKEA is following and provide justification for your assessment. Argue clearly along the dimensions of the framework and be clear about your assumptions. 2. Does this strategic shift as described in the newspaper article have any implications for IKEA's Global Human Resource Management strategy? Be sure to argue clearly along the dimensions of the framework. Link the Global Human Resource Management strategy with IKEAs international strategy. Be transparent about your assumption along each dimension. 3. Using Porter's generic strategies, which strategy is IKEA pursuing by shifting from warehouse style to smaller city centre stores? Provide justification for your decision. Be clear about the reasons for choosing a strategy and be transparent in your arguments based on Porter's framework. 4. Using the Balanced Scorecard as tool for strategy evaluation and control, do you think that this different location strategy would also require changes to the way IKEA measures performance of its stores? Which of the dimensions of the Balanced Scorecard do you think could become more important now? Your choice could be focussed on financial or nonfinancial dimensions, or even lead- or lag-indicators. Provide a justification for your arguments. Luxury goods Hugo Boss moves production closer to home to shorten supply chain German fashion house to hire additional workers for Turkish factory as it reduces dependence on southeast Asia Hugo Boss is enlarging its factory in Izmir, Turkey, to counteract the recent supply shortages and higher shipping costs is Hugo Boss Olaf Storbeck in Frankfurt DECEMBER 302021 German fashion house Hugo Boss is expanding production capacity closer to its base in Europe to reduce its dependence on south-east Asia at a time when global supply chains are under severe pressure. Chief executive Daniel Grieder, who is aiming to double sales to 4 bn a year by 2025 , told the Financial Times that supply chain disruptions were creating "unbelievable challenges" for Hugo Boss and its rivals, with supply shortages, delays and higher shipping costs. The company was enlarging its factory in Izmir, Turkey, in response, Grieder said, adding that it wanted to hire almost 1,000 more workers there, increasing staff by a third. It was also planning to invest more in machinery and tools at the site. Grieder also promised to end years of "hibernation" by the company, which under its previous ownership by UK private equity group Permira unsuccessfully tried to turn itself from a premium into a luxury brand. fft.com/content/0eaecd94-ef71-4078-9f99-43cd203b246c Grieder told the FT that he would broaden the brand's product portfolio and offer more casual and leisure wear in addition to its flagship range of business clothes. He has earmarked 500m for investments in stores over the next five years and is planning to increase the marketing budget by 100m a year until 2025. The Izmir factory, which dates from 1999, is already the largest single Hugo Boss production site and has traditionally been used mainly to make formal wear. The company also has sites in Germany, Poland and Italy, which combined with Turkey account for about 20 per cent of its clothing production. Another 30 per cent of its garments are sourced from suppliers in or close to Europe. Hugo Boss said this share would rise further over the coming years. Much of the industry relies heavily on production in south-east Asia, where labour costs are far lower. Grieder, an industry veteran who was poached from rival fashion brand Tommy Hilfiger, said the shift would be permanent. "Our future strategy is to produce even more garments close to those markets where they will be sold," he said. Products for the Americas would be made there, likewise for Europe and Asia, he said, adding that this would be a "huge switch" for the company. Over the past year, the company has already rearranged production in Izmir and is now also making jerseys, womenswear and other garments there. Grieder said a proprietary factory close to Europe had been "a massive competitive advantage" in recent months. The company is also looking at relocating some of its production to "city factories" in western countries and, in the first quarter of 2022 , will start trialling the final production of jeans and denim in a small factory in Los Angeles. In the third quarter of 2021, Hugo Boss increased its year-on-year sales 40 per cent, while revenues were 7 per cent higher than they were in the third quarter of 2019 , before the pandemic struck. Last year, sales fell 31 per cent to 1.95bn and the company swung to a net loss of 219m. Grieder said demand for formal wear, which was hit hard by lockdowns and the huge increase in working from home, had rebounded more sharply than anticipated, thanks to pent-up demand linked to postponed events such as weddings. According to Grieder, the company had feared that sales of formal wear such as traditional suits would fall 50 per cent. "This did not happen, and we are really olad ahnut that "he caid LO 3: Analyze and evaluate corporate, business, and/or functional strategies of an organization in an international context. Read the Financial Times article on Ikea: "Ikea heads to city centres in shift from warehouse stores" and answer the following questions. Each question is equally weighted. Please note: the key for a higher grade lies in your ability to apply the frameworks and provide reasons and justifications for your choices by being clear about your assumptions! Remember: the quality of your answers depends on your reasoning, the answer cannot be found in the text or slides. 1. Using Bartlett and Ghoshal's international strategy framework (aka: integration-responsiveness framework), evaluate which strategy IKEA is following and provide justification for your assessment. Argue clearly along the dimensions of the framework and be clear about your assumptions. 2. Does this strategic shift as described in the newspaper article have any implications for IKEA's Global Human Resource Management strategy? Be sure to argue clearly along the dimensions of the framework. Link the Global Human Resource Management strategy with IKEAs international strategy. Be transparent about your assumption along each dimension. 3. Using Porter's generic strategies, which strategy is IKEA pursuing by shifting from warehouse style to smaller city centre stores? Provide justification for your decision. Be clear about the reasons for choosing a strategy and be transparent in your arguments based on Porter's framework. 4. Using the Balanced Scorecard as tool for strategy evaluation and control, do you think that this different location strategy would also require changes to the way IKEA measures performance of its stores? Which of the dimensions of the Balanced Scorecard do you think could become more important now? Your choice could be focussed on financial or nonfinancial dimensions, or even lead- or lag-indicators. Provide a justification for your arguments