System analysis Essay Example for Free

System analysis Essay As system analysts to ensure I. R. C get the job done I am going to introduce the three basic and main steps. These are Input, Process and Output. The first step will be using Inputs such as keyboards, mouse, scanner and many other inputs. The keyboard allows me to input and type text about special features and offers which I can include in the newsletter or the flyer to promote and advertise my business. It allows me to store information about the customers and there order details . The mouse has many features such as allowing me to point and click in a certain column and also editing any mistakes made. The mouse lets me insert images in to the newsletter and also copy any text to add information regarding the image. While creating the business card I inputted my logo using the copy and paste option from the mouse. I inserted text in the newsletter and also some images which showed the customers the quality of our service. I achieved this through the special features of the inputting devices. The process illustrates how I went about creating the newsletter in order to promote I. R. C. I will be using a catalogue wizard in microsoft publisher as a guideline to go about and set up the layout of the newsletter. The text that is already present in the box, I will use as a guideline so that I know what text to insert in the appropriate place. I Yasin Mirza 1/1/05 will first change the layout of the guideline to match the requirements of I. R. C and then edit the appearance of the colours and the text. I will be using the mouse to insert images which have already been saved on to a floppy disk. I will be using word art to highlight special offers and subheadings this will enable me to make these stand out and change the colour, size, font and style of the text to make it more appealing to the readers. Using microsoft publisher I am able to add a special feature in the newsletter which allows me to have the choice of adding a coupon and a box for customer details. The Output such as the monitor and printer shows the newsletter in its early/late stages of development. The monitor will display the newsletter and I will be using the printer to print out the draft of the newsletter. If I am unsatisfied with the result and quality of the newsletter I can then go back and edit the problems. I can then view the corrections made on the monitor and then print it out again. As an option feature I intend to place the newsletter online on I.R. C s website and the speakers act as an output and the speakers can be used to listen to music and sounds on the site developed by flash software. The company will use floppy disks, cd- roms, and portable hard drives to store and backup information. Floppy disks will be used to store general specifications and receipts. The portable hard drives will be used to store customer and payment details as well company software as the portable hard drives have a vast amount of storage space. The PHD (portable hard drive) is a ideal backing up device as in an emergence if Yasin Mirza 1/1/05 I. R. Cs system becomes damaged in some way then you can transfer the work on to the phd. The cd-roms will be used to store back up information from the floppys. To ensure unauthorised access each member of staff will be given a general user name (staff) and separate password which will allow them to access, edit and view customer, payment and specifications details. To increase security and ensure data integrity (data is not deleted by any random user) we will give admin authorization to managers with a separate username and password to have all system which allows them to access and view, add and delete any details regarding customers.

A Comparison of Jacques-Lois David and Joseph Goebbels Essay -- essays

â€Å"The essence of propaganda consists in winning people over to an idea so sincerely, so vitally, that in the end they succumb to it utterly and can never again escape from it† (Goebbels). Both Jacques-Lois David and Joseph Goebbels were aspiring men who rose above the standards that were set for them and utilized their own individual talent in order to sway people’s opinions to match their own. They both possessed extraordinary talent and ideas for their time, where Jacques-Lois David was an artist who mastered in the neoclassical style of painting and used his art work as a form of propaganda to represent a biased view from a revolutionary on occurring events; where as Joseph Goebbels had superb journaling abilities and dominated the media in Russia. Jacques-Lois David was an exquisite artist of the eighteenth and early nineteenth century who had a well educated background in the field of painting. After the tragic death of his father, Jacques-Lois David went to live with his uncle Francois Buron. From here David went to study at Academie Royales, in Italy, and was taught by J.M Vein who was a master of the Rococo style. After four years of attending Academie Royales David won the internationally recognized Prix de Rome with his work of Antiochus and Stratonice. David returned to Paris, after spending five years in Italy drawing antique models, to open his own studio where he taught and took on commissioned portraits. Jacques-Lois David was already beginning to set a fashio...

