Zara is a Spanish clothing and accessories retailer founded in 1975 that is known for its fast fashion model. It quickly designs and manufactures clothing in response to the latest trends and uses advanced technology and teams of designers rather than individuals. Zara has expanded internationally since the 1980s and now has a presence in over 88 countries. It offers clothing for men, women, children and home goods and aims to provide fashionable, trendy looks at affordable prices. While it has faced some controversies over similarities to Nazi uniforms, Zara remains very popular and successful due to its ability to deliver new styles to stores twice a week.
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.
The document discusses Zara's business model and use of technology. Some key points:
1. Zara links customer demand directly to manufacturing and distribution through vertical integration. Designers gather customer data from stores to quickly design and produce new products.
2. Products move from design to stores in just 3 weeks, much faster than competitors. Information technology helps share designs and gather sales data from stores twice weekly.
3. By producing locally and frequently updating stock based on sales, Zara can respond rapidly to fashion trends and consumer demands. This keeps customers returning to stores regularly.
This document discusses Zara and fashion trends. It analyzes Zara's business model and recommends ways for it to adapt. The slides cover: 1) defining fashion and analyzing Zara's success, 2) discussing oversaturation and moving to "blue oceans", 3) addressing Zara's limited size range in the US, 4) whether Zara should modernize its IT systems to support global expansion while maintaining its competitive advantages, and 5) learning from Zara's example of quickly delivering new designs.
Zara company profile with history and marketing strategyTanveer Ahmed
Zara is a Spanish clothing and accessories retailer founded in 1975 in Spain. It is known for its ability to quickly produce fashionable clothing in response to the latest trends. Zara operates over 2,000 stores globally and manufactures most of its products internally, allowing it to place new designs in stores within weeks. This unique business model and focus on fast fashion has made Zara very successful, with over 80,000 employees worldwide.
International strategy at Zara is defined by the combined generic strategy of cost leadership and differentiation strategy. There are considerations, however, such as when selecting the Lebanese market, labor cost and productivity, distribution cost and shipment cost of raw materials are considered. Other considerations are characteristics or behavior of consumers and income per capita. In terms of marketing approach, the considerations include the 4Ps inherent to the Lebanese consumers and business environment. Market entry considerations include economics, both macroeconomic factors which include tax, political condition and export tariff and microeconomic factors including local competitors, demand and location of store. Regulation from government and local producers protection issues are other considerations.
Zara's value chain is highly integrated and controlled. It sources materials and produces about half of products in Spain and Europe to allow for quick design changes. Products are shipped to stores within 24 hours in Europe. Store managers have autonomy to make replenishment orders based on sales data. Zara uses minimal marketing and focuses on window displays. Its competitive advantage lies in its ability to design, produce, and deliver fashion trends rapidly and at scale through its vertically integrated system.
Zara is a Spanish clothing and accessories retailer founded in 1975 that is known for its fast fashion model. It quickly designs and manufactures clothing in response to the latest trends and uses advanced technology and teams of designers rather than individuals. Zara has expanded internationally since the 1980s and now has a presence in over 88 countries. It offers clothing for men, women, children and home goods and aims to provide fashionable, trendy looks at affordable prices. While it has faced some controversies over similarities to Nazi uniforms, Zara remains very popular and successful due to its ability to deliver new styles to stores twice a week.
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.
The document discusses Zara's business model and use of technology. Some key points:
1. Zara links customer demand directly to manufacturing and distribution through vertical integration. Designers gather customer data from stores to quickly design and produce new products.
2. Products move from design to stores in just 3 weeks, much faster than competitors. Information technology helps share designs and gather sales data from stores twice weekly.
3. By producing locally and frequently updating stock based on sales, Zara can respond rapidly to fashion trends and consumer demands. This keeps customers returning to stores regularly.
This document discusses Zara and fashion trends. It analyzes Zara's business model and recommends ways for it to adapt. The slides cover: 1) defining fashion and analyzing Zara's success, 2) discussing oversaturation and moving to "blue oceans", 3) addressing Zara's limited size range in the US, 4) whether Zara should modernize its IT systems to support global expansion while maintaining its competitive advantages, and 5) learning from Zara's example of quickly delivering new designs.
Zara company profile with history and marketing strategyTanveer Ahmed
Zara is a Spanish clothing and accessories retailer founded in 1975 in Spain. It is known for its ability to quickly produce fashionable clothing in response to the latest trends. Zara operates over 2,000 stores globally and manufactures most of its products internally, allowing it to place new designs in stores within weeks. This unique business model and focus on fast fashion has made Zara very successful, with over 80,000 employees worldwide.
