INTRODUCTION ABOUT ZARA • Established in 1975‚ Zara is the flagship of Inditex (Industria del Disen˜o Textil‚ SA). • Inditex has become the world’s second largest clothing retailer with 2‚692 stores spread across 62 countries worldwide by the end of January 2006. • In addition to Zara‚ which accounted for 66 percent of the group’s turnover in 2005 • Inditex owns seven other clothing chains: Kiddy’s Class (children’s fashion) Pull and Bear (youth casual clothes)
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lead to achieve overall goals and also emerging the threats. 3 EXECUTIVE SUMMARY ‘Dress the World’ is ZARA. Fashion is more than clothing‚ it’s a part of our live. We live in Fashion. ZARA is a member of the INDITEX group‚ a Spanish group. We have established our stores all over the world‚ Europe‚ America‚ the Middle East‚ Asia Pacific. And among our 5000+ stores (from the INDITEX group)‚ Hong Kong shares 8 ZARA stores from the whole wide world. The INDITEX group is very competitive
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It is estimated that 80 precent of Zara’s production is carried out in Europe which is within the small radius of its headquarters in Spain. In fact‚ almost half of its production is in owned or closely-controlled facilities. Counter-intuitively Inditex has also gone the route of owning capital-intensive manufacturing facilities in Spain. In fact‚ it is a vertically integrated group‚ with up-to-date equipment for fabric dyeing and processing‚ cutting and garment finishing. 3.2 Supercharged
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ZARA CASE 1. Which theory is the best representative of Zara’s (Index’s) internationalization? Zara has applied the Uppsala internationalization model to their strategy‚ and even more than that. This theory shows that international activities require both general knowledge and market-specific knowledge. Therefore‚ the more understanding the company has in a specific market‚ the more value and succeed they can create. That is also exactly what Zara applied to their internationalization strategy during
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achievable goals or objectives to be set for the organization. SWOT analysis is useful to both Inditex executives and Zara store manages as they have to set their own objectives and make decision respectively. In the case study‚ Zara has only hold a small portion of market share in USA garment industry with only 50 branches. Before fully development in USA market‚ SWOT analysis enables Inditex executives to understand their Strengths‚ Weaknesses‚ Opportunities‚ and Threats of Inditex. For example
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procession of provisions of Inditex and the predicament its Information Technology (IT) section is sensing on improving its Point-of-Sale (POS) workstations. In 1975‚ Zara was originated by Amancio Ortega. During 1985‚ Inditex was shaped as an investment business atop Zara‚ erstwhile retail trading handcuffs and a system of on the inside possessed traders. Castellano who served as an IT Manager‚ get connected with this firm in the same year and became the CEO of Inditex in 1997. The conviction at
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My Personal Goals My parents always had this saying‚ "Set personal goals in life that will help strengthen the rainbow". That proverb had a profound effect on me as I grew older and starting to plan my life. We all have rainbows or dreams in life that need the proper goals to achieve them. Sometimes accomplishing certain goals can be derailed by unforeseen occurrences or certain constraints in life‚ such as‚ the amount money‚ time and support system you have to pursue them. But dreams don’t ever
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entrepreneur Armancio Ortega Goana‚ founder of Inditex‚ now one of the world-leading fashion group with 8 well-known brands‚ $10 Billion in revenues‚ about 4000 stores and nearly 90000 employees. The group structure is designed as such to ensure a balance between a corporate-driven control‚ maintained to achieve coherent brand identities and culture across all stores worldwide‚ and autonomy of the essential entities of the group. As a result‚ Inditex centralizes at the headquarters strategy‚ brand
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Introducción Zara es una de las principales empresas de moda internacional. Pertenece a Inditex‚ uno de los mayores grupos de distribución del mundo. El cliente es el centro del modelo de negocio‚ que integra diseño‚ fabricación‚ distribución y venta‚ a través de una red de tiendas propias. Todos los procesos‚ desde la creación del producto‚ comparten el mismo objetivo: dar al cliente la moda que espera.1 Las tiendas Zara‚ con 1417 2 tiendas en 69 países‚ proyectan desde los escaparates‚ la
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CASE STUDY Zara The case describes how Zara‚ operating out of the Galician port of La Coruña in north-west Spain has managed to become a benchmark for speed and flexibility in the garment industry. The case offers an illustration of a fast-response global supply‚ production and retail network. In 2003 Zara was the only retailer that could deliver garments to its stores worldwide (507 in 33 countries) in just fifteen days after they were designed. It could do that because of its unique systems
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