Business Process Reengineering Essay

Fundamental rethinking and radical design to achieve dramatic improvement in cost, quality, service and delivery (Hammer & Champy, 1993; Manganelli & Klein, 1994). It means that business process reengineering involves many steps that change the entire business process. This is done to reduce the cost of production of a product or service, increasing the quality, and satisfying customers by offering an excellent service and delivery. BPR can be done in four ways that are: i. Business transformation By using this way, the whole organization is changed. This includes the business process, business management and business strategies. ii. Redesign business process In this way, only the business processes are changed. Usually, the number processes will be reduced. The non value added processes are eliminated. iii. Business process change management This is the process for managing human/employee side of change. It includes the steps taken to change the management team or a project leader. iv. Redesign strategies and value added processes It means that the organization changes the business strategies and creates or improves their value added activities. Objectives of Business Process Reengineering (BPR) There are many objectives of business process reengineering. The main objective is of course to increase the effectiveness and efficiency of the whole business. Listed below are the specific objectives of business process reengineering: i. To save time and cost Time can be saved once the non value added activities are removed from the process as there is fewer work process to be done. This will lead to cost saving as the cost incurred during the production will also decrease. As the cost decreases, the profit margin will be higher and it will lead to a greater income for the company. ii. To improve the quality of work By implementing business process reengineering, the fragmentation of work can be reduced. This is contributed by the fewer process involved in production. This will reduce the errors that occur in production as fewer machines or human are involved. The performance of the business process reengineering can be improved through feedback received by the users of the goods or services. iii. To satisfy customers This is also one of the objectives of implementing business process reengineering. Customers will always be the main priority. BPR will ease the customer in many ways. For instance, nowadays we no longer have to stand in a queue line while waiting to be served if we go to any bank as the number system had been introduced. This is one example of the contribution of business process reengineering for customers’ satisfaction. Advantages of Business Process Reengineering i. Lower cost Reengineering proves to be cost effective as the cost of operating after implementing BPR will decrease significantly. ii. Better use of existing staff The existing staff expertise can be retained enhance through training them at the point of implementation of BPR. iii. Increase effectiveness and efficiency As the employees are aware of the processes that they involve in that has been reduced, it also reduces the time lag between different process. Implementation of BPR Key Steps: Selection of strategic added value processes Simplify new process Once the engineering take place, organization should stop and execute the selection of idea from the above step. The top management cannot live in limbo between yes or no and what are going to do with the idea. Organize a team & workflow Assign responsibilities Train the process team Manager will act as a coaches for the workers as they do not orders but they will guide, direct, coordinate and empower the job to the workers. This involved the top management and subordinates in working together as a team. Critical success factors required to compete are identified and prioritized. Participative business makeovers reject the â€Å"top- down† approach to reengineering in favor of a middle ground, where the managers and workers come together to redesign business processes. The BPR team will be split into two parts, a design team made up of senior managers, and an execution team composed of people who will actually do the work Introduce the redesigned process These initiatives seek to provide understanding of the markets, competitors, and the position of the organization within the industry Implementation BPR Success factors Revising reward and motivation system New reward and incentive scheme must be revised as supporting BPR effort to encouraging people to endorse BPR such as introduce new job titles in order to motivate the workers to the new system implementation. The workers are a resource for an organization to manage the operation effectively. The BPR will successfully be implemented if the workers are highly motivated to the changes made. Effective communication