competitors‚ Zara’s supply chain is quite unconventional. Instead of focusing on competitive product prices and advertising Zara has developed a super integrated supply chain paralleled by few (1). This supply chain allows it to rapidly respond to market demand and have extensive control over its design and production process (1). Inditex‚ the clothing company that owns Zara is extremely vertically integrated. It is comprised of over 100 design‚ manufacturing‚ and distribution companies (3). Contrary
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Study Proposal A comparative case analysis of Zara and Topshop Company I. Rationale As of the present‚ fashion industry market is growing and booming with the presence of low cost fashion companies such as Zara and Topshop. These kinds of companies have the possibility to dominate the industry of today and in the future and the situation for competition in the fashion industry can be set on high demand on such products and services. Zara is recognized as the most successful fashion retailer
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successful Supply Chain Management at Zara‚ a flagship chain store of Inditex Group based in A Coruña‚ Spain. The Make-Buy decision The make or buy decision entails choosing between manufacturing a product in-house or purchasing it from an external supplier. When making this decision‚ the two most important factors to consider are cost and
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FT 75782136 Subject: Analysis of Problems affecting Zara Date: 2003 Summary Zara is the flagship retail brand of Inditex group and represented 78% of the total revenue generated in the year 1999. The Inditex group has 1080 stores worldwide out of which 64.1% stores in Spain contributed 48% of revenues and the remaining 35.9% stores located in foreign markets contributed 52% revenues in the Year 2001. Out of all the labels of Inditex‚ Zara has been the major contributor of revenue and has 449
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Zara – vertical integration 1) How is Zara organized with respect to its vertical integration and outsourcing decisions? What governance structure does it appear to follow? -It is divided by 60% in-house and 40% outsourced. The in-house represents the more complicated ‚complex‚ trendy designs‚ while the outsourced remains with the labour intense activities (sewing) and basic designs such as men’s dress shirts and accessories. - It follows a decentralized decision making process based
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Zara: Case questions 1. Coordination of a supply chain is always important. However‚ such efforts are usually initiated by certain parties. For the global apparel industry‚ would it be more suitable for downstream or upstream parties to be the driver of the coordination? Motivate your answer with the use of two important characteristics of the apparel industry. 2. Clearly Zara has a strong relationship with all parties within the supply chain. a) Which of the following retailer-supplier relationships
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Rubio Malo de Molina | [Case Study – ZAra] | Marketing Management – First Assignment | Contents Case preparation 3 - Write a brief synopsis of the company background 3 Questions to answer: 4 - Explain the evolution of fashion market (product‚ environment‚ target…). 4 - Which are the most important differences between “Marketing orientation” and “Market Orientation”? What do you think is better nowadays? 4 - Why Inditex and Zara is a paradigmatic example of market orientation
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Consumer Behavior MBA Sem. – III IMP Questions Unit I 1. Describe the interrelationship between consumer behavior and marketing concept. (what is marketing and societal marketing concept‚ embracing the marketing concept and segmentation‚ targeting and positioning) 2. Describe the interrelationship between marketing research‚ market segmentation and targeting and the development of the marketing mix for a manufacture of mobile phone. (embracing the marketing concept‚ utilizing the concepts
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Expansion of the Spanish clothing retailer Zara in India Executive Summary The main goal of this report is to analyze the environment how Zara wil be marketed and launched in India. Analysis shows that the main problem of the product is to in terms of making the target market know the existence of the product in the country and the competition of the current clothing lines available in the market. In order to solve such complexities‚ the solution is to implement strategic
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absorbing transactions that had previously taken place across markets but by the end of the 90’s large industrial companies reduced their product scope focusing just on their core businesses and outsourcing the rest. Vertical integration is a corporate strategy which the company seeks to acquire control over own inputs or on their output or both. Expansion of activities downstream is referred to as forward integration‚ and expansion upstream is referred to as backward integration. Vertical integration
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