International strategy at Zara is defined by the combined generic strategy of cost leadership and differentiation strategy. There are considerations, however, such as when selecting the Lebanese market, labor cost and productivity, distribution cost and shipment cost of raw materials are considered. Other considerations are characteristics or behavior of consumers and income per capita. In terms of marketing approach, the considerations include the 4Ps inherent to the Lebanese consumers and business environment. Market entry considerations include economics, both macroeconomic factors which include tax, political condition and export tariff and microeconomic factors including local competitors, demand and location of store. Regulation from government and local producers protection issues are other considerations.
Zara's value chain is highly integrated and controlled. It sources materials and produces about half of products in Spain and Europe to allow for quick design changes. Products are shipped to stores within 24 hours in Europe. Store managers have autonomy to make replenishment orders based on sales data. Zara uses minimal marketing and focuses on window displays. Its competitive advantage lies in its ability to design, produce, and deliver fashion trends rapidly and at scale through its vertically integrated system.
Zara is a fashion retailer owned by Inditex, one of the largest fashion groups in the world. Zara opened its first store in 1975 in Spain and has since expanded to over 2,000 stores globally. Inditex controls most of Zara's supply chain, with around 50% of products manufactured in Spain and Europe and the rest in Asia and Africa. Products are shipped to logistics centers in Spain and then distributed to stores within 24 hours in Europe and 40 hours elsewhere. Zara's unique approach is to produce trendy designs in small batches within a few weeks and refresh store inventory monthly, creating urgency for customers to purchase before items sell out.
Zara is a Spanish clothing retailer founded in 1975 known for its rapid response to fashion trends. It has over 1,600 stores worldwide and is a flagship brand of the Inditex group. Zara's business strategy focuses on design, manufacturing, and logistics to produce trendy clothing in only 2-3 weeks. Zara's designers attend fashion shows to develop initial collections 9 months in advance and make constant adjustments based on sales data and customer feedback. Manufacturing is split between company-owned factories in Europe and outsourcing to factories globally to maximize flexibility and quick production turnaround.
Carrine Kezia Aulia presented a final project on Zara, a global fashion retailer owned by Inditex Group. The 3-sentence summary is:
Zara was founded in 1975 in La Coruna, Spain and has grown to over 1,700 stores in 82 countries, known for its ability to spot trends and quickly design and produce fashionable clothing at affordable prices. The presentation outlined Zara's company profile, operations in Spain and commitment to corporate social responsibility, as well as its strategic plan to expand further in Asia through improving its online presence and social media engagement. Competitors including H&M, Gap, and Uniqlo were also discussed.
This document provides an analysis of Zara, including its target market, value proposition, competitors, and strategies. It discusses Zara's strengths in fast fashion and affordable prices for young, fashion-conscious customers. The analysis examines Zara's marketplace, including Turkey's economic and demographic trends. It finds opportunities in global expansion and threats from new entrants. Finally, the document evaluates Zara's cost leadership strategy and recommends collaborating with local firms and influencers to respond quickly to fashion trends.
ZARA is a Spanish clothing brand owned by Inditex that pioneered fast fashion. ZARA's business model emphasizes vertical integration, producing clothing in small batches close to stores to facilitate quick response to trends. Stores provide frequent feedback to help designers continuously adapt products. About half of materials and 40% of products are manufactured internally. Distribution centers use advanced tracking to deliver to stores within 1-2 days in Europe and 2-4 days outside Europe. ZARA's approach reduces risks from unsold inventory compared to competitors. Its international growth follows an "oil stain" pattern entering culturally similar markets with company-owned stores.
The document is a marketing proposal for Zara to implement facial recognition payment technology in their stores. It begins with an executive summary outlining the goals of remaining relevant in the digital environment through omni-channel retail and enhancing customer experiences. It then covers sections on the brand brief, current situation analysis, market and technology research including RFID tracking and mobile payments. The proposal suggests facial recognition payment would further improve the customer experience by providing a simple face scan for payment. Research methods are described including situation analysis, consumer profiling and a marketing communications plan.
Case study for Zara for the brand management process; competitors and positioning in the market, brand wheel and 4P strategy and historical development process of the company articulated.
Created a marketing plan and to launch Victoria’s Secret in Iraq by associating the brand with weddings and the luxurious gift giving traditions that follow. Thus, making it more acceptable to enter the stores and purchase the lingerie.
