...INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This...
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...INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This...
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...do not have the time, expertise, or experience to develop solutions or prepare important decisions internally. In situations that go beyond the day-to-day IT management of the company, an IT consulting firm can be highly valuable. Experienced consultants can help facilitate and drive a major endeavor. Outside experts can also serve as a functioning partner, challenging management with a keen, impartial view. This paper attempts to analyze the IT implementation requirements of an IT consulting company and the services offered, products served and the clients that need them. The IT requirement needs of this business is a collection of facts, resources, ideas, planning methods and processes that form the basis of a business plan implementation. In researching this paper, I have compiled resources from various books, literature and journals that enabled me to put together the IT requirement needs of an IT consulting firm which will provide highly qualified information technology services to leading companies and organizations. As a result of completing the paper, I have learned that building a company and implementing its’ IT requirements is a tall order. It requires much insight into business processes and methodologies, information systems, management metrics, IT processes, customer relations, etc....
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...Integrating Enterprise Resource Planning and Big Data to take Volkswagen to Gain More Profit and Become the Top Employer in Car Manufacturing Industry MIS 564-Enterprise Data Management and Administration Dr. Sunil Samatha Group”B” Ian Curry –Team Lead Ian Co Abdesslem El-Bech Shaquana Gates Sanguanchue Tanyawat February 22, 2015 Table of Contents Table of Content……………………………………………………………………….. 2 Executive Summary…………………………………………………………………… 3 Company Overview……………………………………………………………………. 4 Financial Data………………………………………………………………………… 6 Financial Data Table, Figure 1……………………………………………………. 6 Problem Definition…………………………………………………………………….. 7 Literature Review……………………………………………………………………… 9 Recommendations…..…………………………………………………………………. 10 Solution………………………………………………………………………………… 12 The three-tier client/server architecture of SAP, Figure 2………………………… 12 Cost…………………………………………………………………………………….. 13 Schedule-Project Planning……………………………………………………………. 13 Project Planning...
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...for several years. However, in order to remain the innovative leader of its kind, the Greinly and Associates Consulting Group (GACG) has been asked to give some recommendations on how Information Technology can bring some improvements. The results of a conducted study of the patient information and medical records system indicted that a biometric known as Electronic Health Records (EHR) would drastically improve the timeliness and security of this process. A complete comprehensive study of the current antiquated system has been done. This study has allowed for the recommendations of how to implement the business and technical changes of the old system into the new EHR system to be brought forth. A theoretical analysis, backed by the research of previous and current projects with great similarities indicates that the implementation of the EHR system will drastically improve the hospital’s overall process of patient care. The end results being that there will be more satisfied and more loyal patients. 2.0 BRIEF COMPANY BACKGROUND Founded in 1990 by industrialists and the well-respected physician, George...
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...AutoZone, Inc. (AZO): Analysis Report 1 AutoZone, Inc. (AZO): Analysis Report John Becker Financial Capstone Course Professor Ian Hudson December 11, 2011 AutoZone, Inc. (AZO): Analysis Report Introduction and Background (Part 1): AutoZone is probably best known in the US for its large chain of retail stores selling replacement auto parts, auto accessories, auto tools, and related merchandise. As of February 2 2011, the firm had 4,425 retail stores in the continental US and 249 stores in Mexico (AutoZone, 2011). AZO competes primarily with O’Reilly Automotive (ORLY), Advance Auto Parts (AAP), and The Pep Boys (PBY) in the specialty retail sector. It should be noted that CarQuest, owned by General Parts, Inc., is significant private competitor (Hoovers, 2011). Thanks to a history of very aggressive growth and acquisition, AZO is the largest among these, with ORLY not far behind in terms of market capitalization. AZO’s growth has outpaced its rivals in recent years. It has met great success with its retail “DIY” outlets, with its commercial sales to local repair garages, with its private-label line of replacement parts, and with its online sales through the Autozone.com website. AutoZone’s progress to becoming the largest publicly-held replacement auto parts supplier in the US can only be described as very impressive. Joseph Hyde III opened his first store in 1979 with the name “Auto Shack.” The opening in Forrest City, AR followed Hyde’s ventures in other specialty...
