Zara is the largest clothing retailer in the world operating in 59 countries. It pioneered a business model focused on quick response to fashion trends through vertical integration and a unique supply chain allowing new designs from concept to stores in under two weeks. Zara began expanding internationally in 1988 and now has over 800 stores worldwide using different entry strategies like subsidiaries, joint ventures, and franchising depending on the market. Its competitive advantages of fast fashion, quality products at affordable prices, and minimal advertising have made it highly successful and the main competitor to H&M and Gap in global markets.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
Application of different tools such as CAGE framework and market entry strategies id different developing & developed economies and evaluating the success of Zara in India
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
Application of different tools such as CAGE framework and market entry strategies id different developing & developed economies and evaluating the success of Zara in India
Brief of article" internationalisation of the Spanish fashion brand Zara ", Lopez, C., & Fan ,Y., (2009),Internationalisation of the Spanish fashion brand Zara. Journal of Fashion Marketing and Management ,13(2),279-296
Zara, the leading clothing and accessories brand based in Spain, is ruling the fashion market for more than 40 years now. Zara now has become synonymous to fast and affordable fashion items.
this presentation is about the supply chain of worlds leading apparel manufacturer ZARA and specially about it SUPPLY CHAIN. me and my colleagues have presented about the values, supply chain partners, KPI's(key performance indicators) and lot of supply chain related details n this presentation
For ZARA stores to be able to offer cutting edge fashion at affordable prices requires the firm to exert a strong influence over almost the entire garment supply chain.
Brief of article" internationalisation of the Spanish fashion brand Zara ", Lopez, C., & Fan ,Y., (2009),Internationalisation of the Spanish fashion brand Zara. Journal of Fashion Marketing and Management ,13(2),279-296
Zara, the leading clothing and accessories brand based in Spain, is ruling the fashion market for more than 40 years now. Zara now has become synonymous to fast and affordable fashion items.
this presentation is about the supply chain of worlds leading apparel manufacturer ZARA and specially about it SUPPLY CHAIN. me and my colleagues have presented about the values, supply chain partners, KPI's(key performance indicators) and lot of supply chain related details n this presentation
For ZARA stores to be able to offer cutting edge fashion at affordable prices requires the firm to exert a strong influence over almost the entire garment supply chain.
Zara, the leading clothing and accessories brand based in Spain, is ruling the fashion market for more than 40 years now. Zara now has become synonymous to fast and affordable fashion items.In this slide, we have explained in details the strengths of Zara, weakness of Zara, opportunities of Zara, threat of Zara. SWOT Analysis of Zara that can help you ace marketing assignments on Zara. The Zara Pestle analysis and the Zara Swot analysis dealt in the presentation provides a detailed picture of why Zara is a successful firm.
The Zara Swot Analysis also helps to understand further possibilities of increasing market share and penetration by Zara.
Many organizations end the year with a "best of" list of children's books. The International Reading Association, and the annual Newbery and Caldecott Medal winners.
In this section:
2016 Newbery Medal: The Newbery Medal is awarded annually by the American Library Association to the author of the most disting
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
3. Most Successful fashion retailer operating in 59 countries
Deregulation in the textile and clothing industry. Unrestricted access to allWTO members.
Changing textile industry:
Fragmented production with highly concentrated distribution channels.
Increasing internationalization, emerging competitors, consolidation with mergers & acquisitions
Subcontracting or delocalization of production to lower labor & transportation cost country
Revaluation of the business models to adapt to customers changing taste
Democratization: Offering latest products at attractive prices
4. CASE OF ZARA:
Flagship of Inditex; 2nd largest clothing retailer;
Zara accounted for 66% of the groups turnover
Inditex owns seven other clothing chains: Brand diversity
ZARA CONCEPT:
Aims to democratize fashion
Competitive Advantage:Turnaround time & Store as a source of information
Vertical Integration of design, JIT, low inventory, quick response, advanced IT
Overall quick response to consumers demand
“Live Collections”-most receptive garments in industry, half of Zara’s production
Store-Source of information.
Customer feedbackManagersHeadquartersDesignersRework-Stores
Small lot for every store,“Climate of scarcity & opportunity”
0.3% spending on advertisement, Store is the most effective communication tool
5. Business Model (Customer orientation)
Key factors in Zara’s model
Time Factor
The store
Strategy (Impact on other retailers)
Customer Service
Market based pricing
Brand Acquisition & Brand Development
Multi-Brand (Risk of cannibalization)
Product Line
(inditex brand Portfolio)
6. MOTIVES
FOR ZARA’S INTERNATIONALIZATION
Zara Stores
Oporto, Portugal: First international store,
1988
By the end of January 2006
59 countries, 852 stores worldwide
Europe: 664 (259 in Spain)
America: 112
Middle-East & Africa: 45
Asia: 31
America
7. MOTIVES
FOR ZARA’S INTERNATIONALIZATION
Push: People spending less on clothes and more in their leisure time on travelling and education
Pull: Spain's entry into European Union in 1986
Globalization and homogenization of consumption pattern across countries
Economies of scale
Enablers: NewYork (1989), Paris (1990) and Milan (2001) – Image and Status reasons
Learning by succeeding in competitive markets
8. MARKET SELECTION
FOR ZARA’S INTERNATIONALIZATION
Reluctance and
Trial
(1975-88)
Expansion in domestic
market
Geographical and cultural
proximity to Spain
First international store in
Oporto, Portugal (‘88)
Cautious
Expansion
(1989-1996)
-> Geographical or
Cultural proximity
-> 1 or 2 countries/year
France (‘90), Belgium and
Sweden (‘94),
Mexico (‘92)
Exception: NewYork (‘89)
Brand awareness and
Prestige
Aggressive
Expansion
(1997-2005)
Grow beyond geographical
and cultural barriers
Israel (‘97)
8 countries in Middle East –
Kuwait, UAE, etc. – (‘98)
Costa Rica, Monaco,
Philippines and Indonesia
(2005)
Stage 1 Stage II Stage III
9. MARKET ENTRY STRATEGIES
• Own Subsidiaries :
Involved direct investment
Most Expensive mode of entry
During exit of firm : High level of control and risk
Suitable for high growth potential and low business risk countries.
e.g. Spain, U.S., Europe, Brazil etc
• Joint ventures :
Co-operate strategies with local companies
Combination of manufacturing facilities & know how of local company
and expertise of foreign firm in market
Usually implemented in areas having large competitive markets
10. • Joint Ventures :
1999 – Benefit of ZARA in distribution sector from joint venture with
German firm Otto Versand and knowledge of European markets
1998 – Entered Japan by signing an agreement with Biti, a leading cloth co.
ZARA increased ownership to (78% : Germany, 80% : Italy, 100% : Japan)
– gained management control
• Franchising :
Suitable for High Risk countries having small markets with low sales
forecast or are culturally distant (Saudi Arabia, Kuwait)
Similar business model to subsidiaries regarding the product, store location,
interior design & human resources
Gave franchisees chance to return merchandize and exclusivity in their area
but kept right to open it’s own stores at the same location
15. Key factors behind GAP’s growth :
International expansion
Diversification into accessories and personal
care products
Creation of new brands
Development of electronic commerce channel
Huge number of suppliers
Internationalization :
First phase of expansion in countries with same
cultural diversity
Second phase expansion into German markets
Expanding in the Middle east, Singapore and Malaysia
in future
Franchising as a strategy to expand