Zara Boutique Clothing Store (as subsidiary of Index SA) • Very strong link between store managers and central design team • Real time sales tracking through the use of electronic equipment- helps to identify trends • Trends translated to products within 15 days (catch the fashion while is still hot‚ thus responding quick to the fast changing taste of young urban consumers). Designs delivered quickly to stores • Continuous analysis of value chain and seeks to achieve control on as many sections
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Zara currently using Dos based operating system. Because of outdated system‚ Currently there are many problems occur in the company operations. Essential problems identified is store managers waste too much time on ordering‚ checking stock‚ inventory. POS system are not linked together which causes big problem of real time data. Further analysis shows Administrative systems. Zara is located in many countries with many currencies and a commercial application would not accommodate unless modified
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1 Zara ’s Business Model and Competitive Analysis Zara‚ the most profitable brand of Inditex SA‚ the Spanish clothing retail group‚ opened its first store in 1975 in La Coruña‚ Spain; a city which eventually became the central headquarters for Zara ’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe‚ the Americas‚ Asia and Africa. Throughout this expansion Zara has
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Zara as being one of the major international clothing retailers stands out with its business and marketing model. Zara is also often one step ahead of the high-fashion ready-to-wear brands by providing similar garments made with less expensive fabric so prices much lower. Zara’s business model is characterized by flexibility‚ which is a production method that fulfils demand in order to manage quick turn-around‚ limited season stock and at a low price. The secret to Zara’s success is that‚ although
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ZARA in Indian and Chinese market Zara is a very renowned brand for its latest designs and is among the top 100 best global brands in 2010 and its unusual strategy of zero advertising and instead invests the revenue in opening new stores across the world. The middle-aged mother buys clothes at Zara chain because they are cheap‚ while her daughter aged in the mid 20’s buys Zara clothing because it is fashionable. Clearly Zara is riding two of the winning retail trends firstly‚ being in fashion and
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Zara is a Spanish clothing and accessories retailer‚ founded in 197 by Amancio Ortega. Zara has now became possibly the most innovative retailer in the world. By the end of the year 2011‚ Zara has reached 82 markets globally with a network of 1.830 stores. Zara’s secret of successful fast fashion business model is mostly about their responsive buyer driven supply chain. The customer plays an active role in the business model. Design and production activity begins with customer demand and retail
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Subhiksha: Managing Store Operations by Janat Shah‚ Rahul Patil‚ Trilochan Sastry 23 pages. Publication date: May 01‚ 2010. Prod. #: IMB323-PDF-ENG Founded in 1997‚ Subhiksha had grown from one store in 1997 to more than 1000 retail outlets in 2008. It sold FMCG‚ grocery‚ pharmacy‚ mobile products‚ and fruits and vegetables (F&V). It was the largest supermarket and mobile retail chain in India with presence in 90 cities. Although organized retail was identified as a high-growth area by the
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INTRODUCTION TO THE COMPANY Spartan Stores Company was once a wholesale grocery cooperative has today grown to be the fifth-largest food supplier in the United States. The company is listed as one of the prestigious Fortune 400 companies as well. They are also the largest food distributor serving U.S. military commissionaires and exchanges. They own and run over 165 corporate owned grocery stores across ten states of U.S. and distribute to 2100 individual localities across more than 46 states(Spartannash
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CASE STUDY: - ZARA: IT FOR FAST FASHION Zara’s success is attributed to its ingenious design‚ development‚ and production and supply chains in the world. It has been its culture to change its designs very frequently. This is mainly because they feel their differentiation point in the market is its new designs. Short-cycle production of small volumes of items has made Zara fundamentally different from other competitors. Zara has a short lead time and is more responsive to market trend. Salgado
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papers Zara : A. Clearance Pricing Optimization for a Fast-Fashion Retailer Summary: The research paper ‘Clearance Pricing Optimization for a Fast-Fashion Retailer’ talks about how Zara has increased its clearance revenues by approximately 6% by following a price optimization model. Zara uses minimal in-season promotions and offer continuous changing styles. However they were facing clearance pricing problem because it involved comparatively more different styles of unsold inventory with less
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