Zara has achieved great success through its vertically integrated supply chain model. It is able to design, produce, and distribute new clothing collections to stores within 2-3 weeks, far faster than competitors' 6-9 month timeline. Key aspects of Zara's supply chain include 200 in-house fashion designers, local fabric sourcing and production, and overnight trucking of products to European stores. This speed and flexibility allows Zara to respond quickly to fashion trends and reduces unsold inventory, contributing to higher profit margins compared to other retailers.
Zara segments its customers demographically as those aged 18-40 with mid-range incomes who are interested in fashion trends. It also considers psychographic factors like customers' busy lifestyles. Zara targets this segment through store locations in busy areas and stocking new products twice weekly. It focuses on customer orientation through excellent service and frequent surveys. Zara positions itself as a designer brand through on-trend designs from over 200 designers, yet prices competitively like dedicated fashion ranges through its rapid production model replenishing stores twice weekly.
Zara is a Spanish clothing retailer known for fast fashion. It was created in 1975 and now has over 2,100 stores globally. Zara's mission is to offer low-priced, on-trend clothing that mimics higher-end designs. It achieves this through vertical integration, just-in-time production, and a supply chain that can deliver new designs to stores within 15 days. Zara's success also comes from optimizing inventory, centralized logistics, and a large portfolio of young designers that help keep up with the latest trends.
This document provides an overview of the Spanish fashion retailer Zara. It discusses Zara's business model, which involves designing clothing in-house and manufacturing most products in Spain. This allows Zara to get new designs from concept to stores in just 3 weeks, much faster than competitors. Zara is able to quickly respond to the latest fashion trends and customer demands. The document also notes Zara's culture of teamwork and technology use to facilitate communication between stores and headquarters. Some legal issues regarding factory conditions that Zara has faced are also summarized.
I was part of a six-person team that underwent primary research (performed brand association tests on and surveyed 52 respondents) and secondary research (analysed Zara's current and past branding communications) to assess Zara's current brand meaning in the Vancouver market. I led the process of narrowing down Zara's intended brand meaning into four succinct categories. I was in charge of categorizing associations as well as analysing "classy" and "good quality" associations, cross referencing them to demographic variables. I was additionally in charge of analysing Zara's brand strength, as well as designing the PowerPoint.
Brand Analysis of EMPORIO ARMANI ,Louis Vuitton CALVIN KLEINiWant tutor
This document analyzes and compares three popular luxury brands: Emporio Armani, Louis Vuitton, and Calvin Klein. It discusses the reasons for their success, including their innovative marketing strategies, creative elements, and management approaches. Some common factors that have helped build their brands include effective advertising campaigns featuring celebrities and the strategic use of new technologies. The document also provides financial data and performs SWOT analyses for each brand.
Zara plans to launch in Pakistan and has developed a strategic marketing plan. It will target urban populations aged 18-40, with a focus on women, men, and children from middle and upper classes. Zara will position itself as fast, high fashion at affordable prices. Its marketing strategy will emphasize customer research, convenient store locations, effective communication through various channels, and brand-building events. The plan aims to make Zara the most favorite fashion brand in Pakistan.
This document summarizes a journal article about the internationalization of the Spanish fashion brand Zara. It provides background on Zara and its business model, which focuses on quick production turnaround and receiving frequent small shipments to stores based on customer feedback. The summary discusses Zara's international expansion, including its motivations such as market saturation at home and opportunities abroad from trade liberalization. Key aspects of Zara's internationalization process are also covered, such as its selection of major fashion markets and use of different entry strategies in different countries.
This presentation made by me on Brand Zara while studying for the brand study project. I choose Zara because it has been conquering THE FASHION WORLD in its own way...!
Zara is a major international fast fashion retailer owned by Inditex. It was founded in 1975 in La Coruña, Spain and has since expanded to over 2,000 stores across 88 countries. Zara commits to continuously innovating and providing new, quality designs at affordable prices faster than competitors. It aims to contribute to sustainable development through practices like using ecological fabrics and organic cotton. Zara's success is attributed to its ability to rapidly translate fashion trends into new collections available in stores through an integrated supply chain model.
Zara is a highly successful fashion retailer known for its fast fashion model. It introduces new designs two weeks after seeing them on runways rather than the industry standard of six months. Zara achieves this through an integrated operation strategy that allows for quick design, production, and distribution. Stores provide immediate customer feedback that designers use to create new items. Factories located in Spain enable rapid production to meet changing demand. An efficient supply chain distributes goods to stores within 24 hours in Europe. This strategy of speed, affordability, and variety has made Zara one of the world's largest clothing retailers.
