This document discusses sustaining market growth and leadership through supply chain excellence. It covers several topics:
1. Michael Treacy and Fred Wiersema's three disciplines of market leaders: operational excellence, product leadership, and customer intimacy.
2. Supply chain strategy is a critical dimension of business strategy. When determining business strategy, an organization must also consider operational strategy and how operations will execute to achieve competitive advantage.
3. Breakthroughs in supply chain strategy can come from several sources, and big winners leverage multiple sources. Metrics can then be used to drive business success based on the strategic supply chain design.
The most successful retailers are those who are embracing change by continuously offering customers a more compelling shopping experience through new store types, new products and better value. To effectively deliver this enhanced value, retailers must implement strategies that increase efficiency and reduce costs in the sourcing of products.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
The most successful retailers are those who are embracing change by continuously offering customers a more compelling shopping experience through new store types, new products and better value. To effectively deliver this enhanced value, retailers must implement strategies that increase efficiency and reduce costs in the sourcing of products.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
As a supporter of open innovation in SM we present our thoughts on what is involved
in advancing Supply Management as a core competence and invite interested parties to share their views to develop this theme.
Delivering Value Beyond Savings_Cubist PharmaceuticalsZycus
This presentation will address how Cubist Sourcing has integrated itself with its business partners, and how it measures, monitors and reports the value it delivers to the business.
Customer Before Company: Revolutionizing Your Real Estate Business the Nordst...Maura Neill
The Nordstrom department store is legendary for exemplary customer service: from the earliest beginnings of Nordstrom, a sign hung from the ceiling that read, “If We Sell You Well, Tell Others. If Not, Tell Us.” Well known for putting customer over company, Nordstrom salespeople are empowered from above to always make it right for the customer. With lessons that can be useful for solo agents, team leaders, and brokers alike, Nordstrom’s business philosophies easily translate into the real estate industry. By taking a page out of the Nordstrom book, from practical translation of the Nordstrom way into customer relationships to incorporating the Nordstrom beliefs into our personal values systems, we can revolutionize our businesses and our industry. Take a closer look at how to:
* Put Nordstrom’s ”customer before company” philosophy into practice – in a written mission statement and/or company policy (personal and/or brokerage) – to maximize the customer experience, focusing on service rather than commission.
* Strive to nurture the long-term relationship. Nordstrom’s top salespeople don’t go straight for the sale: one sale equals one commission; one relationship equals a lifetime of business.
* Recognize the importance of follow-through and incorporate it into your daily routine.
* Decipher the Nordstrom mystique and make it work for your real estate business.
As a supporter of open innovation in SM we present our thoughts on what is involved
in advancing Supply Management as a core competence and invite interested parties to share their views to develop this theme.
Delivering Value Beyond Savings_Cubist PharmaceuticalsZycus
This presentation will address how Cubist Sourcing has integrated itself with its business partners, and how it measures, monitors and reports the value it delivers to the business.
Customer Before Company: Revolutionizing Your Real Estate Business the Nordst...Maura Neill
The Nordstrom department store is legendary for exemplary customer service: from the earliest beginnings of Nordstrom, a sign hung from the ceiling that read, “If We Sell You Well, Tell Others. If Not, Tell Us.” Well known for putting customer over company, Nordstrom salespeople are empowered from above to always make it right for the customer. With lessons that can be useful for solo agents, team leaders, and brokers alike, Nordstrom’s business philosophies easily translate into the real estate industry. By taking a page out of the Nordstrom book, from practical translation of the Nordstrom way into customer relationships to incorporating the Nordstrom beliefs into our personal values systems, we can revolutionize our businesses and our industry. Take a closer look at how to:
* Put Nordstrom’s ”customer before company” philosophy into practice – in a written mission statement and/or company policy (personal and/or brokerage) – to maximize the customer experience, focusing on service rather than commission.
* Strive to nurture the long-term relationship. Nordstrom’s top salespeople don’t go straight for the sale: one sale equals one commission; one relationship equals a lifetime of business.
* Recognize the importance of follow-through and incorporate it into your daily routine.
* Decipher the Nordstrom mystique and make it work for your real estate business.
Customer service is about how a company deals with its consumers before, during and after a purchase or use of a service. It is a series of activities designed to enhance the level of customer satisfaction - that is, the feeling that a product or service has met the customer expectation. A combination of knowledge, attitude, techniques and skills are essential for the customer service professional to provide a holistic and quality customer experience.