It is needed throughout the changes process at all levels in order to ensure patience and understanding among all employees. Communication breakdown between top management and the workers tend to happen due to the significant changes in the new system. By improving a better way of communication could lead the company to successfully implemented BPR in the organization. Empowerment The organization should establish a culture which staff at all levels feel more responsible and accountable to their respective job scope. Empowerment will make the staff feel more appreciative of their work when the organization give them the authority which in other means recognized and appreciate their work towards the success of the organization. The staff also will be able to set their goals and monitor their own performance thus supporting the implementation of BPR. Management of risk BPR involves radical changes to several systems in organization. Continuous risk assessment is needed throughout the implementation process to ensure the BPR success. The calculation of risk will help the organization in decision making regarding BPR implementation. Aligning BPR strategy with corporate strategy As corporate strategy determines objectives and guidance on how the organizational capabilities can be best utilised to gain competitive position, BPR strategy guides the alteration of tasks into integrated process. It also must accompanied by strategic planning in order to be successful in the long run. Kaizen Costing Introduction Kaizen costing also has a Japanese heritage. It comes from the combination of the Japanese characters ‘kai’ and ‘zen’ which mean ‘change’ and ‘good,’ respectively. The word ‘Kaizen’ translates to ‘continuous improvement’ or ‘change for the better’ and aims to improve productivity by making gradual changes to the entire manufacturing process. Masaki Imai known as the â€Å"Lean Guru† and the father of Continuous Improvement (CI) Masaaki Imai has been a pioneer and leader in spreading the Kaizen philosophy all over the world. Understand Kaizen Costing To understand Kaizen costing, one first needs to grasp standard costing methodology. The typical standard costing approach works by designing a product first, and computing costs by taking into account material, labour and overhead. The resulting figure is set as the product cost. The standard cost is set and revised on a yearly basis. Cost deviation analysis involves checking to see whether the projected cost estimates tally with the final figures. Manufacturing procedures are assumed to be static. In example, approach centres around recognizing that employees who work on a particular job are aware of how that particular task can be greatly improved. Employees are treated as valuable sources of viable solutions, an approach that differs greatly from the standard cost system that views employees as labourers with variable performance levels. Goals In order to properly implement Kaizen principals for process improvement, there are four goals towards reaching successful implementation of Kaizen: 1. To ensure that actual production cost are less than the prior year cost. 2. To reduce the difference between profit estimates and target profits (every department in the company makes an effort to introduce operational changes on a daily basis). 3. Analyzing every part of the process and generating ideas on how they can be further improved. 4. Kaizen costing takes into account aspects such as time-saving strategies, employee efficiency and wastage reduction. Advantages Focus on customers Kaizen permits no middle ground its either you provide best products and customer satisfaction or not. All the activities should aim at providing customer with whatever he wants and should help the firm long term objective of customer’s satisfaction at the same time building up good relationship. It is a responsibility of each and every person working in a Kaizen company to make sure that the product is up to the mark and it satisfies customers need. Make improvements continuously In order to search for excellence just does not end. We should work on the improvement implemented and see if we can make it even more effective. Acknowledge problems openly Every company has certain problems related to finance, competition, change in demand etc. Kaizen companies are no exception, but by fostering an appropriately supportive, constructive culture it becomes easier for any team to get its problem in the open. The whole organization works as a team to solve the problem. The problems are openly shared by the management with the employees which avoids rumours. It simply means â€Å"FIGHT WITH YOUR PROBLEMS DON’T RUN AWAYFROM THEM†. Promote openness There seems to be less functional ring fencing i.e. only the senior managers have private cabins. Otherwise the workplace is generally open and in many companies even the dress code