Zara is a Spanish clothing retailer known for its rapid production of new designs to match emerging fashion trends. It operates over 1,700 stores worldwide and launches around 10,000 new designs each year, getting products to stores in just two weeks compared to the industry average of six months. Zara's supply chain and production model allows it to be more responsive to trends and offer a wider variety of fashionable products at affordable prices. It has experienced rapid international expansion and growth over the past few decades to become one of the largest and most profitable clothing retailers globally.
Zara is a large Spanish clothing retailer known for its rapid fashion production model. It changes designs every 2 weeks compared to competitors' 2 months. Zara uses agents to scout trends and sends sketches to factories within 6 hours for production. Its infrastructure allows finishing goods to reach stores in 4-5 weeks. This rapid supply chain and production flexibility allows Zara to meet constantly changing fashion demands.
Zara is a fashion retailer owned by Inditex, one of the largest fashion groups in the world. Zara opened its first store in 1975 in Spain and has since expanded to over 2,000 stores globally. Inditex controls most of Zara's supply chain, with around 50% of products manufactured in Spain and Europe and the rest in Asia and Africa. Products are shipped to logistics centers in Spain and then distributed to stores within 24 hours in Europe and 40 hours elsewhere. Zara's unique approach is to produce trendy designs in small batches within a few weeks and refresh store inventory monthly, creating urgency for customers to purchase before items sell out.
Zara is a Spanish clothing retailer founded in 1975 known for its rapid response to fashion trends. It has over 1,600 stores worldwide and is a flagship brand of the Inditex group. Zara's business strategy focuses on design, manufacturing, and logistics to produce trendy clothing in only 2-3 weeks. Zara's designers attend fashion shows to develop initial collections 9 months in advance and make constant adjustments based on sales data and customer feedback. Manufacturing is split between company-owned factories in Europe and outsourcing to factories globally to maximize flexibility and quick production turnaround.
Carrine Kezia Aulia presented a final project on Zara, a global fashion retailer owned by Inditex Group. The 3-sentence summary is:
Zara was founded in 1975 in La Coruna, Spain and has grown to over 1,700 stores in 82 countries, known for its ability to spot trends and quickly design and produce fashionable clothing at affordable prices. The presentation outlined Zara's company profile, operations in Spain and commitment to corporate social responsibility, as well as its strategic plan to expand further in Asia through improving its online presence and social media engagement. Competitors including H&M, Gap, and Uniqlo were also discussed.
This document provides an analysis of Zara, including its target market, value proposition, competitors, and strategies. It discusses Zara's strengths in fast fashion and affordable prices for young, fashion-conscious customers. The analysis examines Zara's marketplace, including Turkey's economic and demographic trends. It finds opportunities in global expansion and threats from new entrants. Finally, the document evaluates Zara's cost leadership strategy and recommends collaborating with local firms and influencers to respond quickly to fashion trends.
ZARA is a Spanish clothing brand owned by Inditex that pioneered fast fashion. ZARA's business model emphasizes vertical integration, producing clothing in small batches close to stores to facilitate quick response to trends. Stores provide frequent feedback to help designers continuously adapt products. About half of materials and 40% of products are manufactured internally. Distribution centers use advanced tracking to deliver to stores within 1-2 days in Europe and 2-4 days outside Europe. ZARA's approach reduces risks from unsold inventory compared to competitors. Its international growth follows an "oil stain" pattern entering culturally similar markets with company-owned stores.
The document is a marketing proposal for Zara to implement facial recognition payment technology in their stores. It begins with an executive summary outlining the goals of remaining relevant in the digital environment through omni-channel retail and enhancing customer experiences. It then covers sections on the brand brief, current situation analysis, market and technology research including RFID tracking and mobile payments. The proposal suggests facial recognition payment would further improve the customer experience by providing a simple face scan for payment. Research methods are described including situation analysis, consumer profiling and a marketing communications plan.
Case study for Zara for the brand management process; competitors and positioning in the market, brand wheel and 4P strategy and historical development process of the company articulated.
Created a marketing plan and to launch Victoria’s Secret in Iraq by associating the brand with weddings and the luxurious gift giving traditions that follow. Thus, making it more acceptable to enter the stores and purchase the lingerie.
Zara has achieved great success through its vertically integrated supply chain model. It is able to design, produce, and distribute new clothing collections to stores within 2-3 weeks, far faster than competitors' 6-9 month timeline. Key aspects of Zara's supply chain include 200 in-house fashion designers, local fabric sourcing and production, and overnight trucking of products to European stores. This speed and flexibility allows Zara to respond quickly to fashion trends and reduces unsold inventory, contributing to higher profit margins compared to other retailers.
