M I Instructions Zara Hi Res
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M I Instructions Zara Hi Res

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M I Instructions Zara Hi Res M I Instructions Zara Hi Res Presentation Transcript

  • Marketing I Block seminar 1 Zara: Fast fashion Instructions for subgroups Fall Term 2008
  • Your task Case solving  Previously we defined marketing as "an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." The Zara case shows that Marketing is intimately connected to other organizational functions, e.g., finance, manufacturing, and distribution. Companies need to make strategic decisions in each of these functions which should be consistent with decisions in other functions. With this in mind, we want you to approach the Zara case and answer a number of questions. Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 2
  • Your task: Subgroup 1 Case questions: Sourcing  What is the logic behind Zara’s decision to manufacture some items in-house whereas outsourcing other items? How does this decision contribute to Zara’s capability to adapt to changing consumer demand during the season? Why are the most fashion-sensitive items manufactured in-house? How can Zara be a fashion follower yet sell "state-of-the-art" fashion? How does Zara manage to compress cycle times? Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 3
  • Your task: Subgroup 2 Case questions: IT  What is the strategic rationale behind Zara’s investments in IT? How does Zara link its distribution system and stores through IT? What is the role of the store manager as a user of IT systems? How does the IT system impact other Marketing mix variables (e.g., enable specific Marketing strategies not possible if the IT system was not in place)? Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 4
  • Your task: Subgroup 3 Case questions: Segmentation  Inferring from the information given in the case, which variables does Zara use to segment markets? Please evaluate these variables in light of the criteria for segmentation variables discussed in the lecture. How do Zara’s manufacturing and distribution systems support or constrain Zara’s ability to meet demand in these segments? Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 5
  • Your task: Subgroup 4 Case questions: Design  How is Zara's design team integrated into the Marketing activities? Why has Zara opted for this organization? How do the special responsibilities of the design team contribute to Zara's capability to react to changing consumer demand during seasons? How do the teams' responsibilities "transcend design, narrowly defined"? How is Zara able to follow an “evolutionary” product development strategy during seasons? What are the competitive implications of this ability? Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 6
  • Your task: Subgroup 5 Case questions: Markdowns  How is it possible for Zara to keep down markdowns compared to competitors? How does Zara manage to keep failure rates low? What is the price paid for this advantage? What is the role of store managers in Zara's Marketing (mention at least two)? Which variables do the incentives for store managers emphasize? How do Zara’s manufacturing and distribution systems impact on markdowns? Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 7
  • Your task: Subgroup 6 Case questions: International expansion  How does local variation in customers' attributes and preferences impact Zara's international expansion? Which Marketing mix variables differ across markets? Why does the mode of market entry vary across countries? Do you think Zara’s manufacturing and distribution systems work the best with franchising or direct ownership of stores? Explain why. Fall Term 2008 Martin Wallin | Strategic Management & Innovation | mwallin@ethz.ch 8