Títol : Zara and Benetton: Comparison of two business models Volum: I de I Alumne:Amalia Paola Palladino Director/Ponent:Jose M. Cabré Garcia Departament:Organización de Empresas (OE) Data: 28 Junio 2010 Data:28 June 2010 DADES DEL PROJECTE Títol del Projecte: Zara and Benetton : Comparison of two business models Nom de l ’estudiant:Amalia Paola Palladino Titulació:Ingenieria Superior Infomatica Crèdits:37‚5 Director/Ponent: Jose M. Cabré Garcia Departament:Organizazión de empresas
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Review Question (pg. 54‚ no. 12) The term “marketing mix” could suggest that marketing managers are mixers of ingredients. Is that perspective a recipe for success when employing the 7 Ps to develop a services marketing strategy? The marketing mix is a business tool used in marketing products. The marketing mix is often crucial when determining a product or brand’s unique selling point‚ meaning that the unique quality that differentiates a product from its competitors‚ and is often synonymous
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the apparel industry? What it means for a company like Zara? Traditionally‚ national retailers outsource apparel production‚ via global brokers‚ to thousands of small apparel makers. Globalization created options for countries and companies in the apparel industry. Improving technology‚ sourcing‚ and production systems let innovative apparel makers compress cycle time. Shortening process time increases efficiencies and boosts profits. Zara applied its innovative strategy to reset the standards
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oriented on people who not willing to spend a lot of money however in love with fashion and instead of selling them two standard collections per year making them come back to shop and buy clothes every two weeks as collection changes and rarely repeated. Zara‚ H&M and Benetton are three of the most major fast fashion brands‚ however some of their steps from the “supplier of raw materials to the end-customer” in this case these steps are designing‚ manufacturing‚ distribution and retailing not always
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Co-operation Contracts of employment An employment contract is a written legal document that lays out binding terms and conditions of employment between an employee and an employer. The employers in ZARA need to makw sure that their employees are aware of what rights and responsibilities they have as workers in ZARA. This contract also includes: The salary rate that is going to be paid to the employees. When they will be getting their salaries What deductions are going to be made from their salaries
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different companies” (Riddalls et Al.‚ 2000) For this essay I have chosen two very different companies; Zara‚ a Spanish fashion collection manufacturing company‚ and Dell‚ American multinational information technologic corporation. Some years ago‚ in the fashion industry there was a relationship between price and quality. For high quality brands‚ there was a need to spend a high amount of money. Zara was one of the first companies that changed this assumption by introducing good quality clothes at a
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Amancio Ortega Gaona is the founder and current chairman of Inditex. He is also Spain ’s richest man. Inditex runs over 4500 stores worlwide for different brands: • Zara International (833 stores) • Pull and Bear (423) • Massimo Dutti (360) • Bershka (354) • Stradivarius (257) • Oysho (146) • Zara Home (105) • Lefties () In Romania‚ Inditex is in a continuous development and has at this time 37 stores in the most important cities of Romania . Most stores
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is therefore imperative for Zara to understand the external environment in order to maintain its dominance. Although Zara’s value chain is difficult to copy‚ Zara must continually look out for new threats and opportunities‚ and be prepared to instantly move on them with new strategies and state of the-art- technologies. Competitive Environment: Zara’s principal key issue is rivalry in the apparel retailing market‚ mainly from GAP and H&M. Swedish H&M differs from Zara because they outsource all
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This case is relatively strategic in the context of the chapter that supports it. Chapter 3 in the text examines what might be termed the more ‘strategic’ aspects of supply network design. Chapter 13 (this chapter) treats some of the more operational issues. Yet‚ the boundary between what is strategic and what is operational in supply network/chain management is somewhat arbitrary. And although this case does not examine the very operational issues of how each of these companies’ supply chains operates
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------------------------------------------------- Unit 6 Supply and Stock ------------------------------------------------- Management in Retail Hajar Houari Business and Fashion CH 1E Miss A. Lekic Index 1. About Inditex page 2 2. About ZARA page 3 3. Structure of the supply chain Corporate Social Responsibility page 4 4. Product page 5 Policy on the use of animal-skin products LWG 5. Leather page
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