9-703-497 REV: DECEMBER 21, 2006 PANKAJ GHEMAWAT JOSÉ LUIS NUENO ZARA: Fast Fashion Fashion is the imitation of a given example and satisfies the demand for social adaptation. . . . The more an article becomes subject to rapid changes of fashion, the greater the demand for cheap products of its kind. — Georg Simmel, “Fashion” (1904) Inditex (Industria de Diseño Textil) of Spain, the owner of Zara and five other apparel retailing chains, continued a trajectory of rapid, profitable growth by
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Dfs Afd Sf Sdafsd Afsd Afsd Afsd Afsda Sd F Se Fsrfse Rtrlfk kk k rk rk rer ll l l rlel l osos oll lrwl Fkskfk s Kfskfk Kkfskfs S S kfkkrsoroes Fklslala Kedkeak Askfkosao Keklalelaeo Eoaoe Dosaa e supply chain and headed Zara in Scandinavia. “Martinez will use his experience in supply-chain management to improve the delivery time-lag at Esprit,” said Paul Cheng, vice chairman of Esprit. “We used to launch new products every season, but now we may need to move quicker.”
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CADENA DE SUMINISTRO DE ZARA La cadena de suministro de esta tienda comienza en las propias fábricas que tiene dicha tienda donde se fabrican el 60% de sus productos. Los tejidos proceden de España, del lejano oriente, india y marruecos y estos se mandan a coser a diversos talleres en la zona. Se compra el tejido sin teñir para facilitar la actualización a lo largo de la temporada. Inditex que es el grupo al que pertenece zara se encarga de la compra, distribución y patronaje para
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quality control, storage and logistics. A great deal of focus in operations is on efficiency and effectiveness of such a process. An example of successful operations strategy in the retail industry is the strategy employed by Zara which is discussed in this critique. Zara started as a single shop in La Coruna and then rapidly spread its wings to 68 countries; opening a store each day - one of the fastest global expansions the world has ever seen. Throughout the entire system of Zara’s business;
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Zara: IT for fast fashion Case Analysis The case for Zara shows a simple method of "if it's not broken, and works for us, then we'll use it" mentality. This case views Zara's business strategies and how IT supports their business decisions. Zara is in the clothing apparel business, owned by Inditex (Industria de Diseno Textil), which is a holding company that owns Zara and other retail chains. In their business model, Zara focused on three things: (1) responding quickly to customer demands and
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I – Company Profile (ZARA: The Technology Giant of the Fashion Word) Historical Background Zara is the flagship chain store of Inditex Group owned by Spanish tycoon Amancio Ortega. The first Zara store opened in 1975 at A Coruna, Spain. Its first store featured low-priced lookalike products of popular, higher-end clothing fashions. The store proved to be a success, and Ortega started opening more Zara stores in Spain. During the 1980s, Ortega started changing the design, manufacturing
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El primer paso para poder analizar la estrategia de Zara es comprender su misión, visión y valores. Dado que Zara es tan solo una parte del grupo Inditex, podemos referirnos a los valores del grupo para comprobar que se encuentran totalmente alineados. De hecho, al buscar la misión, visión de valores de Zara, la empresa nos redirige a la web del Grupo, no sin antes afirmar la siguiente frase: "El cliente es el centro de nuestro particular modelo de negocio, que integra diseño, fabricación, distribución
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lawn. It’s the headquarters of Zara, the company that introduced the idea of fast fashion some two decades ago, then developed a highly centralized and often studied—but rarely duplicated—design, manufacturing, and distribution system. The building is officially known as the Cube. Those who work there think of it as the brain. The Cube is central command for a fashion empire built on an unconventional idea: speed and responsiveness are more important than cost. Zara is renowned for its ability to
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Zara Case 1. What are the ways that Inditex ensures that “fast fashion” is truly fast? The primary drive behind “fast fashion” for Zara and more importantly its CEO Pablo Isla is logistics. The company produces two thirds of its product in nearby location such as Spain, Portugal, and Turkey, thus ensuring significant savings on transportation costs along with significantly faster delivery times. Aside from delivery times, Mr. Isla has installed sophisticated system of monitoring sales and ordering
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Inditex is one of the eight-brand groups of the largest fashion retailers, with its headquarters in La Coruna, Spain. The largest brand of Inditex is Zara; they try to keep their customers at mind when bringing new fashion into their stores. The case study goes into talking about how Zara stores setting the starting point for other retailers in making and shipping clothing. Question one ask what are the ways that Inditex guarantee that “fast fashion” is actually fast? The company produces two thirds
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