T.K.Maxx and Zara are very different retailers in the fashion industry. Whilst one offers low cost designer labels the other retails quality own-brand labelled clothes at a reasonable price. Zara sets itself apart from the giant market place by celebrating its motive to offer exactly what the customer wants‚ going to detective levels to make sure they understand their audience’s wishes. T.K.Maxx on the other-hand distinguishes itself by reducing prices of designer labels by up to 60%‚ and these are
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INTERNATIONAL MARKETING SCHOOL YEAR 2014/2015 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
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As Internet marketers it is imperative that we constantly look for ways to make a good impression on our viewers. Your business depends on it. We only have a short amount of time‚ before a decision on whether or not we are professionals will be made. We must make good use of this time. The first instant we have at presenting ourselves to viewers is our web page. Which brings us to the importance of good design and proper color choices. First impressions are very important. We must make
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hours. Zara produces up to 11‚000 items per year while its competitors produce only 2‚000 items approximately‚ this ability able Zara to replace undesirable goods with the preferred one in short notice. According to the short product life-cycle strategy‚ Zara create the sense of scarcity‚ which lead to the customer’s awareness about purchasing the goods right away after it is launched. The finding shows that Zara shopper visits the chain 17 times a year compared with 3-4 times a year for Zara competitors
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ACTIVITY MAPPING 이 과정은 조직의 어떠한 활동들이 어떠한 형태로 각 부분들과 연관되어 있는지 보여주며‚ 핵심역량과 트레이드오프등을 보여준다. ONGOING PRODUCT CHANGE 자라는 끊임없는 디자인을 통해 상품을 매 시기마다 제작하며‚ 매장의 디스플레이 또한 같은형태로 2주 이상을 지속시키지 않는다. WORD-OF-MOUTH MARKETING 자라는 매장 디스플레이 외에 일절의 미디어 홍보를 하지 않으며 잡지화보 또한 찍지 않는다. 모든 사진은 매장 전시용‚ 혹은 공식홈페이지 전시용이며 오로지 제품에 대한 신뢰를 바탕으로 고객을 통한 입소문을 마케팅 전략으로 삼는다. GREAT STORE LOCATION IN HIGH TRAFFIC AREAS 자라는 매장위치 선정에 있어서 공을 들이며 매출을 기대하며 아무 자리에나 들어서지 않는다. 자라 매장 선정요소에 경우 공개하지 않는 자체기준이 있다. 큰 시장이라고 무조건 입점하지 않으며 매장이 마케팅이자 세일즈인만큼
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ZARA Fashion 1) With which of the international competitors listed in the case is it most interesting to compare Inditex’s financial results? Why? What do comparisons indicate about Inditex’s relative operating economics? Its relative capital efficiency? Note that while the electronic version of Exhibit 6 automates some of the comparisons‚ you will probably want to dig further into them? The four companies shown above have very different business models. Inditex owned much of the production
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1. With which of the international competitors listed in the case is it most interesting to compare Inditex’s financial results? Why? What do comparisons indicate about Inditex’s relative operating economics? Its relative capital efficiency? We think H&M’s financial results are the most interesting one to compare with Inditex’s. H&M is the most important and largest competitor of Inditex and due to their similar background‚ both being large international European apparel brands and offers fashionable
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Design As the flagship brand of Inditex‚ Zara possesses a large amount of capital for investment in product design. Moreover‚ the young but capable designers in Zara have the sensitivity to capture the newest trendy style. They are the typical air traveler busy shuttle back and forth all kinds of fashion shows and trade fairs in Paris‚ New York‚ London‚ and Milan‚ from which they can get inspiration and recognize the fashion trend accurately. Therefore‚ Zara could rapidly design and release fashion-sensitive
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expected to show high resistance in response to it. Even though Zara has a decentralized decision making process‚ the retailer’s IS department exercises absolute autonomy on the IT infrastructure and design. The fact that “only one person had left the department” in the past 10 years further confirms that the retailer is suffering from cognitive and action inertia‚ and thus creating a huge barrier for such upgrade. Nevertheless‚ Zara should still perform such upgrade in the long run. Q1b. Should
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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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