Street Ozone Park‚ NY‚ 11417 (718) 213-28616 alexis.yecora@me.com February 26‚ 2013 Mrs. Lilly O’Connor Customer Service Manager Zara Corporate Office Headquarters 500 Fifth Avenue‚ Suite 400 New York‚ NY‚ 10110 Dear Mrs. O’Connor: Please credit my Visa account to correct an invalid charge of $291.73. On February 18‚ 2013‚ I bought through your Zara USA website two of the woman shoes. I purchased in size 6 both the Electric Blue wedge sneakers and the brown Studded Strappy sandals
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Zara also boasts impressive financial figures. Profits at Inditex SA‚ the owner of the Zara retail chain‚ have jumped 64% in the first quarter of 2010‚ while the company’s stock has risen 43% in the past 12 months. Zara‚ now present in 77 countries‚ also recently launched online operations in 85 countries encouraged by the two million people who have downloaded Zara’s smartphone application in the first six months after its launch (Bjork 2010). 5 flexibility princeples on which zara
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the apparel industry? What it means for a company like Zara? Traditionally‚ national retailers outsource apparel production‚ via global brokers‚ to thousands of small apparel makers. Globalization created options for countries and companies in the apparel industry. Improving technology‚ sourcing‚ and production systems let innovative apparel makers compress cycle time. Shortening process time increases efficiencies and boosts profits. Zara applied its innovative strategy to reset the standards
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oriented on people who not willing to spend a lot of money however in love with fashion and instead of selling them two standard collections per year making them come back to shop and buy clothes every two weeks as collection changes and rarely repeated. Zara‚ H&M and Benetton are three of the most major fast fashion brands‚ however some of their steps from the “supplier of raw materials to the end-customer” in this case these steps are designing‚ manufacturing‚ distribution and retailing not always
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Co-operation Contracts of employment An employment contract is a written legal document that lays out binding terms and conditions of employment between an employee and an employer. The employers in ZARA need to makw sure that their employees are aware of what rights and responsibilities they have as workers in ZARA. This contract also includes: The salary rate that is going to be paid to the employees. When they will be getting their salaries What deductions are going to be made from their salaries
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different companies” (Riddalls et Al.‚ 2000) For this essay I have chosen two very different companies; Zara‚ a Spanish fashion collection manufacturing company‚ and Dell‚ American multinational information technologic corporation. Some years ago‚ in the fashion industry there was a relationship between price and quality. For high quality brands‚ there was a need to spend a high amount of money. Zara was one of the first companies that changed this assumption by introducing good quality clothes at a
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is Winning‚ 21 October‚ [Online]‚ Available: https://www.prophet.com/theinspiratory/2014/10/21/6-reasons-why-uniqlo-is-winning/ [3rd November 2014]. Bagaria‚ A. (2014) Uniqlo vs Zara vs H&M vs the world of fashion retailing‚ 10 February‚ [Online]‚ Available: http://retail.economictimes.indiatimes.com/re-tales/Uniqlo-vs-Zara-vs-H-M-vs-the-world-of-fashion-retailing/91 [12 October 2014]. Barnes‚ L. and Lea- Greenwood‚ G. (2006) ’Fast fashioning the supply chain: shaping the research agenda ’‚ Journal
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is therefore imperative for Zara to understand the external environment in order to maintain its dominance. Although Zara’s value chain is difficult to copy‚ Zara must continually look out for new threats and opportunities‚ and be prepared to instantly move on them with new strategies and state of the-art- technologies. Competitive Environment: Zara’s principal key issue is rivalry in the apparel retailing market‚ mainly from GAP and H&M. Swedish H&M differs from Zara because they outsource all
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This case is relatively strategic in the context of the chapter that supports it. Chapter 3 in the text examines what might be termed the more ‘strategic’ aspects of supply network design. Chapter 13 (this chapter) treats some of the more operational issues. Yet‚ the boundary between what is strategic and what is operational in supply network/chain management is somewhat arbitrary. And although this case does not examine the very operational issues of how each of these companies’ supply chains operates
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------------------------------------------------- Unit 6 Supply and Stock ------------------------------------------------- Management in Retail Hajar Houari Business and Fashion CH 1E Miss A. Lekic Index 1. About Inditex page 2 2. About ZARA page 3 3. Structure of the supply chain Corporate Social Responsibility page 4 4. Product page 5 Policy on the use of animal-skin products LWG 5. Leather page
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