[STRATEGY OF ZARA & BURBERRY] | | TABLE OF CONTENTS INTRODUCTION……………………………………………………………….1 STRATEGIES……………………………………………………………………..1 CONCLUSION: COMPARISON ZARA VS BURBERRY…………….4 REFERENCES.……………………………………………………………………5 Introduction ABOUT ZARA… Zara started operations in Spain in 1975‚ and now operates in 74 countries worldwide. Zara is one of the largest international fashion companies and it is owned by INDITEX‚ one of the world’s largest distribution groups. Their unique
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Background Zara Zara is a chain of stores Belonging to the Spanish fashion group INDITEX founded by Amancio Ortega Gaona. It is the company ’s flagship chain and is represented in Europe‚ America‚ Africa and Asia with 1412 stores in 69 countries‚ 500 of them in Spain. During 2007 it opened 560 stores across the group. . It has three logistics centers‚ located in the main Arteixo‚ province of La Coruna (Spain)‚ where he opened the first store in 1975 and two in Zaragoza and Madrid. In 1975 he
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New collection Launch | Marketing Plan 22.10.2009 1 SITUATION ANALYSIS Zara Brand Wheel Fashionable clothes Varied assortment Trendy colors Feminine cuts Fashionable product lines for moderate costs Customer-‐centered business Runway trends adapted for the streets Brand Essence Fashion-‐oriented woman Trendy in every situaFon
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Porter Analysis of the Zara Fashion Chain The 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
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recommendations for Zara 11-13 Bibliography 14 Appendix 15-29 Introduction It can be found that the fashion retail of Zara is the flagship brand
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to leverage brand equity (Monga & John‚ 2010; Tom‚ Kelly & Ravi‚ 2012). Zara as one of the world’s most successful fast fashion brand (FFB) retailers has applied brand extension into its brand development. The purpose of this report is to examine the brand extensions strategy of Zara which include these areas: the marketing objectives of brand extension‚ the relationship between competitive advantage of Zara and the brand extension strategy‚ the model and concept of evaluate customers’ attitude
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Company Case: Zara: The Technology Giant of the Fashion World Identification of the Problem/s or Issue/s Zara‚ a Spanish-based chain owned by Inditex‚ is a retailer who has taken a new approach in the industry. By owning its in-house production‚ Zara is able to be flexible in the variety‚ amount‚ and frequency of the new styles they produce. With their unique strategy‚ Zara has the competitive advantage to be sustainable. In order to maintain that advantage and growth they must confront certain
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To: Zara Management From: Subject: Zara ’s US Expansion Date: 2001 Background Following is an analysis of Zara ’s current expansion strategy into the US retail market and recommendations on future tactics to ensure a successful expansion. Zara ’s expansion strategy thus far has been quite successful; however‚ with every new store opened‚ its ability to maintain an efficient centralized production system and a strong‚ unique culture will be diminished. Analysis Let us first consider Zara ’s
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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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Matteo Fioravanti Abbey Road - MIB 2013 2355 words Zara: IT for Fast Fashion Zara: IT for Fast Fashion EXECUTIVE SUMMARY In This case we see the typical problem which affect big Companies : the conflict between old style and new school of thought. We analyze Zara’s information Technology strategies and the diatribe between Salgado‚ The Head of the Department and Sanchez ‚ his assistant‚s concern upgrading the operating system and the implementation of a new IT system to fulfill the needs
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