Hillberg & Berk (H&B) - Case Study - Management Assignment Help

Assignment Task:

Task:

In September 2016, Rachel Mielke, chief executive officer (CEO) of Hillberg & Berk (H&B), was reviewing plans for H&B’s newly expanded flagship store and office building in Mielke’s hometown of Regina, Saskatchewan, Canada. In doing so, she reflected on the nine years since she had started H&B. In that time, H&B had grown tremendously (see Exhibit 1) and had established a recognized brand in the competitive designer jewellery landscape. At the top of Mielke’s mind was how to manage the company’s signature Sparkle Collection. Accounting for more than 70 per cent of sales, the collection had been a tremendous hit for the company. Now Mielke wondered how she could capitalize on the success of this product and build loyalty with the rest of the jewellery designed and offered by H&B. While H&B was no longer a small company, nor a large one, Mielke knew that how she managed her company’s strategy going forward would have significant implications for its ability to maintain sustainable growth.
 

COMPANY INTRODUCTION

Mielke founded H&B in 2007 out of a personal passion for jewellery design and entrepreneurship. Mielke’s goal for the company had been to create a world-class jewellery brand that empowered women and met them at every important life milestone. She aspired for the brand to align with her core beliefs and to remain authentic, which was evident in many elements of the company’s brand presence, including the name—the company was named for Mielke’s grandmother, Hilda Bergman, and Mielke’s dog, Berkley. 

Task One (1500 words, 60 marks)
Identify and critically evaluate Hillberg & Berk’s resources and capabilities using relevant BB835 frameworks and concepts.

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