Kaseumsouk‚ Rishi Gurung‚ Savouth Seng‚ Dev Shrestha‚ Soukry SopCase 3: Zara IT for Fast Fashion11. How would you advise Salgado to proceed on the issue of upgrading Zara’s POS systems?Salgado should be more open-minded when evaluating a newer POS system. Store employees have expressed frustrations with the current process. For instance‚ they are unable to determine if a garment is in stock without manually sifting through merchandise. Zara should provide employees the ability to review inventory balances
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Opportunities82.2.7 Industry Threats82.3 Organization82.3.1 Strengths82.3.2 Weakness92.4 Marketing Strategy92.4.1 Objectives92.4.2 Analysis of Sales‚ Profit and Market Share92.4. 3 Analysis of target market(s)102.4.4 Analysis of Marketing Mix Variables112.4.5 Summary of Marketing strategy ’s strength and Weakness:123.0 Problems found in Situation analysis123.1 Primary Problem123.2 Secondary Problem134.0 Strategic Alternatives for Solving Problems134.1 Description of Strategic Alternative 1134.2 Description of
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Zara - IT for Fast Fashion Management Information Systems EXECUTIVE SUMMARY The objective of this document is to discuss the issue of Inditex’s DOS-base IT infrastructure and how it affects Zara’s performance. Inditex is concerned about its IT infrastructure being antiquated and the possibility that hardware vendors will upgrade their machines leaving them incompatible with DOS. Because Zara’s core business model is vertically integrated‚ it could specialize in speed and efficiency and
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Fast Zara‚ Fast Fashion Introduction Everyone‚ no matter youngsters or middle-aged mothers‚ love to buy clothes and keep updated on latest fashion trend. In the past‚ people could only consume western styles clothing if they are rich enough to go shopping by travelling in European countries or able to afford expensive air mail to send the consumed western clothes back from overseas. However‚ it took a period of time and the fashionable clothing may become “old” at the time received. As the information
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locally owned‚ dispersed‚ and often tiered production whereas downstream structure was relatively concentrated intermediaries. The industry was coordinated and dominated by downstream intermediaries like retailers and branded marketers. A short summary of the apparel industry characteristics was as follows: Production: Very fragmented apparel production. Developing countries had an unusually large share‚ about one half in total exports due to cheaper labor and inputs. Proximity was important since
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The ZARA: Fast Fashion case. 1. Create a diagram that illustrates the linkages among Zahra’s competitive choices. Firstly‚ everything is connected through centralized hubs. Zara has its main operations in Spain‚ but with each expansion into a new country‚ that country has its own centralized Zara facility. This allows for local factors to be considered in each market‚ but gives Zara an excellent line of communication and ultimate control of all operations. The in-house designs are sourced this
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Case Study: Zara-Fast Fashion Case Summary: Inditex is the parent company of six different apparel retailing chains that includes Massimo Dutti‚ Pull and Bear‚ Bershka‚ Stradivarius‚ Oysho‚ and‚ most importantly‚ Zara. Zara has historically been the most profitable of the chains‚ operating 282 stores in 32 countries at the end of 2001 (Ghemawat & Nueno‚ 2006). The other five chains that are operated by Inditex have not matched the growth capabilities or revenue of Zara. Zara’s apparel offers
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What is Zara value proposition to customers? How is Zara’s Supply Chain helping this value proposition? Zara is able to sell fashionable clothing to consumers. It can quickly respond to consumer trends and bring garments to market that follow trends in the local market. This concept of “fast fashion” allows trends to move from catwalk/conception to retail location quickly‚ in some instances in just a few weeks. It also affords these fashionable items at reasonable prices. Consumers therefore look
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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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Executive Summary The objective of this document is to discuss the issue of Inditex’s DOS-base IT infrastructure and how it affects Zara’s performance. Inditex is concerned about its IT infrastructure being antiquated and the possibility that hardware vendors will upgrade their machines leaving them incompatible with DOS. Because Zara’s core business model is vertically integrated‚ it could specialize in speed and efficiency and the fast fashion trend. By assessing the pros and cons of the new
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