Zara segments its customers demographically as those aged 18-40 with mid-range incomes who are interested in fashion trends. It also considers psychographic factors like customers' busy lifestyles. Zara targets this segment through store locations in busy areas and stocking new products twice weekly. It focuses on customer orientation through excellent service and frequent surveys. Zara positions itself as a designer brand through on-trend designs from over 200 designers, yet prices competitively like dedicated fashion ranges through its rapid production model replenishing stores twice weekly.
Zara is a Spanish clothing retailer known for fast fashion. It was created in 1975 and now has over 2,100 stores globally. Zara's mission is to offer low-priced, on-trend clothing that mimics higher-end designs. It achieves this through vertical integration, just-in-time production, and a supply chain that can deliver new designs to stores within 15 days. Zara's success also comes from optimizing inventory, centralized logistics, and a large portfolio of young designers that help keep up with the latest trends.
This document provides an overview of the Spanish fashion retailer Zara. It discusses Zara's business model, which involves designing clothing in-house and manufacturing most products in Spain. This allows Zara to get new designs from concept to stores in just 3 weeks, much faster than competitors. Zara is able to quickly respond to the latest fashion trends and customer demands. The document also notes Zara's culture of teamwork and technology use to facilitate communication between stores and headquarters. Some legal issues regarding factory conditions that Zara has faced are also summarized.
I was part of a six-person team that underwent primary research (performed brand association tests on and surveyed 52 respondents) and secondary research (analysed Zara's current and past branding communications) to assess Zara's current brand meaning in the Vancouver market. I led the process of narrowing down Zara's intended brand meaning into four succinct categories. I was in charge of categorizing associations as well as analysing "classy" and "good quality" associations, cross referencing them to demographic variables. I was additionally in charge of analysing Zara's brand strength, as well as designing the PowerPoint.
Brand Analysis of EMPORIO ARMANI ,Louis Vuitton CALVIN KLEINiWant tutor
This document analyzes and compares three popular luxury brands: Emporio Armani, Louis Vuitton, and Calvin Klein. It discusses the reasons for their success, including their innovative marketing strategies, creative elements, and management approaches. Some common factors that have helped build their brands include effective advertising campaigns featuring celebrities and the strategic use of new technologies. The document also provides financial data and performs SWOT analyses for each brand.
Zara plans to launch in Pakistan and has developed a strategic marketing plan. It will target urban populations aged 18-40, with a focus on women, men, and children from middle and upper classes. Zara will position itself as fast, high fashion at affordable prices. Its marketing strategy will emphasize customer research, convenient store locations, effective communication through various channels, and brand-building events. The plan aims to make Zara the most favorite fashion brand in Pakistan.
This document summarizes a journal article about the internationalization of the Spanish fashion brand Zara. It provides background on Zara and its business model, which focuses on quick production turnaround and receiving frequent small shipments to stores based on customer feedback. The summary discusses Zara's international expansion, including its motivations such as market saturation at home and opportunities abroad from trade liberalization. Key aspects of Zara's internationalization process are also covered, such as its selection of major fashion markets and use of different entry strategies in different countries.
This presentation made by me on Brand Zara while studying for the brand study project. I choose Zara because it has been conquering THE FASHION WORLD in its own way...!
Zara is a major international fast fashion retailer owned by Inditex. It was founded in 1975 in La Coruña, Spain and has since expanded to over 2,000 stores across 88 countries. Zara commits to continuously innovating and providing new, quality designs at affordable prices faster than competitors. It aims to contribute to sustainable development through practices like using ecological fabrics and organic cotton. Zara's success is attributed to its ability to rapidly translate fashion trends into new collections available in stores through an integrated supply chain model.
Zara is a highly successful fashion retailer known for its fast fashion model. It introduces new designs two weeks after seeing them on runways rather than the industry standard of six months. Zara achieves this through an integrated operation strategy that allows for quick design, production, and distribution. Stores provide immediate customer feedback that designers use to create new items. Factories located in Spain enable rapid production to meet changing demand. An efficient supply chain distributes goods to stores within 24 hours in Europe. This strategy of speed, affordability, and variety has made Zara one of the world's largest clothing retailers.
Zara is a Spanish clothing retailer known for its rapid production of new designs to match emerging fashion trends. It operates over 1,700 stores worldwide and launches around 10,000 new designs each year, getting products to stores in just two weeks compared to the industry average of six months. Zara's supply chain and production model allows it to be more responsive to trends and offer a wider variety of fashionable products at affordable prices. It has experienced rapid international expansion and growth over the past few decades to become one of the largest and most profitable clothing retailers globally.