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...bartering and negotiating online. 8. Define m-commerce and explain its role as a market mechanism. 9. Discuss competition in the digital economy. 10. Describe the impact of e-marketplaces on organizations and industries. CHAPTER Content How Blue Nile Inc. Is Changing the Jewelry Industry 2.1 E-Marketplaces 2.2 Types of E-Marketplaces: From Storefronts to Portals 2.3 Transactions, Intermediation, and Processes in E-Commerce 2.4 Electronic Catalogs and Other Market Mechanisms 2.5 Auctions as EC Market Mechanisms 2.6 Bartering and Negotiating Online 2.7 E-Commerce in the Wireless Environment: M-Commerce and L-Commerce 2.8 Competition in the Digital Economy and Its Impact on Industries 2.9 Impacts of EC on Business Processes and Organizations Managerial Issues Real-World Case: Wal-Mart Leads RFID Adoption Appendix 2A: Build-to-Order Production ISBN: 0-558-13856-X 42 Electronic Commerce 2008: A Managerial Perspective, by Efraim Turban, David King, Judy McKay, Peter Marshall, Jae Lee, and Dennis Viehland. Published by Prentice Hall. Copyright © 2008 by Pearson Education, Inc. M02_TURB3315_05_SE_C02.QXD 9/4/07 7:54 PM Page 43 EC Application HOW BLUE NILE INC. IS CHANGING THE JEWELRY INDUSTRY Blue Nile Inc. (bluenile.com), a pure-play...
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...Knoll Workplace Research Five Trends that Are Dramatically Changing Work and the Workplace By Joe Aki Ouye, Ph.D. Co-Founder and Partner New Ways of Working, LLC The Changing Nature of Work My wife, a manager at Hewlett-Packard, usually has a two minute commute—a thirty foot walk from the kitchen up to her office. She goes “to the central office” about once every other week, more to keep in touch socially rather than to formally collaborate. Although she only meets face-to-face with her globally-based team members about once per year, she has an audio conference with them weekly. As HP’s work force grows and becomes more global, she is a highly sought after manager. She has learned how to work with her distributed team, setting clear directions, communicating often and clearly, and, most importantly, creating activities to engender team trust and cohesion. Most workers today do not work like my wife; most still commute to and from traditional, centralized offices and work with teams in close proximity. Nevertheless, more and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home. According to a recent benchmarking study by our research consortium, The New Ways of Working, many organizations are formalizing “Alternative Workplace” programs that combine nontraditional work practices, settings and locations.1...
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...Knoll Workplace Research Five Trends that Are Dramatically Changing Work and the Workplace By Joe Aki Ouye, Ph.D. Co-Founder and Partner New Ways of Working, LLC The Changing Nature of Work My wife, a manager at Hewlett-Packard, usually has a two minute commute—a thirty foot walk from the kitchen up to her office. She goes “to the central office” about once every other week, more to keep in touch socially rather than to formally collaborate. Although she only meets face-to-face with her globally-based team members about once per year, she has an audio conference with them weekly. As HP’s work force grows and becomes more global, she is a highly sought after manager. She has learned how to work with her distributed team, setting clear directions, communicating often and clearly, and, most importantly, creating activities to engender team trust and cohesion. Most workers today do not work like my wife; most still commute to and from traditional, centralized offices and work with teams in close proximity. Nevertheless, more and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home. According to a recent benchmarking study by our research consortium, The New Ways of Working, many organizations are formalizing “Alternative Workplace” programs that combine nontraditional work practices, settings...
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...had made inroads into Africa and South America. However, Nokia had lost ground in the developed world: the company only sold one in 10 handsets in the U.S. (compared to one in three in 2002),2 and it had recently pulled out of Japan after 20 years of operations. Nokia’s revenues in Europe declined by 15% in the fourth quarter of 2009.3 However, Nokia was famous for its ability to reinvent itself. From its beginnings as a paper mill turned rubber manufacturer turned electronics company, and finally, as the world’s largest producer of mobile phones, Nokia possessed an unmatched ability to face obstacles head on and come out on top. Said former CEO Jorma Ollila, “Finns live in a cold climate. We have to be adaptable to survive."4 But what now? Should Nokia stay the course, operating in both the developed and developing markets, or should they forego one for the other? And what would this imply for the types of handsets and services they would need to offer? The History of Nokia In 1865, Fredrik Idestam, a German mining engineer, began producing paper after he purchased two wood...