and canteen for everyone is the same Create work teams Each individual in a Kaizen company belongs to work team headed by a leader. Working in various overlapping teams draws employees into corporate life and reinforces the mutual understanding. Cross- functional teams Kaizen states that no individual or team has all the required skill and knowledge to complete a task. Cross-functional teams help in getting all the valuable information’s from the view of all the related people. It calls for letting ideas to flow as wide as running on moon. Disadvantages Reluctant to change Most employees do not like changes as it will lead them to a new style of working Too much suggestion may lead to confusion and time wastage. By giving the opportunities to help in getting all the suggestion from the view of all the related people, they may be confuse to focus what are the best way to follows and also required a lot of time in considering which ways is the beneficially to them. Real life example: A Case Study of New Kaizen Activities at Tahara plant (Toyota) This type of costing was used by Japanese automobile companies (Toyota). The assembly line at Tahara plant was reorganized in 1995 clearly following the new concept realized first at Toyota Kyushu. However it was the assembly section itself that conceived this new assembly line, taking the initiative in product design and reconstruction of the assembly line. It began in 1991 where the revision in 1995 of the Hilux Surf (sports utility) being assembled and the assembly of another sports utility (Land Cruiser Prado) from 1996 were planned. On the basis of discussions held in the Committee above mentioned, the director of this assembly plant suggested to his assembly section’s manager (section chief) to prepare the revision of this sports utility by searching for an ideal assembly line. He then started to conceive it and organize engineers, â€Å"try team† staff, chief leaders and group leaders so that everyone would collaborate in order to realize an ideal assembly line about which he did not have any clear conception. Then he fixed the orientation toward the reconstruction of his assembly line as follows: Construct an assembly shop where the workers can work easily and execute  their operations â€Å"rhythmically†; Organize a human centered Toyota Production System; Form a kaizen mind of everyone so that he/she willingly does kaizen. The section chief thought that if the assembly shop were organized in such a way, it would also contribute to increase production efficiency assuring quality and security, and then to reduce costs. There were many problems to solve, which necessitated the collaboration of the product manager of these models, Product Engineering Design Sections, Production Engineering Division as well as those of Araco and Hino (Araco designs the body of Land Cruiser Prado; Hino, that of Hilux Surf whereas Toyota develops their chassis). In fact, the conception of new assembly line could not be developed without modifying vehicle structures and parts designs of these models. Comparison between BPR and Kaizen approach. Re-engineering Kaizen Type of process Work best: cross organizational boundaries as complex interrelationship of variables. Work best: with well defined boundaries. Degree of change Incremental or radical and usually affect an entire integrated process. Incremental or radical but usually only affect a limited sub process at a time. Speed Generally implemented in a big bang changeover Generates immediately noticeable and measurable changes Acceptance High risk of things reverting back to the way they were soon after the consultants leave. Since the people that actually do the work are the ones making the changes – acceptance are very high. Cost Often involves expensive technologies, computers, and other system. Most â€Å"lean† changes are inexpensive or even free. Technology Reengineering project is often led by computer consultants. Most â€Å"lean† methods minimize or even eliminate reliance on technology with a preference toward visual methods and simplification. Similarities of Business Process Reengineering and Kaizen Approach i. They increase the effectiveness and efficiency of the way the organization operates. ii. These two approaches focus on lowering cost. iii. Customers’ satisfaction is always the goal for these two strategic management accounting approaches. Conclusion The Business Process Reengineering is the process of redesigning the business processes and the associated systems and organizational structures to achieve a dramatic change in the whole business process and performance. On the other hand, Kaizen is a small improvements and changes for a better for business process and performance. It must be accompanied by change of method. Business Process Reengineering is a â€Å"project† with a defined beginning and ending. Kaizen is a never ending process.