Zara is a large Spanish clothing retailer known for its rapid fashion production model. It changes designs every 2 weeks compared to competitors' 2 months. Zara uses agents to scout trends and sends sketches to factories within 6 hours for production. Its infrastructure allows finishing goods to reach stores in 4-5 weeks. This rapid supply chain and production flexibility allows Zara to meet constantly changing fashion demands.
Zara is a clothing retailer that uses modern technology in its marketing research and supply chain to quickly deliver fashionable designs at lower prices. It collects frequent customer feedback and uses IT to closely monitor trends. This allows Zara to make production decisions quickly and produce small quantities of many styles. As a result, Zara is able to deliver new fashion designs about twice a month while competitors take 3-5 months. This rapid turnover keeps customers engaged with frequent store visits and purchases.
This document discusses Zara's supply chain and how it contributes to the company's success. It provides details on Zara's vertically integrated supply chain model, which allows it to bring designs to stores in just 2-3 weeks compared to the industry average of 6-9 months. Key aspects of Zara's supply chain include local sourcing, fast production times, mass customization, and using IT to share information. This vertical integration model helps Zara increase revenue through more fashionable and scarce products, while decreasing costs through factors like lower transportation and inventory costs.
This document provides information about Zara, the largest clothing company owned by the Spanish fashion group Inditex. It discusses Zara's business model, strategies, and supply chain management approach. Zara aims to continuously innovate and provide new, affordable designs made from quality materials to satisfy customer desires. Through its fast fashion model, Zara is able to design, produce, and distribute new collections to stores within weeks, allowing it to stay on top of the latest trends. Zara has over 1,900 stores globally and is a leader in the fast fashion industry due to its ability to quickly replicate designs at low prices.
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 is a large international fashion retailer owned by Inditex, one of the world's largest fashion groups. It was founded in 1975 in Spain and has since expanded to over 2,000 stores globally. Zara is known for its fast fashion model which sees new designs manufactured and distributed to stores within weeks to respond rapidly to new trends. Key aspects of Zara's business model include an integrated design process, in-house manufacturing facilities, a highly efficient logistics network and a focus on locating stores in major cities worldwide. Zara aims to offer affordable, high-quality clothing to satisfy customer desires through continuous innovation.
Zara is a large international fashion company known for its rapid response to new fashion trends. It focuses on understanding customer demand and delivering desired items quickly through efficient production and distribution. Zara releases about 11,000 new designs each year, holding only 6 days of inventory compared to weeks for competitors. This allows it to provide on-trend fashion at affordable prices through a unique and vertically integrated business model.
Supply Chain Management of Zara (Case Study)Neha Chauhan
This document provides an overview of the Spanish apparel company Inditex and its flagship brand Zara. It discusses Zara's history and founding, Inditex's financial performance, Zara's unique business model centered around rapid design, production and distribution, and Zara's positioning within the global apparel industry. Key aspects of Zara's model include in-house design teams that produce new collections bi-weekly, local Spanish and Portuguese production facilities allowing for quick fulfillment, and a vertically integrated supply chain.
2. Кратка история
Amancio Ortega Rosalia Mera
•„Zara” е испанска фирма за търговия на дребно с облекла и аксесоари, чието седалище е в
Артейхо, Галисия.
• Основана през 1975 г. от бившите съпрузи Amancio Ortega и Rosalia Mera
• Верига с над 2000 магазина в 88 страни на 4 континента,
• Част от групата „Inditex” - най-големият в света търговец на дребно на облекло
3. • Първият магазин „Zara” е отворен през
1975 г. в централна улица в центъра на Ла
Коруня, Галисия, Испания.
• В него се предлагат стоки на ниски цени,
копия на популярни продукти от по-висок
клас облекла.
• Начинанието се оказва много успешно и
Ортега започва отварянето на още
магазини из цяла Испания, а през 1980 г.
започва международна експанзия през
Порто, Португалия. Десет години по-
късно отваря първият магазин в САЩ.
4. • През 80-те Ортега променя
дизайна, производството и
дистрибуцията с цел намаляване
на срокове, за да реагира на
новите тенденции по-бързо,
което той нарича "моментна
мода", а днес в икономиката е
познато като „скоростна мода”
(fast fashion). Компанията базира
подобрения си на използването на
информационните технологии и
работа с групи от дизайнери,
вместо на отделни лица.
5. • 90% от магазините на
„Zara” в цял свят са
собственост на
компанията, освен ако
местното законодателство
забранява чуждестранна
обственост на
предприятията. В такива
случаи „Zara” е франчайз
на местни фирми.
6. „Zara” е ключовият
бранд в пакета от
фирми, собственост на
модния гигант
„Индитекс”, от който
става част през 1985 г.