In this training powerpoint, you can educate and train employees to deliver professional customer service to external paying customers as well as internal customers.
LEARNING OBJECTIVES:
1. To instill in customer service professionals the importance of providing excellent customer service
2. To equip customer service professionals with effective techniques and skills to provide excellent service
3. To manage and handle customer interactions and relationships
CONTENTS:
1. Introduction to Customer Service
2. Key Elements of Customer Service
3. Effective Techniques and Skills
4. Dealing with Different Types of Customers
This training powerpoint includes exercises for individual and group discussions and role plays.
[Webinar] The Nordstrom Way to Customer Service Excellence with Robert SpectorTalkdeskInc
https://www.talkdesk.com/resources/webinars/
When it comes to customer service, what distinguishes the excellent from the mediocre?
Customer service expert and corporate historian Robert Spector works with Fortune 500 companies to determine what their customers expect in an impeccable service experience.
Register to learn:
- How Nordstrom created a reputation of great customer service.
- Ways to inspire customer loyalty and increase retention.
- How the customer experience is directly related to the employee experience.
Customer Service Call Center Benchmark StudyChris Scafario
This presentation highlights some best practice players in the world of customer service and call center management; from first time resolution to order up sells. It also goes on to perform a rather organizationally specific gap analysis complete with actions steps designed to support a journey of continuous improvement.
Outstanding customer service - the key to successful organizations, a competitive differentiator and a facilitator of customer loyalty - synonymous with one of the nation's leading fashion specialty retailers; Nordstrom is known for providing the ultimate customer service experience. How did Nordstrom earn this reputation? How did they become the national standard of customer service? What is the Nordstrom philosophy?
This insightful webinar provides you with a personal glimpse into the inner workings of the Nordstrom culture.
ReadySetPresent (Customer Service PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Knowing what your customer wants and needs is the number one factor to excellent customer service. Only by improving one’s customer service can your business develop. Customer Service PowerPoint Presentation Content slides include topics such as: understanding the basics of effective customer service, knowing customer wants and expectations, the 4 steps to super service, 10+ slides on what to say and addressing excuses, 10+ slides on implementing a program and examining behaviors, 7 practical steps to customer service, 30 slides on performance standards and quality, looking to the future, Q& A’s, 5 slides on increasing customer satisfaction, the top ten customer complaints, the five most common customer requests, 4 steps to super service, how to's and more!
Presented during the High Performance Marketing Conference 2013, organized by Accenture on January 24th 2013. This presentation was given by Wim van Gils of Philips.
Supply Chain Management is a practice adopted by companies to get the right product at the right time to the customers, reduce cycle times, keep the inventory as low as possible and still offer superior customer service. Some of the goals of SCM are cut costs, increase profits,improve performance in relationships with suppliers and customers, develop value added services that gives company a competitive edge.
In this presentation we will discuss the supply chain management in e-commerce. The way supply and demand curve operates, it’s benefit and the way in which it dictates the e-market.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Retail Domestic Business Services (BPO) in India - Future group experienceRajiv Prakash
This is a presentation made at the Domestic Business Services session at the NASSCOM BPO Summit held in Bangalore in June 2009. The presentation describes the experience of India's leading retail group, Future Group in creating a new venture - Future Knowledge Services to provide retail business and technology services to the group. The presentation also presents perspectives on Domestic BPO in India and business services/BPO in the retail sector. It also showcases diverse new technology enabled business capabilities developed for the retail business - a critical requirement for new retail businesses in India.
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Microsoft’s rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
HCL unterhält Partnerschaften mit führenden Einzelhändlern rund um den Globus und weiß, mit welchen Herausforderungen diese Branche zu kämpfen hat Die Einzelhandels- und Consumer Packaged Goods (CPG)-Vertikale von HCL liefert eine Vielfalt an End-to-End-Leistungen quer über die gesamte Wertkette des Einzelhandels. Dazu gehören Vendor Management, Planung, Supply Chain-Aktivitäten bis hin zu Store- und Multi-Channel-Angeboten. HCL verbessert die Lieferketteneffizienz über die Rationalisierung der Ladenaktivitäten, Verwaltung der Waren, Maximierung der Kundentreue bis hin zum Aufbau und zur Verwaltung von E-Commerce-Aktivitäten. Dazu kommen die bekannten Stärken von HCL in Offshore-basierten IT-Services für den Einzelhandel – Anwendungsentwicklung und -wartung, Versicherungs-, Implementierungs- und Verbesserungsservices für Plattformen mit neuen oder vorhandenen Systemen. Das spricht für sich: AMR stuft HCL als führenden Anbieter für den Einzelhandel ein – eine Position, der 7 der 35 weltgrößten Einzelhändler, 10 der 70 weltgrößten Einzelhändler und 4 der indischen Top-5-Einzelhändler zustimmen.