Research on H - Free Essay Example

Sample details Pages: 10 Words: 3020 Downloads: 7 Date added: 2017/09/14 Category Advertising Essay Did you like this example? INDEX * Background Of The Entrepreneur * Reasons For Selecting The Entrepreneurial Career * Starting The Enterprise * The Type Of Enterprise * Process Of Setting This Enterprise, Products/Services * Investment Made * Growth Profile * Marketing Practices Followed * Profit Or Loss * Problems Faced * Environmental Concerns Undertaken * Social Responsibility * Future Expansion/ Projects Background of the Entrepreneur: Stefan Persson  (born October 4, 1947) is the son of Erling Persson who founded the  Swedish  fashion company  Hennes Mauritz  (HM). Persson was born the same year, 1947, as HM. His father, Erling, was the son of a butcher in Vasteras, an hour or so outside of Stockholm. Stefan Persson chairs the hugely successful clothing retailer Hennes Mauritz AB, a company founded by his father in Sweden in 1947. Known informally as HM, the international chain of nearly 900 stores has mastered the art of delivering cheap but chic styles and is poised to corner this segment of the United States market. Ranked Swedens richest private citizen, Persson is widely credited with taking the company global when he succeeded his father as chief executive officer in 1982. Don’t waste time! Our writers will create an original "Research on H" essay for you Create order Since 1982 Stefan has been the main shareholder of H;M. According to  Forbes Magazine, Persson has worth  US$22. 4  billion  in  2010, making him the second  richest person  in Sweden and the 13th richest person in the world. In 2009 his son  Karl-Johan Persson  took over as President and  CEO  of Hennes ; Mauritz. Stefan lives in  Stockholm,  Sweden. Reasons for Selecting the Entrepreneurial Career: As an entrepreneur, the senior Persson traveled to New York City just after World War II and was impressed by large department stores like Macys and the range of womens apparel they offered. Returning to Vasteras, he opened a womens clothing store, Hennes (hers in Swedish), which offered inexpensive but stylish apparel. It proved a hit with locals, and was soon able to open a Stockholm store, where lines around the block formed on its first day of business. The idea of providing such garments for the average woman fitted in well with the egalitarian mood of post–war Sweden, noted  Financial Times  writer Nicholas George, who wrote that the Scandinavian countrys thriving economy helped make it rise quickly to the list of the worlds most affluent nations. It is often said that if Per–Albin Hansson, the legendary Social Democratic leader, created Swedens peoples home with welfare and security, Ingvar Kamprad, founder of IKEA, furnished it and Erling Persson clothed it. Perssons father, Erling, died at age 85 in October of 2002. He and his sister, Lottie, hold some 70 percent of H;M voting shares, and 37 percent of its capital. Starting the Enterprise: H;M was established in Vasteras, Sweden in 1947 by Erling Persson. At the very beginning, when the first store was opened, it was actually given the name Hennes (the Swedish word for â€Å"hers†) because only women’s clothes were sold there at that time. The Hennes company became HM in 1968 when it bought Mauritz Widforss, a Swedish hunting and gun retailer, which gave them a mens clothing line. By then, it had cautiously ventured abroad, opening stores in Norway and Denmark. Persson joined his fathers company in 1972, and helped out at the launch of H;Ms first London store four years later by standing outside and handing out ABBA records as a promotional stunt. He became board chair in 1979, with his father remaining chief executive officer (CEO), and began to accelerate the expansion process soon afterward. The company moved into West Germany in 1980, and by 1985 had 200 stores across the continent and in the United Kingdom. In the following years, HM kept expanding continuously. Especially after 1982, it expanded with a high speed. Stefan became Chairman of the Board in 1998. Today the majority of HMs clothing is manufactured in Asia and Europe including   China,   Turkey,   India,   Bangladesh and Egypt. The Type of Enterprise: At the very beginning, when the first store was opened, it was actually given the name Hennes (the Swedish word for â€Å"hers†) because only women’s clothes were sold there at that time. Later in 1968, Erling Persson bought Mauritz Widforss, a hunting and gun store in Stockholm. Just from then, the men’s clothes began to be sold in the stores. Included in the inventory was a supply of mens clothing, prompting Persson to expand into menswear. Accordingly, he renamed the store  Hennes Mauritz, later abbreviated to HM. During the first 30 years of its existence, the company had a low-end image, and price was the most important element of marketing-mix. The positioning has been changed in 1980’s, when Stefan Persson became Managing Director