Q1)

luv the Nug is a campaign, which was launched by Scotsman Ice system

company. This company used Nexus of force for developing the idea of producing
crunchy and chewable ice. The gyro company released a mobile application with the
same name and gathered data from their audiences about their ice eating habits,
the extent of chewing ice and the reason why audiences chewing ice. Audiences
information gathered through cloud system and the outcome was social activities
such as finding nugget lovers on map, posters, badges and urban carnivals. Through
this nexus of forces, Scotsman company was able to know the environment and
introduce its new product and submit it efficiently as a popular product.
Q2)

Business Culture: A business requires to shift its attitudes from individual

decision makers to data-driven agendas. It also requires to shift from
departmental job description to team work collaboration. While the essence
of the digitalization is about possibilities, the business is expected to embrace
failures. It is also expected to trust on customer-driven data, employees and

the consequential changes.

Talented Employees: Since the nature of nexus was conducted by four forces,
a digitized business requires to recruit those employees, who have an
adequate level of knowledge not only in their specific roles but also about
other job roles in a business. Moreover, to fulfill all future job opportunities,
while the essence of performing jobs will be changed, it is required to foster

and lead the next work force generation toward future demands.
Leadership: this role can be taken by an individual role such as CIO or those
corporation, which are equipped with digitalization assets. Digitalization
leaders are expected to maintain the highest extent of company values,
preparing the foundation of digital processes and leading a business work
flows through IT tools and IT strategies according to business strategies.

Q3)

The emerge of IT helped the H&M in marketing and let this company to

become a part of its customers daily life. International social media such as
Facebook and twitter were targeted as well as local social networks like Youku in
china, where has the biggest share of H&M stores and share market. Moreover, in
order to predicting the market demand, H&M has focused on online activities to
track the business trends and the environment. Furthermore, the latest IT system
implementation developed the knowledge of H&M about its customer needs, which
enabled logistic department to optimize decision-making, placing order and
adequate data for demand and supply in future. Finally, one of the H&M plans in
future is running the biggest online shop, which obviously will be IT-based and will
open new horizons to the H&M market.
Q4)

Human Resources: H&M follows a participative culture in addition to its

incentive scheme. As well, highly valued factors such as loyalty and
experiment let H&M environment a dynamic working place. Moreover,
trusting on employees, local talented workforce recruitment and both formal

and practical training might be mentioned as H&M optimizer policies.

Supply Chain: Outsourcing from cost effective suppliers has increased H&M
flexibility while has decreased input costs. Through establishing 50 product
offices, H&M could decrease lead times significantly and increase its logistic

operational sufficiency.
Design: centralized designing group is trying to create their own style by the
help of inspiring from everything. Designing group also co-operate with
famous and popular designers, producer of collection designs, all over the

world.
Marketing and social media: conducting strong relationships with celebrities
might be mentioned as a H&M marketing strategy. Moreover, frequent
presentation in social media in order to benefit from followers ideas

illustrates the importance of social media for H&M.

Store Operations and management: H&M strategy pays attention to its
stores locations. They are known as most important connection between
H&M and its customers.

Q5)

Increase in number of stores, annual growth rate, size and the business

economy, financial ability and the business background let H&M stand beside its
competitors. However, renting the stores instead of its ownership is one of the
tactics that helps H&M to be flexible. Another distinctive strategy is the
decentralized human resources management. Long-duration advertising campaigns
with popular celebrities and stable presence through social media are also some
distinctive resources. Another reason can be its centralized designer team, which is
analyzing H&M customers surveys to be creative in designing field by the use of
internet. However, centralized product offices which are distributed over 50 offices
that supply companys requirements might be mentioned as the strongest
capability of the company. Right quality, right quantity, right ordering time, right
delivery time, right suppliers and right IT system are other H&Ms success factors.