This paper proposes to use Zara as a case study to analyze the internationalization process and its impact on the international context. Through the analysis, it seeks to gain some insights from this Spanish fashion retailer’s internationalization strategies that we could learn and apply in international business today. Zara started as a clothing retailer in Spain in 1975 and became incorporated within Inditex in 1985 (Keeley and Clark 2008). From its first inception, Zara focused its growth in the domestic market. In 1988, Zara was motivated to search for new markets when the Spanish market became saturated. From 1989 to 1996, Zara expanded into markets geographically. From 1997 to 2005, the internationalization experience acquired has enabled Zara to expand rapidly disregarding the geographical distance and cultural differences (Lopez and Ying 2009). Zara has 1,723 stores located in 77 countries by end 2010. Overseas sales contributed more than 60% of its total sales (Inditex 2012).

Push and pull factors influenced Zara’s global expansion. The limited market growth opportunity in Spain was the key push factor to expand internationally. The key pull factors were (i) Spain’s entering the European Union in 1986 and (ii) globalization of economies that creates potential economies of scale. Other pull factors include the lifting of export barriers and information technology advancements (Lopez and Ying 2009).

Initially, Zara followed the ‘Uppsala Internationalization Model’ by first entering geographically close markets before advancing to more distant markets. For instance, Zara would establish a flagship store in a strategic location to build recognition and with the objective of obtaining market information and accumulating experience. The knowledge obtained would then guide Zara to open more stores in that nation (Lopez and Ying 2009).

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