Zara is a very big clothing chain from Spain. The chain was founded in 1975 by Mr. Ortega‚ and it now has more than 1.000 stores in approximately 63 countries – so it is a very big chain. However Zara has its biggest market in Spain‚ where they have 364 stores in total. They sell fashion clothes of a fairly good quality to reasonable prices – this also means that they have a broad target group‚ which we believe to be from kids to adults younger than 50‚ both men and women. Over the years Zara has
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occur throughout the season. The models for each season (more than 30‚000 of them last year alone) are developed together by the creative departments of the various brands. The sources of inspiration for the 300 designers (of whom 200 work just for Zara) include not just the trends that control the market but the wishes of customers‚ based on
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Porter analysis of Zara Zara fashion chain‚ with 546 stores in 30 countries today from which 340 are outside Spain- and 2914‚3 millions of total sales in 2002‚ is undoubtedly the group’s locomotive (Inditex‚ 2003). In 2002 it represented 33% of the group’s total stores‚ accounted for 72% of the group’s total sales and contributed to the holding’s total profits for 540.4 millions (Inditex FY2002 Results Presentation‚ 2003). Moreover‚ Zara with 75-90 new stores within 2003 takes the lion’s share
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Introduction Zara is a Spanish fashion and accessories retailers that founded in 1975 by Amancio Ortega and Rosalia Mera (Ledesma‚ 2013). Zara designs‚ manufactures their apparel‚ footwear and accessories for men‚ women and sells up-to-minute “fashionabilty” at low prices throughout Europe‚ US and Asia Pacific (Bilsel‚ 2014) that clearly focused on one particular market ( Nigel Slack‚ Stuart Chambers‚ Robert Johnston‚ Alan Betts‚ 2006) Business Concept The basic business concept of Zara is to maintain
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STRATEGIC MANAGEMENT PAPER ZARA Created By: Anggita Sulisetiasih 1006718706 Kenji Wibawa Junardy 1006718990 Patricia M. A. Adam 1006805694 International Undergraduate Program Faculty of Economics University of Indonesia Depok 2013 TABLE OF CONTENTS Chapter 1 4 INTRODUCTION 4 1.1. Company Background 4 1.2. Vision and Mission 4 1.3. Long-term Objectives 5 Chapter 2 6 VISION – MISSION ANALYSIS 6 2.1. Importance (Benefits) of Vision and Mission Statements 6 2.2. Characteristic of a
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merchandiser to have deeper understanding about the latest visual merchandising and windows display which issued by the headquarter team. Intranet is a cost-effective method that share the information at once and worldwide can be seen those information. Since Zara expands its business to more than 200 stores located over 88 countries‚ Intranet can be the platform that time of seeking documents can be saved. As a result‚ productivity can be enhanced as time can be saved and files are concentrated in one platform
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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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relevant literature. Zara has been the major pioneer of ‘disposable’ fashion; which makes up over 12% of the UK clothing industry. Zara outperforms its rivals in profitability‚ brand identity‚ and its successful business model. I have used Porter’s five forces model (Porter‚ 1995) to analyse the industry and Zara’s strategic position. I have applied the theory of this model and its determinants to my research of Zara; providing evidence to form strong conclusions. Zara faces competition from
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Case Analysis 1: Zara IT for Fast Fashion 1.) After analyzing the case Zara: IT for Fast Fashion and reviewing the company’s operational strategies‚ we can identify both positive and negative aspects within the organization. Major contributors to the company’s success include: a fined tuned value chain system; lean manufacturing‚ design and distribution; the ability read target markets and predict market trends. Conversely the most significant issues identified in the case include: (1) Poor IT
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Part 1: Executive Summary The current POS system has shown to be successful for Zara‚ however‚ Zara’s IT strategy does not reflect the strategic approach its supply chain has. As Zara’s supply chain is designed to be ahead of its competitors‚ its IT system has fallen behind the crowd. Zara has continued to upgrade its PDA devices but not its technological infrastructure in which it has built its success on. As the head of IT for Inditex I need your‚ Bruno Sanchez’s‚ serious consideration as Inditex’s
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