INDIA RETAIL APPAREL NORTHBRIDGE CAPITAL JANUARY 2011 INDIA RETAIL APPAREL RESEARCH JANUARY 2011 Analyst: Dushyant Karamchandani Phone & Fax: +91-22-4264361 Email: dushyant@northbridgeasia.com Contents EXECUTIVE SUMMARY ...................................................................... 3 APPARELS CONTRIBUTION TO INDIA’S GDP .............................. 4 SWOT ANALYSIS .................................................................................. 5 REGULATORY SCENARIO ....
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Jesus CASE 1: ZARA INTERNATIONAL: Fashion at the Speed of Light At the announcement of her engagement to Spain’s Crown Prince Letizia Ortiz Rocasolano wore a chic white pant suit. Within a few weeks‚ hundreds of European women sported the same look. Welcome to a fashion‚ a trend that sees clothing retailers frequently purchasing small quantities of merchandise to stay on top of emerging trends. In this world of "hot today‚ gauche tomorrow‚" no company does fast fashion better than Zara international
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With its headquarters in Yarmouth‚ Maine‚ Cole Haan sells a line of dress and casual footwear‚ apparel and accessories for men and women under the brand names Cole Haan‚ g Series and Bragano. NIKE Bauer Hockey - Based in Greenland‚ New Hampshire‚ NIKE Bauer Hockey manufactures and distributes ice skates‚ skate blades‚ in-line roller skates‚ protective gear‚ hockey sticks‚ hockey jerseys‚ licensed apparel and accessories under the Bauer and Nike brand names. Bauer also offers a full line of products
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BIT HuangFei (Tracy) Zara: a Spanish retailer goes to the top of world fashion Answer1: The international expansion of Zara started with the opening of a store in Portugal in 1988. Through establishment in Portugal Zara acquired international market experience and knowledge and realized that it would have to adjust its business model to suit the new international markets. International sales accounted for 69 percent of its total turnover in 2005‚ with Europe being its largest market by far
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today’s business world‚ any company must analyse and utilize the use of suitable management tools‚ in order to succeed‚ and ultimately secure a desired profit. Two methods of analytical tools have been studied and are constantly used in the airline industry. The first is PESTE‚ which is a methodology based upon variables of the context sketching out the scenario existing in the environment in which the airline organization operates. This is an analysis‚ the purpose being to identify which variables
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PLANETA ZARA | Production Management | Sara Landa Gonzalez | TABLE OF CONTENTS 1. Inditex Group …………………………………………………………………...2 1.1 Strategies …………………………………………………………………...2 1 Zara …………………………………………………………………...3 2.2 Business Model …………………………………………………………...3 2.3 Competitive advantage …………………………………………………...3 2.4.1 Short lead time …………………………………………………...4 2.4.2 Lower quantities …………………………………………………...4 2.4.3 More styles …………………………………………………………
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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 clothing with in season style. We have notice and quoted from Exhibit 6‚ their net operating revenues‚ aka their sales‚ are more alike when compared to Gap and Benetton; and their net incomes are also similar. The
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1 Value Creation and Enhancement: Back to the Future Aswath Damodaran Stern School of Business 44 West Fourth Street New York‚ NY 10012 adamodar@stern.nyu.edu 1 2 Abstract In recent years‚ firms have turned to their attention increasingly to ways in which they can increase their value. A number of competing measures‚ each with claims to being the "best" approach to value creation‚ have been developed and marketed by investment banking firms and consulting firms. In this paper‚ we begin
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increase its profits”. The past few decades have given rise to the globalization of the apparel industry. With this globalization the competition has intensified‚ necessitating the leading apparel firms to develop extensive global sourcing capabilities. In order to comply with their fiduciary responsibility‚ current managers at these companies are faced with the challenge of developing and managing a global supply chain‚ with suppliers‚ operations and markets in several diverse countries. To succeed
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Zara Zara varies in price‚ promotion‚ and positioning from some of its main competitors‚ H&M and Gap. Zara uses very little of its budget on promotion and marketing and relies more on its store windows to advertise its name to the public. Zara also places stores in busy areas and predominantly in more affluent areas in order to attract the most customers who will have the financial resources to purchase clothes from them. Zara’s store windows are designed to capture and entice customers and
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