customer preferences that can shift literally overnight‚ product lifecycles measured in weeks‚ and the value of your product plummeting if you miss the latest trend. Welcome to the world of fast fashion. Donald Sull and Stefano Turconi examine how Zara‚ a leader in the industry‚ has pioneered an approach to navigate the volatility of fast fashion‚ offering lessons for any company facing rapidly changing markets. Ffaassthion lessons Haute couture has always been a fairly staid affair. Big-name
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By Wendy –Zara exericse 1 Q5. Who are the customer ? The target market is broad‚ women‚ men‚ children that likes fashion and is sensitive to fashion. Q6 .Who are the customers‚ and what product/ service attributes do they consider important? The target market is very broad‚ Zara do not define their target by segmenting ages and lifestyles like what traditional retailers are doing. Its target market is working in big cities‚ with mid range income‚ a young‚ educated person that likes
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research through Positioning Brand Bull-eye (Figure 1) (Kotler & Keller‚ 2012‚ p.309)‚ Samsung Mobile tries to cover whole mobile and smartphone market. Today company’s product lineup includes almost any possible smartphone or mobile. Samsung doesn’t refuse to produce cheep & simple mobiles‚ in case that there are still popular on the market‚ as a second mobile or communication tool for children and olds‚ who is not need in high-developed smartphones. Thereby the current positioning of Samsung Mobile
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FT 75782136 Subject: Analysis of Problems affecting Zara Date: 2003 Summary Zara is the flagship retail brand of Inditex group and represented 78% of the total revenue generated in the year 1999. The Inditex group has 1080 stores worldwide out of which 64.1% stores in Spain contributed 48% of revenues and the remaining 35.9% stores located in foreign markets contributed 52% revenues in the Year 2001. Out of all the labels of Inditex‚ Zara has been the major contributor of revenue and has 449
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Product Positioning in the Market R ta Ostasevi i t Kauno technologijos universitetas K. Donelai io g. 73‚ LT-44029‚ Kaunas The article consists of fourteen parts‚ starting with the introduction where the novelty‚ the problem of the research‚ the object of the research‚ the purpose of the research and the research methods are described. The purpose of the article is systemization and thorough description of the knowledge and information (found in a large number of sources) about the positioning concept
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CHAPTER Marketing Channels Delivering 12 Customer Value PRE VIEWING We now arrive at the third marketing mix tool—distribution. Firms rarely work alone in creating value for customers and building profitable customer relationships. Instead‚ most THE CONCEPTS are only a single link in a larger supply chain and marketing channel. As such‚ an individual firm’s success depends not only on how well it performs but also on how well its entire marketing channel competes with competitors’ channels
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2003). Ipsos reid (2002)‚ “Internet use continues to climb in most markets”‚ 10 December‚ available at: www.ipsos-reid.com (accessed 22 March 2003). Jin‚ B. and Koh‚ A. (1999)‚ “Differences between South Korean male and female consumer in the clothing brand loyalty formation process: model testing”‚ Clothing and Textiles Research Korea Federation of Textile Industries (2002)‚ available at: www.kofoti.org/textile/introduction/ introduction_main.htm (in Korean) (accessed 19 May 2002). Korea Federation of
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Technology (IT) play in enabling Zara’s counter-intuitive strategy quite opposite to this conventional wisdom? Could the firm have executed its strategy without the help of IT? Why or why not? Answer: IT plays an important role in the success of Zara. It is crucial in the processes of: "DATA GATHERING"‚ "DESIGN" AND "MANUFACTURING AND LOGISTICS" Zara’s store managers lead the intelligence-gathering effort that ultimately determines what ends up on each store’s racks. Armed WITH PERSONAL DIGITAL
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ZARA: IT For Fast Fashion 1. Is Zara’s business model scalable ? No‚ Zara’s business model is not scalable Reasons: • • • • Though Zara is able to do well in a dynamic market‚ most of the sales of Zara come from Spain (46%) and from women’s segment (73.3%). Hence it becomes very difficult for Zara to scale it up to other countries and other segments. Zara follows decentralized model where store managers have lot a of power – It is very difficult to find such efficient people once we they scale
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orry‚ Zara. Gap’s Got Game. by Liz Gunnison Aug 12 2008 The Spanish company eclipses Gap as the world’s biggest specialty retailer‚ but on closer inspection... A Zara store in China. The chain’s owner‚ Inditex‚ surpassed Gap Inc. as the world’s biggest specialty retailer in the second quarter. But the lead may already have vanished. Image: epa/Corbis Based on first-quarter results‚ Zara International of Spain has closed the gap on Gap Inc.‚ becoming the world’s largest fashion retailer by
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