Марката предлага
широк набор от модни
артикули за всякакви
поводи – дрехи и
аксесоари – за мъже,
жени и деца.
7. • най-голям брой магазини в групата “Индитекс”
• 2000 магазина в 88 държави на 4 континента
• най-високи продажби
8. Анализ на потребителите
• Пол - 60% жени, 25%
мъже и 15% деца;
• Образование – добре
образовани, работещи в
различни сфери, но най-
вече в големи градове;
• Други характеристики -
клиентите на „Zara” имат
поглед към модата и
съзнание към това, което е
модерно в момента,
чувствителни са към
модните тенденции, но
все прилагат разумен
финансов подход, като
търсят нискобюджетни
алтернативи
9. Zara в Търговския регистър
• Име на фирмата: „ЗАРА БЪЛГАРИЯ”
• Статут: Непублична
• Оперативен статус: Активен
• Правна форма: Еднолично дружество с ограничена отговорност (ЕООД)
• ЕИК/ПИК: 200772210
• Седалище и адрес на управление: БЪЛГАРИЯ, област София (столица), община Столична, гр. София
1784, район „ Младост”, бул. „Цариградско шосе” №115К, бл. офис сграда В, ет. 3, ап. офис 1.1
• Предмет на дейност: ПРОДАЖБА НА ДРЕБНО НА ТЕКСТИЛ И ТЕКСТИЛНИ ИЗДЕЛИЯ,
ОБЛЕКЛО, ОБУВНИ АРТИКУЛИ И АКСЕСОАРИ (КОЖЕНИ ПРОДУКТИ, ПАРФЮМИ,
КОЗМЕТИКА И Т.Н.), СЪЩО КАКТО И ВСЯКАКВА ДОПЪЛНИТЕЛНА ДЕЙНОСТ,
СВЪРЗАНА С ГОРНОТО, ВКЛЮЧИТЕЛНО ПРЕДОСТАВЯНЕТО НА УСЛУГИ, СЪЩО КАКТО
И ВСЯКАКВИ ДРУГИ ДЕЙНОСТИ, НЕЗАБРАНЕНИ ОТ ЗАКОН.
• Управители: АЛВАРО КАНИЕТЕ ДИАС, КАРЛОС МАТО ЛОПЕС, ФЕРНАНДО РЕЙ
ФИГЕЙРАС
• Начин на представляване: Заедно и поотделно
• Едноличен собственик на капитала: ИНДУСТРИА ДЕ ДИСЕНЬО ТЕКСТИЛ
• Размер на капитала: 8 234 086 лв.
• Внесен капитал: 8 234 086 лв.
• Учредена на: 25 февруари 2009
• Интернет страница: http://www.zara.com/
10. Анализ на конкурентите –
преки
• Най-сериозните преки
конкуренти на „Zara” -
испанската „Mango”,
шведския „H&M и японската
“Uniqlo”, като последните
двама заявяват сериозни
претенции да се превърнат в
най-големите търговци на
дребно за модни стоки до
2020 г.
• Други преки конкуренти на
„Zara” , но не толкова
заплашителни, са „Gapp” и
„United Colors of Benetton”,
а също така и формалните
конкуренти „Bershka”,
„Massimo Dutti”,
„Stradivarius”, всички част от
групата „Индитекс”.
11. Анализ на
конкурентите –
непреки
• брандове, чиято продукция
„Zara” имитира , но не са
заплаха по отношение на
клиентите, тъй като цените не
са достъпни за средната класа
• в последните минималистични
линии на „Zara” ясно проличава
желанието й да бъде
нискобюджетна алтернатива за
любителите на скандинавския
дизайн
12. Проиводители и доставчици
• Вертикална
интеграция – брандът
контролира стъпките
по производствената
верига
• 50% от продуктите са
произведени в
Испания, 26% в
останалата част от
Европа, а 24% в Азия и
Африка
• „Zara” се е
противпоставила на
практиката да
прехвърля
производството в
страни с ниски
разходи за работна
ръка
13. • „Zara” възлага поръчки за
производство на определени артикули
на малки шивашки фирми
• По този начин производителите се
превръщат в доставчици, а
производствената верига се скъсаява и
разходите в нея се оптимизират.
• В България има десетки предприятия,
които изпълняват поръчки на ишлеме
не само за „Zara”, но и за другите
брандове на „Индитекс”, а и за
пряката им конкуренция.
