Qian Zhang 151 Washington Ave. Apt. E‚ Rutherford‚ NJ‚ 07070 (660) 541-2361 abigalez77@gmail.com Objective To obtain the Assistant position. Education Background Bachelor of Science in Financial Management‚ Northwest Missouri State University‚ Maryville‚ MO * GPA: 3.59‚ December 2010 Curriculum of Financial Management * Finance—Microeconomics‚ Macroeconomics‚ Business Law I‚ Fundamental of Business Finance‚ Intermediate
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competitors‚ Zara’s supply chain is quite unconventional. Instead of focusing on competitive product prices and advertising Zara has developed a super integrated supply chain paralleled by few (1). This supply chain allows it to rapidly respond to market demand and have extensive control over its design and production process (1). Inditex‚ the clothing company that owns Zara is extremely vertically integrated. It is comprised of over 100 design‚ manufacturing‚ and distribution companies (3). Contrary
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In what ways are elements of the classical management and behavioral management approaches evident at Zara International? Inditex’s group known a ZARA had implemented elements of both classical management and behavioral management approaches. Starting off with the Classical Management‚ ZARA has used some of the principles of Henri Fayol’s Administrative principles. Building their business model to identify the following five “duties” of management‚ which are foundations for the four functions of
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The role of market orientation on company performance through the development of sustainable competitive 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
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Significant local variation in customers’ attributes and preferences was an issue not only between regions but also within regions. ZARA’S BUSINESS MODEL We mainly analyzed Zara to recommend on Inditex’s strategy since it was the flagship of Inditex and the generator of a huge percentage of financial results by itself. Zara used needs-based positioning‚ targeting a specific segment of customers and providing a tailored set of activities that can serve those needs best‚ in developing its business
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Qantas in the Airline Industry Air travel industry has come long way. Established with the intention of achieving more efficiency in communication‚ the industry has diversified itself to a far reaching economy. With the advent of war during the mid-centuries and globalization by the end of last century‚ the commerce morphed itself to become more useful in the economies of communication‚ freight‚ domestic and international investments‚ travel and leisure. Qantas which were among the
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1. INTRODUCTION 1.0 BACKGROUND OF SEIKO The company started in 1881‚ when Kintaro Hattori opened a watch and jewellery shop called ‘ K.Hattori’ in the Ginza area of Tokyo‚ Japan. Eleven years later‚ in 1892‚ he began to produce clocks under the name Seikosha‚ meaning roughly ‘House of Exquisite Workmanship.’ According to Seiko’s official company history‚ titled’ A Journey In Time: The Remarkable Story of Seiko’ (2003)‚ Seiko is a Japanese word meaning success. The first watches produced under
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CASE 3.4 Continued Growth for Zara and Inditex CIRCA 2008 ARTEIXO‚ Spain¡ªZara stores have set the pace for retailers around the world in making and shipping trendy clothing. Now Pablo Isla‚ chief executive of parent company Inditex SA‚ says Zara needs to speed up. As rivals catch up‚ Mr. Isla is attempting one of the fastest global expansions the fashion world has ever seen‚ opening hundreds of new stores and entering new markets. To do that‚ as an economic downturn threatens
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11 A. H&M 11 1. H&M Vision‚ Values‚ Goal and Strategy 11 2. H&M’s internationalization process 11 3. H&M’s organizational structure 12 4. H&M’s Global Role 13 B. SWOT Analysis 14 1. H&M in Japan 14 2. ZARA in Japan 17 C. Value Chain Analysis 19 1. Logistics. 19 2. Operation. 20 3. Marketing & sales. 21 4. Service. 21 5. Infrastructure. 22 6. Human resource management. 23 7. Technology 24 8. Procurement. 25 IV. Strategy
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CASE STUDY ANALYSIS: ZARA Name Institution Professor Course Date Table of Contents 1. Introduction 3 2. Strategic Issues Underpinning the Buying Decisions at Zara 3 3. Zara’s Product Mix Strategy: Advantages and Disadvantages 6 4. Conclusion 8 REFERENCES 10 1. Introduction Zara is a successful retail clothing company that expanded over the years due to its elaborate supply chain and excellent product mix strategy. The company established in 1963 opened its first store in 1975
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