and focused on improving quality, bringing new designs, advertising and reducing operational costs. He also employed the new design director – Margareta van den Bosch. Process Of Setting This Enterprise, Products/Services: HM expanded through organic growth, and it financed new market entries with own cash reserves. In 2007 the company managed more then 1,500 stores in 28 countries. Its development is not only fast but also profitable – during the last five years sales including VAT has increased by 73% and profit after tax by 139%. HM aims at increasing the number of stores by 10-15% a year, and to increase sales at the existing stores. Designing: Until the 1980’s the company mostly bought products from its agents in Asian countries and then re-sold them in its stores. In 1987, the company striving to improve its positioning employed new design director Margereta van den Bosch and started to build a designers team. The new idea was to design and produce items that customers were demanding in the stores. Today, the headquarters in Sweden employ around 100 internal designers and cooperate with around 50 pattern designers and 100 buyers. Together, they create the company’s collections, considering the three basic factors: fashion, quality and price. The basis for each collection are customer demands. Although there are two main collections every year – the spring and the autumn one, HM release many sub-collections in every season, so that each week customers can find something new in the HM stores. Every concept, like Women, Men, Kids, Divided and Denim has its own team of designers, buyers, pattern makers, assistants 29 and controllers. Their common goal is to produce garments according to consumer demands. Buying and production: HM does not own any factories and relies on network of external suppliers Buyers, who are part of designer process are in contact with 22 production offices, located in all countries with significant amount of production. Personnel working there have been selected locally, and their main task is to mediate between buying department and external suppliers. The initial reason for establishing production offices was that it helped avoiding miscommunications, because there were often differences between designers suggestions and final products. In 2007, about two-thirds of the suppliers were based in Asia; half of these in China and half in Bangladesh, Cambodia, India, Indonesia, South Korea, Pakistan and Sri Lanka. The remaining one-third of suppliers had production in Europe, mainly in Turkey. The remaining countries of manufacturing were Italy, Portugal, Greece, Bulgaria, Romania, Lithuania, Poland and England. Distribution: HM controls all the stages of the logistics, as it acts as an importer and wholesaler, and then as a retailer (with exception of the Middle East countries), and the process is managed centrally from Stockholm (ICFAI, 2008). There are about 3,200 people employed in the logistics department in HM. For transport, HM uses external contract companies, and goods produced in Asia are shipped mainly by sea in order to minimize costs. Almost all finished goods, from all suppliers around the world are shipped to the central warehouse – stock terminal in Hamburg, Germany and then are distributed to the destination countries. However, in 2006 HM started implementing the concept of regional grouping, which means that goods should not be distributed in each country individually, but in several groups of countries. Thus, the company was going to place some centralized functions like designing, buying, production and logistics with another buying company. Store management: When planning new stores or new market entries, HM carry out extensive research, including consumers demographics, purchasing power, competition and local shopping areas (ICFAI, 208). In countries with important market potential the company acquires local chains. Store locations are considered an important element of the expansion strategy. Stores should be located in prime locations i. e. in main shopping areas of major cities and towns. The headquarters analyses best locations for prospect stores and wait until they are available. All the stores are self-service stores, and can be divided into full range stores and concept stores, with area between 200 and 700 sq meter. Restocking takes place every day between 7. 00 and 9. 