• Според статия във в-к „Капитал”
„Zara” възлага поръчка за един
артикул на конкретна фирма и то
често само в един размер. Тази
поръчка трябва да се изпълни в
рамките на по-малко от две седмици,
като в края на втората седмица всички
възложени поръчки се събират и
продукцията се изпраща в централата
на марката в Испания, а оттам се
преразпределя към магазините в
целия свят.
14. • „Капитал” посочва задължителните
характеристики на фирмата, която иска да
работи със „Zara”: „умения да изпълняват
сложни модели, гъвкавост, възможност за
производство на малки серии, бързина при
доставките, все още ниска цена на труда.
• Работата на „Zara” с доставчиците следва
модела на „бързата мода”. Целият цикъл на
производство – от скицата до артикула в
магазина – обхваща не повече от 5 седмици.
• По данни от последния публикуван официален
доклад на „Индитекс”, „Zara” работи с 1186
доставчици и екип от 200 дизайнери.
• Причината за бързата адаптивност на марката
към потребителските търсения отчасти се
крие и в географската близост на
доставчиците. За разлика от преките си
конкуренти няма азиатски аутсорсинг. 80% от
материалите са произведени е Европа,
въпреки по-високите цени. Така за сметка на
по-високите производствени разходи, брандът
наваксва със скорост на предлагане, което в
крайна сметка е от изключително значение в
модната индустрия.
15. Транспорт
• Всеки артикул, независимо
от произхода му, се
доставя в логистичните
центрове на бранда, от
където се разпределят
количества към магазините
по цял свят.
• Това се случва най-малко
2 пъти седмично и всяко
зареждане на търговски
обект задължително
включва нови модели.
• Логистичната система,
базирана на специално
разработен софтуер, е
установила фиксирани
срокове за доставка
Китай – 48 часа
Япония – 72 часа
Европа – 24 часа
Америка – 48 часа
16. Продуктова линия
• От 2007 г. „Zara” има три основни продуктови линии – мъжка, женска и детска,
разделени в категории Долни облекла (панталони, поли и т.н), Горни облекла (палта,
пуловери, рокли и т.н), Обувки, Козметика и Аксесоари.
• Към момента дрехите се предлагат в размери от XS до XL. Дамската продуктова
линия се разделя на Woman и TRF. Продуктите в „Zara Kids” са предназначени за
деца от 0 до 14 г. Съществува и марката „Zara Home” за домашни потреби.
Спекулира се с темата за плюс сайз линия, но още няма никаква информация дали тя
ще стане реалност.
17. • Твърди се, че „Zara” предлага около 12 000 нови артикула всяка година (за разлика от
конкурентите си, които предлагат между 2000 и 4000) и се нуждае от само една
седмица, за да се създаде нов продукт и да го лансира в магазините (в сравнение с 6-
месечния приблизителен за индустрията срок).
• Съкращаването на жизнения цикъл на продукта означава по-голям успех при
удовлетворяването на потребителските предпочитания и статиката доказва това.
Средностатистическите магазини за модни стоки в Испания са посещавани три пъти
годшино от клиентите си, докато в „Zara” броят на посещенията е 17.
18. Маркетинг микс на Zara
• Продукти – широк набор от дрехи и аксесоари за
мъже, жени, тийнейджъри и деца. Фокус върху най
модерните в момента продукти, малка част основни
(бейсик) стоки. Смята се, че всеки месец се появяват
над 1000 нови модела. Свежият инвентар е ключът
към успешните продажби, като ново зареждане се
осъществятва 2 пъти на седмица.
• Място – 90% от магазините са собственост на
компанията, а останалите са франчайз. Те са
разположени винаги в основни шопинг центрове и
главни търговски улици.
Компанията инвестира в наемането на помещения
близо до луксозни марки като „Louiss Vuitton” или
„Chanel”, за да създаде у клиентите си усещане за
„достъпен лукс” и да повиши интереса им.
Клиентите от Лондон до Ню Делхи преживяват едно и
също, влизайки в магазин на „Zara” – помещенията са
просторни, добре осветени, с модерен дизайн и
преобладаващ бял цвят и огледални стени.
Любопитен факт е, че в Индия всеки собственик на
мол е готов във всеки един момент да предостави
свободно място за откриване на нов магазин на „Zara”.
19. • Цени – пазарно-
базирани, а не базирани
на производствената
стойност
• Реклама – „Zara” разчита
на т.нар „нулева
реклама” или „от уста на
уста”, като предпочита
да инвестира в
отварянето на нови
магазини и подходящ
интериор. Витрините
винаги са подканващи.
Ключовата
маркетингова стретегия
на бранда е базирана на
ексклузивността, опита,
диференциацията и
достъпността.
20. Връзка с крайните и
корпоративните
потребители
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