In einem Umfeld, das nur minimale Toleranzen zulässt, sieht sich die Branche mit ähnlichen Herausforderungen wie in anderen Branchen konfrontiert. Der einzige Unterschied ist, dass der Einzelhandel in der modernen Wirtschaft von heute durch eine Kombination dieser Herausforderungen unter Druck gesetzt wird. Die Schnelllebigkeit der Gesellschaft und der immer raschere Technologiewandel begründet die Nachfrage nach neuen, andersartigen und individuellen Produkten, die sofort erhältlich sein sollen. Die kritischen Risiken, denen sich der Einzelhandel heute ausgesetzt sieht, sind u.a.:
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•Abwicklung von Multi-Channel-Operationen
•Hohe Nachfragevolatilität
•Längere Versorgungsketten
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•Längere Vorlaufzeiten
•Preisdruck
•Absatzeinbußen und Markenerosion durch nicht vorrätige Produkte
•Extrem wettbewerbsintensive und margenempfindliche Branche
HCL kennt die Herausforderungen und Risiken, die der Einzelhandel in dieser neu entstehenden Welt des globalen Handels bestehen muss. Als Lösung für diese Probleme bieten wir End-to-End-Auftragsabwicklungslösungen inklusive Kundenmanagement, Auftragsmanagement, Standortmanagement, Einkaufsmanagement, Preisfindung und -nachlässe sowie Rechnungsstellung.
Unsere Einzelhandels- und CPG-Kunden können vom gesamten Spektrum an Serviceangeboten – Verbesserung der Lieferketteneffizienz, Rationalisierung der Ladenoperationen, Merchandising, Customer Solutions, Lebenszyklus-Preismanagement im E-Commerce, Enterprise Solutions, RFID und Produkt-Lebenszyklusmanagement profitieren.
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1. Sustaining Market Growth & Leadership
Through Supply Chain Excellence
Ramlee Ibrahim, Ph.D
Direktur Utama
PT Putra Primia Consulting
2. Business Strategy
Michael Treacy & Fred Wiersema’s Discipline of Market Leaders
• Operational Excellence
• Product Leadership
• Customer Intimacy
3. Supply Chain Strategy Is A Critical
Dimension Of Business Strategy
Business Operational
Operations
Strategy Strategy Executing To Win
When & Why We’ll Win How We’ll Win
Choosing where to Finding new and Organizing,
compete, how to make effective managing,
shareholder returns, ways to structure and executing to
and on what basis to business create and deliver
win over competitors operations and value to customers
business and shareholders
economics to achieve
competitive advantage
4. Breakthroughs in Supply Chain Strategy
Can Come From Several Sources
… Big Winners Use Them All!
5. Growth - A Short Quiz
1. Since 1995, which grew faster? Intel or
inflation?
2. After spending $100 billion on acquisitions
were AT&T’s revenues (a) higher? (b)
about the same? or (c) lower?
3. In 1997 P&G CEO declared they’d double
the business in 7 years. Based on actual
growth rates, how many more years do
they have to go? 2 years, 12 years or 25
years?
4. IBM has grown service revenues at double
digit rates. True or False?
6. Could My Business Grow At Double-Digit
Rates?
