Case discussion ZARA: FAST FAHION 1) What is Zara’s basis of competitive advantage? How does it travel globally? At the heart of Zara ’s success is a vertically integrated business model spanning design‚ just-in-time production‚ marketing and sales. The key to this model is the ability to adapt the offer to customers desires in the shortest time possible. For Zara ‚ time is the main factor to be considered‚ above and beyond production cost. The group believed that vertical integration gave
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Past progress Budget The budget for our Halloween party is RM70000 and our finance department had approved this budget. This budget includes expenses such as decoration‚ advertisement‚ catering‚ rental and presents. We will have a make-up competition during the Halloween party. The budget for champion is RM1000‚ runner-up is RM500 and the third place is RM250. We also had some present give to the other participants. That day‚ our company will also organise a lucky draw which is budgeted at RM2000
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I am writing to you in support of xxxxxx and her desire to attend your University for the Master’s program. Though many students ask me to make this request on their behalf‚ I only recommend students whom I feel are well-suited for the program of their choice. xxxx is one of those students and therefore‚ I highly recommend that she be given the opportunity to attend your university. As a Senior lecturer of electronics and telecommunication department I have known xxxxx since the past 3 years. During
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CURRENT SITUATION Goal: ZARA’S goal is to respond quickly and accurately to shifting costumer demands. In order to do this ZARA establish 3 processes. 1. Ordering: Every store places an order twice a week to La Coruña. The order includes replenishment of existing items and initial request for newly items. • The store manager determines the replenishment items‚ walking around the store and counting the garments and talking with sales people. THEY CAN NOT LOOK UP THE INVENTORY BALANCE
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June 01‚ 2011 THE MANAGER One Tagaytay Place Hotel Brgy. Sungay Tagaytay City Dear Sir/Madame: This University‚ San Pablo City Campus is offering both Four – Year Bachelor of Science in Hotel and Restaurant Management (BSHRM) and Diploma in Hotel and Restaurant Management (DHRM). As a requirement for their graduation‚ students should undergo On – the – Job – Training (OJT) program for a total number of three hundred twenty four (324) hours. In this connection‚ I earnestly request
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OPERATIONS STRATEGY FOR ZARA COMPANY Operations strategy is the total pattern of decisions which shape the long-term capabilities of any type of operations and their contribution to the overall strategy‚ through the reconciliation of market requirements with operations resources. It is also a tool that helps to define the methods of producing goods or a service offered to the customer. Zara Company deals in the fashion industry. Zara’s success in the apparel industry is attributable to
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INDIVIDUAL ASSIGNMENT 1. What makes Zara different from other specialty apparel retailers? What are the main differences in the business models of Zara and H&M? Zara’s greatest strength and at the same time the difference from other specialty apparel retailers lies in its supply chain ‚ which allows Zara to turn over new styles in a fraction of the time ( three weeks ) it takes conventional retailers. It is interesting how the two leading fashion retailers ( Zara and H&M ) have totally opposite
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Strength Brand Zara is one of the famous national costume brands. There are about 2000 chain store at about 50 countries‚ and it be evaluated the most research value brand in the Europe. Zara has big potential development ability in the future Amount of clothing styles Zara always produced about 20 thousand kinds of styles clothes every year‚ so it gives some selections to different customers. Zara always give a fashion and strange feeling to customers. More selections and follow fashion
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Competition Strategy ZARA-case 1.a: Strengths - Internalized cross-border functions‚ - Affordable prices - Quick response - Strong real estate network - Wider vertical scope than competitors‚ owned much of its production and most of its stores. - Galica’s geographical position from the prespective of transport costs - Originated design and finished goods in stores within four and five weeks in the case of entirely new designs and two weeks for modifications of existing products
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means that Zara has been successful by meeting the ‘risk of cannibalization’. Compare with the other competitors‚ Inditex has some advantages. For example‚ the first one is the repeat visits. An average high-street store in Spain expects customers to visit 3 times a year‚ but that figure will be up to 17 times for Zara. And Zara can offer considerably more products than similar companies. It launches about 30‚000 model items .annually compared with 10‚000 items for its key competitors. Zara is also
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