internacionalización. En los años 70s el fundador de Inditex S.A inicio su operación con una pequeña fábrica sin pensar que en los noventa lograría posicionarse y ser reconocido como el grupo textil español con más presencia internacional, por medio de su marca ZARA
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Zara offers competitive advantages over its competition by: • Offering new styles throughout the year rather than just the standard times of spring/summer and winter/fall. Zara introduces roughly 11,000 new styles throughout the year compared to the competitors who average 2,000 – 4,000 items. • Creating customer demand for product by ever changing store inventory and having fast turnovers, this creates a sense of urgency for the customer. If they do not buy it now they may not have another chance
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1.1-Executive Summary Dress the World’ is ZARA. Fashion is more than clothing; it’s a part of our live. We live in Fashion. ZARA is a member of the INDITEX group, a Spanish group. ZARA have established its stores all over the world, Europe, America, the Middle East, Asia Pacific and among its 5000+ stores (from the INDITEX group), Hong Kong shares 8 ZARA stores from the whole wide world. Zara offers the latest trends in international fashion in an environment of thought-out design. Its
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Caso Zara Rapid Fire Fulfillment Introducción - Zara se fundó en base a una cancelación de orden por un distribuidor mayorista en 1975 - Zara ahora cuenta con 650 tiendas en 50 paises - Entre 1991 y 2003, Inditex, registro un aumento en sus ventas de 12%, y en sus utilidades en 14% - El fundador trabaja bajo la filosofía de “controlar todo lo relacionado con el producto desde su fabricación hasta la compra final del cliente” - Tiempo de entrega por prenda
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1: Executive Summary This case focuses on the Spanish retail giant, Inditex and how its largest retail chain Zara has been so successful through its simple business model of speed, flexibility, and high fashion. As of 2002, Inditex had six separate chains: Zara, Massimo Dutti, Pull & Bear, Bershka, Stradivarius, and Oysho. Each chain operates independently and is responsible for its own strategy, product design, sourcing and manufacturing, distribution, retail. Zara is by far the largest, most
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ZARA: FAST FASHION When Amancio Ortega, a former Spanish bathrobe maker, opened his first Zara clothing store, his business model was simple: sell high-fashion look-alikes to price-conscious Europeans. After succeeding in this, he decided to tackle the outdated clothing industry in which it took six months from a garment’s design to consumers being able to purchase it in a store. What Ortega envisioned was “fast fashion”—getting designs to customers quickly. And that’s exactly what Zara has
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middle-aged mother buys clothes at the Zara chain because they are cheap, while her daughter aged in the mid-20s buys Zara clothing because it is fashionable. Clearly, Zara is riding two of the winning retail trends - being in fashion and low prices - and making a very effective combination out of it. Much talked about, especially since its parent company's IPO in 2001, often admired, sometimes reviled, but hardly ever ignored, Zara has been an interesting case study for many other retailers
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ZARA: History and Background Inditex is a global specialty retailer that designs, manufactures, and sells apparel, footwear, and accessories for women, men and children through its chains around the world. Zara is the largest and most internationalized of the six retailers that Inditex owns: (Zara, Massimo Dutti, Pull & Bear, Bershka, Stradivarius, and Oysho). By the end of 2001, Zara operated 507 stores around the world, including Spain. Of Inditex’s total employees, over 80% of them are
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incurred a -0.3% net loss while Inditex achieved a 22.9% return on investment. The case shows that The Gap outsourced more than 90% production while Zara has its own factories and half of its productions are kept in-house, which means The Gap has insufficient control over production and capital costs. That is to say, Inditex is much more profitable than The Gap and has a relatively better operating economics. Zara has several distinctive features in its business model that has affected its operating
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Zara Case Study Analysis Executive Summary This report provides and analysis and evaluation of the current IT operations of Zara, a segment of Inditex, and concludes with a decision whether to upgrade to a more modern operating system or not. When analyzing the company, many problems arose that centered on the company using an obsolete DOS operating system. Key problems found were that managers are spending too much time on ordering information. POS systems are not linked and therefor information
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