Most companies only see barriers to growth
• We couldn’t afford the cash costs for that kind of
growth
7. SCOR Index
This chart tracks the value of an aggregate 70 company SCC members from
2003 on
8. The Five Core Principles
Customer
Requirements
1 View Your 2
Supply Chain Develop end-
As a to-end
Strategic process
Asset architecture
External Supply
Chain
Internal Excellence
3 Design Your 4
Organization Develop the
for Right
Performance Collaborative
Model
5 Use Metrics
to Drive
Business
Success
9. Supply Chain As a Strategic Asset
Customer Service
& Support
Strategy
Technology &
Product Sales & Marketing
Development Business Strategy
Strategy Strategy
Supply Chain Where you must be best
Where you can settle for
Strategy
being competitive
IT & Business
Infrastructure
Strategy
12. Supply Chain As A Strategic Asset
Example
• Spanish clothing retailer,
a division of Inditex
• Present in 63 countries
with a network of 997
stores
• National borders are no
impediment to sharing a
single fashion culture”
• A supply chain that
defies conventional
wisdom
“A customer thinks, ‘this green
shirt fits me, and there is one on
the rack. If I don't buy it now, I'll
lose my chance.’”
Harvard Business School
Working Knowledge, February 2005
13. How Zara Uses Its Supply Chain As A
Strategic Asset
Market research Manufacturing
On-going
On-going 10- 15 days
10- 15 days
Feedback Distribution to
Design creation stores
From stores
14. The Five Core Principles
Customer
Requirements
1 View Your 2
Supply Chain Develop end-
As a to-end
Strategic process
Asset architecture
External Supply
Chain
Internal Excellence
3 Design Your 4
Organization Develop the
for Right
Performance Collaborative
Model
5 Use Metrics
to Drive
Business
Success
15. Develop An End-to End Process
Architecture
• Description of
each supply
chain process
• Interaction
between these
and other core
processes
• Required
applications
• SCOR Model
– http://www.supply-chain.org
16. Case Example - Amazon
• “The earth’s
biggest
selection”
• Millions of
products
• Delivered as
efficiently as
possible
17. Amazon’s Supply Chain Architecture
Exact
delivery
Stocked by Amazon
date
BIC
Common,
robust
Distributors processes
Proactive
shipment
Estimated notification
delivery
24/7 order
date
status
BIC Link to
Partner companies carrier’s
website
BIC
Items
available
in millions
18. The Five Core Principles
Customer
Requirements
1 View Your 2
Supply Chain Develop end-
As a to-end
Strategic process
Asset architecture
External Supply
Chain
Internal Excellence
3 Design Your 4
Organization Develop the
for Right
Performance Collaborative
Model
5 Use Metrics
to Drive
Business
Success
20. Organizational Design Example
• Identify imperatives
• Quantify the benefits of
an upgraded SC
organization
• Develop a roadmap
• Redefine all core
supply chain processes
• Specify skills required
• Initiate restructuring
21. The Five Core Principles
Customer
Requirements
1 View Your 2
Supply Chain Develop end-
As a to-end
Strategic process
Asset architecture
External Supply
Chain
Internal Excellence
3 Design Your 4
Organization Develop the
for Right
Performance Collaborative
Model
5 Use Metrics
to Drive
Business
Success
22. The Collaborative Spectrum
Extensive Not Viable
Collaboration Synchronized
Collaboration
Coordinated
Collaboration
Cooperative
Collaboration
Transactional
Limited Low Return
Collaboration
Collaboration
Many Relationships Few Relationships
23. Collaboration Drivers
• Master internal collaboration first
• Segment partners
• Ensure each partner has a stake in the
outcome
• Trust your partners (but have a
contingency plan)
• Set clear expectations
• Use technology as required
24. The Five Core Principles
Customer
Requirements
1 View Your 2
Supply Chain Develop end-
As a to-end
Strategic process
Asset architecture
External Supply
Chain
Internal Excellence
3 Design Your 4
Organization Develop the
for Right
Performance Collaborative
Model
5 Use Metrics
to Drive
Business
Success
25. Use Metrics To Drive Success
Why use metrics?
• To gauge the
health of your
supply chain
• To drive desired
behaviors
27. SCOR Metrics & Benchmarking
Lets you choose
your strategy
Advantage
Parity
Superior
Prioritizes
investments
Where do improvements
28. Why Is Supply Chain Change So Tough ?
Edgar, something is going
on here? I haven’t seen It is management’s
the Bear!!!
responsibility to address the
Bear in the room. Frequently
we don’t want to do the
tough things; we want a
simple solution that doesn’t
require a complete
commitment. SCM won’t
succeed without a complete
commitment.
