Green Business

Apparel industry is among the most competitive owing to the dynamic consumer behavior, emerging technology and call for sustainability. There are several firms in apparel making but their market share differs in line with sustainability trends. H & M is a multinational clothing retailer company from Sweden. Its major competitors include Zara, Forever 21, C&A, among others. The performance of H & M in various corporate spheres places it ahead of the pack. It is worth to underscore the sustainability milestone that H & M has made so far in relation to its competitors (Epstein & Rejc, 2014).

The increasing application of Triple Bottom Line concept has been received positively and practiced by H & M. TBL is the latest business concept that emphasizes three pillars of sustainability (Savitz & Weber, 2013). These include; social, environment and financial impacts. In essence a lot of changes are critical in the apparel industry. TBL framework reconciles various factors in the business strategy of the company. While profit maximization is the primary goal, interest in environmental care, welfare of the people and value for money are fundamental. In that respect, H & M has made significant efforts towards realization of TBL in sustainability work plan (Blackburn, 2015).

H & M has been on the forefront of strategic sustainability by emphasizing the significance of circular economy. In fact, the firm has in the recent past initiated conference that brought together business and economic experts. Besides, sponsoring meeting with innovators in the apparel industry is crucial in set a new benchmark in brand and fashion industry standard. H & M acknowledges customers’ growing interest towards sustainability (Savitz & Weber, 2013). The firm has therefore focused on fusing investment on sustainability with brand hence taking a lead among its rival companies.

H & M has made efforts to spread the message of sustainability through involving consumers. Consumer labeling is a to that H& M see as critical in effective communication with customers in as far as their choices on sustainability is concerned. In fact, the firm has been working in collaboration with Sustainable Apparel Coalition (SAC), an idea and action that proves its commitment. H & M has taken the lead in investing on innovative technology that focuses on practical reuse of textile fibers while manufacturing new clothes (Epstein & Rejc, 2014). The prospect of such large scale reuse will significantly limit the need for new resources. Besides, H & M focusses on producing long-lasting clothes that will ultimately reduce the amount of waste in landfills. Zara is a close rival to H & M in the apparel industry but has not publicly stated its policy on environment and social practices. In that respect, H & M has prospects of a better future.

Assuming the position of a CEO to H & M, there are specific aspects of TBL that I would adjust. Environmental care promotion and investment in awareness creation among the customers would amount to invaluable social benefits (Epstein & Rejc, 2014). This would be achieved through involvement of customers through feedback mechanisms on quality and sustainable aspects of each product. In fact, the contemporary consumer community is much aware of the climate change debate. Besides, the company needs to present transparent list of its suppliers and state the conditions under which the products are made (Blackburn, 2015). This is a step towards eliminating sweat stores, child labor, human labor trafficking, environmental degradation, and adherence to international business practices. Such an approach will likely strengthen the TBL of H & M.

It’s worth concluding that H & M has a bright future in as much as it increasingly invests in sustainability through Triple bottom line. The dynamic consumer behavior in the apparel making industry necessitates proactive steps towards sustainability and constant compliance with environmental policies.

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