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...Company Profile Star Wire (India) Limited, one of the leading Mini Steel Plant is engaged in the manufacturing of Alloy Steels, Stainless Steel and Special Steels for diversified engineering application in shape of castings, forging and rolled products. Plant is fully equipped with modern equipment and testing facilities which have created confidence and ability for manufacturing various sophisticated grades of steel conforming to international and National standards. It has its own research and development center to facilitate the manufacturing activities and also catering to engineering and manufacturing industries for failure analysis and other analytical activities. The plant is situated in Ballabgarh, about 37 KMs from Delhi - Capital of India on Main Mathura Road (NH No. 2). The location is at easy approach by Air, Rail and Road. ABSTRACT The project “Counseling Management system” is to exploit the computer technology with Internet Facility and all its aspects as necessity arises. The proposed project will be a web-based portal to provide support and services to the Students of participating in university counseling. The project will make available the Students care services of member colleges to its Students through the Internet. Through this proposed website the Students can register herself and take Admissions and support accordingly. The project “Counseling management system” is specially associated with online Admission procedure of...
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...Technische Universität Berlin Fakultät VIII: Wirtschaft und Management Institut für Technologie und Management Fachgebiet Strategische Unternehmensführung Prof. Dr. Michael Mirow Seminar Paper on Strategies to Achieve Market Leadership: The Example of Amazon (Summer term 2005) presented by: Sören Preibusch, 215995 Matthias Fleckenstein, 215274 Kottbusser Damm 24 Magistratsweg 21 10967 Berlin 13593 Berlin Berlin, May 17, 2005 Table of Contents I Table of Contents Table of Contents ............................................................................................ I Table of Abbreviations.................................................................................... II Table of Figures............................................................................................. III Table of Tables..............................................................................................IV 1 Introduction.................................................................................................. 1 2 Market Leadership as a Strategic Goal in Electronic Commerce ................ 1 2.1 Value Chains and Actors in EC............................................................. 1 2.2 Principles for Success in Electronic Commerce.................................... 3 2.3 Porter’s Branch Structure Analysis applied to EC Markets ................... 4 2.4 Context Factors and Value Creation Potentials in EC Markets ...
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...UST Global, India: delivering software service solutions Balakrishnan Menon Balakrishnan Menon is a Professor in the DC School of Management and Technology, Idukki, India and Research Scholar in the School of Management Studies, Karpagam University, Coimbatore, India. 1. Introduction When the founder Chairman of US Technology Private Ltd (UST) Late Mr G. A Menon wanted to set up a software company in Trivandrum, the capital city of the communist party dominated state of Kerala in the year 1999, many people close to him warned that he was setting himself up for failure. The state of Kerala was, in those days, labeled as anti-investment and non-conducive to new entrepreneurial ventures, as it was dominated by a work force, controlled by militant trade unionism with a vested interest to keep their flocks together with age-old dogmas and philosophies. However, Mr Menon went ahead with his plan and set up the company in Trivandrum, as he was keen to do something for his home state, even when the top echelon in the Secretariat (head quarters of the state administration machinery) discouraged him. In subsequent years, UST became the largest software exporter from the state of Kerala, to USA and other countries. UST is a fully-owned subsidiary of California-based US Technology Resources LLC. Established on September 1, 1999 with barely 14 employees, the company was set up, as a 100 per cent Export Oriented Unit, to export software services and solutions, in Techno Park, Trivandrum...
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...instances and that takes into account the variability of cloud prices and tenant workloads during a medium-term period. KEYWORDS: Cloud database, confidentiality, encryption, adaptivity, cost model. LIST OF CONTENTS Page No List of Figures viii List of Tables ix 1. Introduction 1.1 Purpose 1.2 Scope 1.3 Motivation 1.3.1 Definitions 1.3.2 Abbreviations 1.3.3 Model Diagrams 1.4 Overview 2. Literature Survey 2.1 Introduction 2.2 History 2.3 Purpose 2.4 Requirements 2.5 Technology Used 2.6 Research Methodologies 3. Fundamental Concepts on (Domain) 3.1 Domain Fundamentals & Description 3.1 Existing concepts of fundamentals 3.2 Existing System Algorithms 3.3 Proposed System Fundamentals concepts 3.4 Proposed Algorithms 3.5 Performance analysis in between of existing system...
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...thomas a . meyer How Great companies Get Started in terrible times Innovate! Innovate! How Great Companies Get Started in Terrible Times THOMAS A. MEYER John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose...
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