Bismillahirrahmanirrahim, Assalamualaikum wwb. Selamat pagi dan selamat datang kepada semua. Pada pagi hari ini saya diberi penghormatan dari pihak panitia untuk menyampaikan kertas berjudul: Mempertahankan kepemimpinan pasar melalui keunggulan rantai pasokan Saperti pada tahun sebelumnya, pada tahun ini juga nama saya tidak tercantum di antara daftar pembicara konferensi. Kebetulan pembicara slot ini tidak dapat hadir dan kebetulan baru kemarin saya diundang. Alhamdulillah, saya bergegas mengumpulkan materi dan saya sangat berharap saya akan dapat memberikan pikiran saya sesuai dengan kemampuan berdasarkan ilmu dan pengalaman yang cukup terbatas karena semua Ilmu berasal dari Yang Maha Kuasa, Allah swt. Hanya untuk pembicaraan kita bersama pada pagi ini, saya harus menghuraikan maksud “Leadership” dan juga maksud “Supply Chain Excellence” terlebih dahulu agar kita jangan salah tafsir dan berbeda pendapat.
Saya ingin meminjam istilah dan analisa dari Mike Treacy dan Fred Wieserma yang dicungkil dari buku tulisan mereka sekitar tahun 1995. Kata beliau: Kunci berkompetisi antara perusahaan pada jangka waktu terpendek akan dipacu 3 unsur penting: Keunggulan operasional, product leadership dan keintiman terhadap pelanggan. Ini berarti kita harus berkemampuan untuk bikin tawaran terbaik dipasaran bersandarkan keunggulan nilai tambah yang spesifik di persada pasaran. Kita juga harus mempertahankan standar pada dimensi dimensi nilai yang lain Sesudahnya, harus mendominasi pasar anda dengan terus meningkatkan nilai perusahaan anda tahun demi tahun Dan akhir sekali, kita harus membangunkan satu model operasional yang canggih serta berkemampuan untuk memberikan nilai yang sukar ditandingi Nah….ada gak kayak Apple nih? Steve Jobs sudah tiada namun saya serahkan anda untuk menggunakan ciri 2 yang sudah saya sebutkan tadi untuk menganalisakan sendiri sama ada Apple akan dapat menahankan posisi mereka.
Namun kita semua sudah s a dar bahwa strategi rantai pasokan adalah dimensi penting dari strategi bisnis. Ini tidak usah kita bahas atau nafikan lagi. Coba kita lihat satu persatu ciri2 s e perti apa strategi supply chain? Strategi bisnis menentukan kapan, kenapa kita harus berkompetisi. Memilih tempat untuk bersaing, memikirkan gimana kita bisa raihkan keuntungan kepada pemilik saham, dan atas dasar apa kita bisa mengatasi dan menewaskan kompetisi? Strategi supply chain juga menentukan strategi operasional. Ini berarti – gimana kita bisa menang? Berarti kita harus menemukan cara baru dan efektif untuk meng-struktur operasi bisnis dan perekonomian bisnis untuk mencapai daya kompetitif yang mencapai keunggulan Akhirnya Operasi – nah gimana kita bisa eksekusi untuk menang? Cara kita m e lakukan hal ini sangat penting karena lumayan elemen@ nilai yang tersembunyi. Supply chain management is all about execution my friends!
Okay…jadi kita sudah kenal komponen strategi rantai pasokan. Apakah pula ya dan dari mana sumber strategi tersebut?
Intel grew 1.3% a year since 1997! Mike Armstrong sebenarnya berjaya menyusutkan perusahaannya setelah berbelanja sebanyak 100 biliion USD. Itu berlaku sebelum dia memecahkan perushaan tersebut. John Peppers. Sekarang 14 tahun udah berlalu. Kalau P&G mempertahankan tingkat pertumbuhan mereka sejak dari 1997, mereka membuthukan waktu selama 25 tahun untuk menepati janji John. Karena tingkat pertumbuhan mereka hanya kurang dari 2% since 1997. Reputasi Lou Gerstner memutarkan semula bisnis IBM sangat spektakular. And a big part of that success was Professional Services. Jadi berapa banyak IBM dapat membangunkan bisnis mereka dalam jangka waktu 10 tahun dimana Lou Gerstner memimpin IBM? 2.9% per tahun! Ada masalah pertumbuhan tidak hanya dengan perusahaan-perusahaan besar, malah saya melihat fenomena ini di mana-mana. Apa yang saya anggap luar biasa adalah segala macam alasan yang mereka beri untuk menutup atau coverup kinerja mereka. Saat eknomi jatuh. They blame it on the economy, there is not enough demand. Dan apabila eknomi meningkat pula, they take credit for whatever growth they are able to achieve. Ini kayak gambler – apabila menang, anda seorang genius. When you are losing, it’s bad luck. Gitu!