00 am, and in case of stores with particularly high demand it is dome up to three times a day. There is also a general rule, that an item should not stay in a store longer than one month. HM largely practices job rotation. Stores staff must carry out various duties such as cash desk, displaying and customer assistance, and they have possibilities of promotion, for positions like production coordinators, quality controllers, auditors, etc. On the other hand, people who work in offices are sent from time to time to stores in order to maintain contact with clients. Stores personnel are recruited locally, because they have knowledge about the local market and are considered important when deciding about the strategy. All new employees must participate in a three week long introduction course and are assigned a mentor. In case of entering a new market or opening a new shop, both recruitment and training are carried out by experienced staff from other locations. It is considered important to transfer and implement knowledge, skills and HM culture in new locations. * Investment Made: HMs Board of Directors Stefan Persson Chairman of the Board and member of the Auditing Committee. Born 1947. Year elected  :1979 Primary occupation  :Chairman of the Board of H;M. Other significant board assignments  :Member of the Association of MSAB and board assignments in family-owned companies. Education  :Stockholm University ; Lund University, 1969–1973. Work experience:1976–1982 Country Manager for H;M in the UK and responsible for H;M’s expansion abroad. 1982–1998 Managing Director and Chief Executive Officer of H;M. 1998– Chairman of the Board of H;M. Shareholding:  372,548,800 Mia Brunell Livfors Board member. Born 1965. Year elected:2008 Primary occupation:  President and Chief Executive Officer at Investment AB Kinnevik. Other significant board assignments:  Member of the Board of Efva Attling Stockholm AB, Metro International S. A. , Tele2 AB, Transcom WorldWide S. A. , Korsnas AB and Mellersta Sveriges Lantbruks AB since 2006, as well as Millicom International Cellular S. A. and Modern Times Group MTG AB since 2007. Education:Studies in Business Administration, Stockholm University. Work experience:  1989-1992 Consensus AB. 1992-2006 Various managerial positions within Modern Times Group MTG AB 1992-2001 and Chief Financial Officer 2001-2006. 2006- Managing Director and Chief Executive Officer, Investment AB Kinnevik. Shareholding:  Shares held together with related parties 600 Anders Dahlvig Board member. Born 1957 Year elected:  2010 Primary Occupation:  Board assignments Other significant board assignments:Chairman of the New Wave Group. Member of the Board of Kingfisher plc Education:Bachelor of Science degree in Business Administration, Lund University 1980 Masters of Arts degree in Economics, University of California Santa Barbara, 1982 Work experience:1983-1993 Various roles within IKEA in Sweden, Germany, Switzerland and Belgium. 1993-1997 Managing Director of IKEA UK 1997-1999 Vice President of IKEA Europe 999-2009 CEO and President of the IKEA Group Shareholding:9,000 Lottie Knutson Board member. Born 1964. Year elected  2006 Primary occupation  Marketing Director at Fritidsresor Group Nordic, with responsibility for marketing, communications as well as corporate and social responsibility. Other significant board assignments  None except member of the Board of H;M. Educationà ‚  Universite de Paris III, Diplome de Culture Francaise, 1985-1986. Theatre history, Stockholm University, 1989, The Department of Journalism at Stockholm University, 1987-1989. Work experience 1988-1989 Journalist, Svenska Dagbladet 989-1995 The communications department at SAS Group 1995-1996 PR consultant, Johansson ; Co 1996-1998 PR- and communications responsible consultant, Bates Sweden   1998-1999 Communications consultant, JKL 1999- Marketing Director at Fritidsresor Group for the Nordic countries   Shareholding  1,200 Shares held by related parties  0 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  Yes Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  Yes Sussi Kvart Board member and member of the Auditing Committee. Born 1956. Year elected  1998 Primary occupation  Consulting, with a focus on strategic business advice, corporate governance and board procedures. Other significant board assignments  Chairman of Kvinvest AB, member of the boards of Healthcare Provision – Stockholm County Council, Stockholms Stadshus AB, Transparency International Sweden and DGC One AB. Education  Bachelor of Laws, Lund University 1980. Work experience 1983–1989 Lagerlof (now Linklaters) law firm, as lawyer from 1986. 1989–1991 Political expert, riksdagen (Swedish parliament), parliamentary office of the Swedish Liberal Party. 991–1993 Political expert, Swedish Cabinet Office. 1993–1999 Company solicitor, LM Ericsson. 1997–2001 Member of the Aktiebolagskommitten (Swedish Companies Act Committee). 2000–2001 Working as a solicitor and with business development at LM Ericsson, Corporate Marketing and Strategic Business Development. 