advantage: the Inditex-Zara case Andres Mazaira  University of Vigo‚ Oureuse‚ Spain E. Gonzalez  University of Vigo‚ Oureuse‚ Spain Ruth Avendano Ä University of Vigo‚ Oureuse‚ Spain Keywords Market orientation‚ Competitive advantage‚ Clothing industry‚ Organizational culture Abstract This paper has been developed as a part of research seeking to verify the effects of organisational culture in general‚ and market orientation in particular‚ on the behaviour and results of managerial organisations
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all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry. The global auto industry‚ for instance‚ appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care delivery industry in Europe. But to understand industry competition and profitability in each of those three cases‚ one must analyze the industry’s underlying structure in terms of the five forces * If the forces are
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Traditionally‚ national retailers outsource apparel production‚ via global brokers‚ to thousands of small apparel makers. The typical apparel manufacturer‚ usually located in a low-wage country‚ is a small-scale operation that employs a few to a few dozen workers. In a labor-intensive process‚ workers make specific pieces of clothing‚ often in a narrow range of sizes and colors. These pieces are then integrated with the output of hundreds of other such companies spread across dozens of countries
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Introduction: Gallerie Apex is the local manufacturing and retail wing of Apex Adelchi Footwear Limited (AAFL). With over 146 own retail outlets and 275 authorized resellers‚ Gallerie Apex ensures nationwide coverage of its diverse range of footwear for its consumers. Through its eight in-house brands‚ namely Venturini‚ Apex Men’s‚ Sprint‚ Moochie‚ Nino Rossi‚ Sandra Rosa‚ Apex Women’s and Apex Kids‚ Gallerie Apex carries a huge selection of shoes and sandals‚ ensuring that each of our valued customer
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Wayne‚ decided to start a company that specialized in personal computers. The company began as Apple Computer‚ Inc. The Apple I was the first product offered by Apple. It was a basic computer kit that included a CPU‚ RAM‚ and basic textual-video chips‚ which is less than what we consider to be a complete personal computer today. (Wikipedia) Apple then produced the Apple II and Apple III‚ all designed by Wozniak‚ before the turn of 1980. 1984 was the birth year of the first Macintosh computer.
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employees worldwide; its worldwide annual revenue in 2010 totalled $65 billion‚ growing to $108 billion in 2011. Porter’s Five Force Model Porter ’s five forces analysis is a framework for industry analysis and business strategy development formed by Michael E. Porter of Harvard Business School in 1979. It draws upon industrial organization (IO) economics to derive five forces that determine the competitive intensity and therefore
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Switzerland was a pioneer in watches very early on it self. Its biggest watch company‚ Swatch‚ dominated the industry at one time. However as foreign competition increased from other nations Swatch was greatly affected. American and European watch makers established assembly plants in the city to take advantage of highly skilled‚ cheap labor and favorable tax conditions. Globally people started preferring the low end daily use watches from other companies as Timex and Citizen and moved away from
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wear luxury product industry. In the middle of the company’s lifespan‚ they lost their way by trying to create too many products that overextended their market. This had a negative impact on the exclusivity of the brand. It wasn’t until the mid 1990’s that they cleaned up their image along with their production and distribution system to again make themselves into a truly elite brand once again. Threat of New Entrants (High) The threat of new entrants into the luxury goods industry is relatively is
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In The Economist’s “Sell Foam like Soap” publication‚ the beer industry and its symbiotic ties to advertising are highlighted and explained in a fashion that relates well to our economic study of the industry. The market structure of the beer industry has led to an effect of high seller concentration that leads our study to the importance of factors such as advertising and product differentiation. In “Sell Foam like Soap‚” the author highlights the issue of slumping sales and the major breweries’
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The Five Competitive Forces That Shape Strategy by Michael E. Porter Comments (143) RELATED Executive Summary ALSO AVAILABLE Buy PDF Editor’s Note: In 1979‚ Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist and associate professor‚ Michael E. Porter. It was his first HBR article‚ and it started a revolution in the strategy field. In subsequent decades‚ Porter has brought his signature economic rigor
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