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Case Study 2: Zara International

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Zara International is considered a high end clothing store that is affordable. Due to its quality in fashion, low prices and immediate availability, popular stores such as Gap and H&M fail to keep up with Zara’s success. Zara’s well known tactic of fast fashion has separated them from their competition. The ‘fast fashion’ objective is to distribute top trends of fashion within the runway to customers by selling them in local stores. Zara has been able to achieve the fast fashion perspective by hiring approximately 200 people that will assist in getting these trends out in stores within a matter of weeks. Zara International adopted the classical management style by abiding by the five administrative principles. This company was able to ‘foresee’ its successes by creating a plan they could achieve in the future. So far, Zara has been able to keep up and surpass its top competitors. In one year, the company was able to bring in $2 billion of revenue. Secondly, Zara arranged an ‘organization’ that allowed them to obtain the resources in order to foresee their company. They understood the demand for the quality and quantity of workers to be able to uphold their mission of the fast fashion technique. Not many retailers are savvy enough to create and/or imitate trends within a matter of weeks, get the items to their stores within a matter of hours, sell at an affordable price and restock these items as needed; Zara has been able to accomplish all of these. By doing so, the stores have been able to follow the last three principles of commanding, coordinating and controlling. Zara International’s mission of getting retail out as quickly as possible and at a low cost reveals its mission in behavioral management. The company knew they would succeed by keeping their consumers happy and there is no better way to keep customers coming back than selling conveniently in regards...

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