ZARA INTERNAL ANALYSIS. Zara’s core competence is recognizing and assimilating the continuous changes in fashion. They’re very good at this because there’s a very good communication within the company. Store managers send information about the customer demands and new fashion trends to the headquarters on a daily basis. So if there’s a new trend‚ Zara is able to adapt their products or design new articles immediately. If a design doesn’t sell within a week‚ it’s withdrawn from the shops‚ further
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ZARA是西班牙Inditex集团旗下的一个子公司，它既是服装品牌，也是专营ZARA品牌服装的连锁零售品牌。1975年设立于西班牙的ZARA，在世界各地56个国家内，设立超过两千多家的服装连锁店。ZARA深受全球时尚青年的喜爱，设计师品牌的优异设计，价格却更为低廉，简单来说就是让平民拥抱High Fashion。 Zara‚ a Spanish-based chain owned by Inditex‚ is a clothing retailer who has taken a new approach in the industry. Zara stores are company-owned‚ except where local legislation forbids foreigner-owned businesses. It was first open in 1975‚ originally a lingerie store‚ then the product range expanded to incorporate women’s fashion‚ menswear
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Zara Case Analysis Focused on manufacturing affordable yet high fashion concept apparels for women‚ men and child‚ Zara is one of the most popular fashion brands in the world now. It is also one of my most frequently visited boutiques. The success of Zara is not a miracle; it is the result of successful operation management. First of all‚ Zara has a special planning and design cycle. Zara hires 200 designers and make 11‚000 styles of apparels every year‚ which is about 5 times as many as comparable
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Running Head: PROPOSAL TO IMPROVE THE IT/IS STRATEGY AT ZARA Proposal to Improve the IT/IS Strategy at ZARA Be future ready!!! Oct. 3‚ 2011 Executive Summary To grow at the same pace in the fast changing fashion industry‚ Zara should use advanced IT/IS systems as an enabler to improve the overall business process. Zara is facing a challenge today by using obsolete technology. Also due to a number of internally developed applications‚ there is no clear picture of the entire sales or inventory
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Zara Case Analysis Environmental Analysis: Zara’s primary threat is rivalry in the apparel retailing market. Retail spending on clothing and apparel in 2000 was approximately 900 billion worldwide. This market has been described as a buyer driven market. The GAP (U.S.)‚ H&M (Sweden)‚ and Benetton (Italy) all compete internationally with Inditex‚ owner of Zara and five other apparel retailing chains. Zara contrasts the buyer driven market model as usually exists in the apparel retailing
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clear that from the early 1990’s‚ Zara had begun to expand into the international apparel market and by the end of 2001 operated five hundred stores in over thirty countries (Exhibit 10). But now that most of the major markets had been exploited Inditex must consider the geographic location of its future Zara store additions that would ultimately have a great impact on the Inditex groups long-term success. Another key issue within this case is even while Zara are continuing to expand over different
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Strategy‚ Organization ZARA perspective To what extent is the Zara production model relevant for other industries? The Zara’s production model is relevant to other industries because it is out of the regular productions frames. It is focused on the product and the customer; it doesn’t separate one from other‚ for Zara the homework is not done until the costumer owns its product. Buying in Zara is taking a chance‚ Zara knows its market very well and knowing this they developed strategy that includes
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The case of Zara – The Postponement strategy I) Introduction In order to compete in the world of rising globalization and shortening of product life cycle nowadays‚ firms have to deal with the demand for increasing product variety to meet the diverse needs of customers. Mass customization has become a requirement for many businesses especially in the dynamic‚ fast-changing industries. However‚ the more product varieties‚ the more difficult it is to forecast demand‚ control inventory and manufacture
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Zara: Apparel Q 1. Ans: Having a very responsible supply chain Zara is enable to keep store inventory to a minimum‚ and keep a fast turnaround of new products. This encourages customers to buy the product as soon as they see it in a store because the same product might not be there the next time and Zara does not always send stores the same product twice. Q 2. Ans : Zara does manufacture some clothing in Asia‚ but not to save cost. It is to save time in supplying the Asian market and to keep its
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becoming increasingly common. How do you think Zara should adjust its distribution system to deal with this growing phenomenon? An important factor in the Zara brand success story is consistency in who’s running the show. Approximately 92 percent of all six-hundred-fifty-something locations are owned entirely by Zara‚ allowing for greater control over the brand’s execution strategy. Also‚ the ability to produce over half of its own product enables Zara to churn out new clothing lines every few weeks
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