2002– Sussi Kvart AB. Sh areholding  4,400 Shares held by related parties  1,700 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  Yes Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  Yes Bo Lundquist Board member and Chairman of the Auditing Committee. Born 1942. Year elected  1995 Primary occupation  Head of family-owned investment company. Board assignments. Other significant board assignments  Chairman of the boards of Stockholm University College of Physical Education and Sports (GIH), Teknikmagasinet AB (unlisted company) and member of the board of Frans Svanstrom AB (unlisted company). Member of the board of the Anders Wall Foundation for Free Enterprise. Education  M. Sc. Engineering, Chalmers University of Technology in Gothenburg 1968. Work experience 970–1974 Administration Manager, Lulea Colleage 1975–1978 Head of Division, SSAB 1978–1982 Sales Manager, Sandvik 1982–1984 CEO, Bulten Senior positions in the public sector and in Swedish listed companies, including: 1984–1990 Vice President of Trelleborg. 1991–1998 Managing Director and Chief Executive Officer, at Esselte. 1994–1998 Involved in various important trade ; industry organisations, including Chairman of the Federation of Swedish Commerce and Trade. Shareholding  0 Shares held by related parties  40,000 * * Shares owned through Bo Lundquists company Caboran AB Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  Yes Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  Yes Melker Schorling Board member. Born 1947. Year elected  1998 Primary occupation  Founder and owner of MSAB Other significant board assignments  Chairman of MSAB,AarhusKarlshamn AB, Hexagon AB, Hexpol AB and Securitas AB. Education  M. Sc. Business and Economics from the School of Business, Economics and Law, Gothenburg University 1970. Work experience 1970–1975 Controller, LM Ericsson, Mexico. 975–1979 Controller, ABB Flakt, Stockholm. 1979–1983 Managing Director, Essef Service, Stockholm. 1984–1987 Managing Director, Crawford Door, Lund. 1987–1992 Managing Director and Chief Executive Officer, Securitas AB, Stockholm. 1993–1997 Managing Director and Chief Executive Officer, Skanska AB, Stockholm. Shareholding  0 Shares held by related parties  228,000 * * Shares owned through Melker Schorling AB Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  Yes Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  No Christian Sievert Board member. Born 1969 Year elected  2010 Primary Occupation  CEO of Segulah Other significant board assignments  Member of the boards of AB Segulah, Segulah Advisor AB, Gunnebo Industrier and deputy member of Infocare Education  MSc in Business Administration, School of Economics, Stockholm 1994 Work experience 1994-1997 Bain Company, consultant, Stockholm and San Francisco, USA 1997-2003 Investment Manager and Partner, Segulah, 2003-CEO/Managing Partner of Segulah Shareholding  22,600 Shares held by related parties  600 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  Yes Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  Yes Marianne Broman Deputy employee representative. Born 1944 Year elected  1995 Shareholding  140 Shares held by related parties  290 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  No   Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  No Margareta Welinder Employee representative. born 1962 Year elected  2007 Shareholding  0 Shares held by related parties  0 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  No   Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  No Tina Jaderberg 1Employee representative. Born 1974 Year elected  2007 Shareholding  0 Shares held by related parties  0 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  No   Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  No Agneta Ramberg Deputy employee representative. Born 1946 Year elected  1997 Shareholding  0 Shares held by related parties  0 Independent of the company and the company management as defined by the Swedish Code of Corporate Governance  No   Independent of major shareholders in the company as defined by the Swedish Code of Corporate Governance  No   * * Growth Profile: The first store, â€Å"Hennes†, at that time offering only clothes for women, immediately attracted customers, and in next decades the company successfully expanded first in the domestic market and then internationally. The milestones in the company’s development have been presented in the table below: Year| Milestones| 1947| opening the first shop Hennes in Vasteras, Sweden| 1964| opening the first shop in Norway| 1967| opening the first shop in Denmark| 1968| acquisition of MauritzWidforss, new brand Hennes and Mauritz, men clothes are added| 1972| Stefan Persson (son) joins the business| 1974| the company goes public (Stockholm stock exchange)| 1975| cosmetics are added| 1976| entry the first non-Scandinavian market Great Britain| 1977| clothes for teenagers are added| 978| clothes for babies are added| 1980| acquisition of Rowells mail order company, introduction of sales through catalogue| 1987| Margareta van den Bosch joins the company as design director| 1998| The company starts online sales in Sweden| 1999| the company starts online sales in Denmark and Finland| 2001| the company starts online sales in Norway| Today H;M operates in 37 countries and has 76,000 employees all working to the same philosophy: to bring its customers fashion and quality at the best price. Today H;M operates 2,000 stores spead over 37 markets.