Pada hemat saya, perusahaan dunia sudah kehilangan daya untuk mendatangkan pertumbuhan in good times and in bad times! Melambatnya perekenomian benar-benar mengungkapkan betapa tidak mampunya kita mengembangkan bisnis secara konsisten. Saya pernah bertanyakan perusahaan2 mengapa mereka tidak berkemampuan sebegitu? Dan ini merupakan alasan2 yang mereka beri. Yang saya heran adalah betapa kreatifnya mereka mengeluarkan alasan mengapa mereka gak bisa bertumbuh. Bapak2 dan Ibu2 yang saya hormati. Menurut saya, kunci pertumbuhan sesuatu perusahaan during good and bad times terletak pada strategi supply chainnya. Saya belum menemui sesuatu pasaran dimana sangat mustahil untuk mencapai pertumbuhan dua angka, dan saya juga belum menemui financial or operational limitations that prevent double digit griwth. But MasyAllah! Banyak sekali yang jelas saya lihat kendala yang diberlakukan oleh kapasitas manajemen yang tidak mampu untuk mencapai pertumbuhan yang saya maksudkan.
Dan disini terletak buktinya!
Disini saya ingin sharing 5 prinsip inti untuk keunggulan supply chain. Anggap rantai pasokan anda sebagai satu asset strategis Mengembankan arsiteksur proses berbentuk end-to-end Desain organisasi anda untuk kinerja Mengembangkan model kolaborasi yang tepat Gunakan metrik untuk mendorong kesuksesan bisnis
Apa pilihan yang dapat Anda gunakan untuk menyadari nilai dari rantai suplai anda sebagai aset yang strategis?
Zara merupakan bagian dari klompok tekstil terbesar di Spanyol. Zara telah memelopori konsep “Fast Fashion”. Ini merupakan satu innovasi yang sangat revolusioner kalo dibandingkan dengan standard industri. Toko fashion sederhana di Spanyol berexpektasi kunjungan dari peminat ke toko mereka sebanyak 3 kali per tahun. Zara? 17 kali! Ini menurut data dari Guardian tahun 2005. Posisi pasar yang mereka tujukan antara designer labels dan brand sederhana yang lain – sebagai contoh Gucci diatas, kemudian LV, Zara, Topshop, H&M dan lain2. Dengan harga yang cukup kompetitif. Perputaran produk yang cepat menjamin tingkat eksklusivitas produk yang tertentu, pas dengankeinginan konsumen. Mereka juga bisa meminimalkan risiko biaya yang terkait dengan kegagalan produk disebabkan arus produksi yang lebih rendah dan omset produk yang tinggi. Yang luar biasa lagi! They have the shortest product lead time in the fashion world – dari desain sehingga dengan sampai ke toko – 2 minggu! Hal ini dapat mereka capai melalui kontrol penuh terhadap desain dan manufaktur. 50% in house production. 46% outsourced locally in Spain.
Bagaiman hal ini memungkinkan? Mereka punya tim desain yang kecil yang sentiasa bekerja erat dengan manager toko2 mereka untuk sumber inspirasi. Store managers mereka melacak trend sales dan langusung feedback informasi nya keatas. sementara saingan memproduksi hampir secara eksklusif di negara berkembang untukmenghemat biaya. Produksi Zara adalah hampir secara eksklusif di Spanyol, menghemat waktu. Hanya produk dasar dan musiman yang di outsourcekan. Store Manager Zara di seluruh pelosok dunia secara langsung memkin pesanan melalui PDA,mengambil keuntungan dari pengetahuan pasar lokal mereka. Satu pusat distribusi hi tech mengalokasikan pakaian menurut negara kemudian menurut toko untuk pengiriman dua kali seminggu langsung ke toko lebih dari 2,6 juta item bergerak melalui pusat distribusi setiap minggu. And unique to the industry Zara does no advertising! They do not provide clothing to fashion magazines and newspapers and only rely on its stores and word of mouth.