Case 12: Victoria’s Secret - Seeking for new business opportunities in the European lingerie market The Victoria’s Secret (owned by US Limited Brands, Inc.) sells women’s intimate and other apparel, personal care and beauty products and accessories under the Victoria’s Secret and La Senza brand names. Victoria’s Secret merchandise is sold through retail stores, its website, www.VictoriasSecret.com, and through its catalogue. Through its website and catalogue, certain of Victoria’s Secret’s
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ss to gain an understanding of how different types of business can be successful and fulfil their purpose. ZARA Function / Purpose Zara is a fashion retailer renowned internationally. They are based in Spain but currently have some retail outlets throughout the UK. GAP, H&M and Benetton are the three biggest competitors of Zara. Ownership Zara is brand name which is owned by a company called inditex which is a a public limited company listed on the Madrid stock exchange
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demands. Zara is the flagship chain store of Inditex Group owned by Spanish company tycoon Amancio Ortega, who also owns brands such as Massimo Dutti, Pull and Bear, Oysho, Uterqüe, Stradivarius and Bershka. The group is headquartered in A Coruña, Galicia, Spain, where the first Zara store opened in 1975. It is claimed that Zara needs just two weeks to develop a new product and get it to stores, compared with a six-month industry average, and launches around 10,000 new designs each year (ZARA, Business
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every two weeks |the customer opinions influence information | | | |gathering done by simple PDAs and POS systems | |Identifying fashion trends through consumer |Heavily relying on systematic managers |There is no fixed inventory of merchandise | |interactions | |
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1a.What is innovative about Zara? • Marketing strategy: Zara is not popular because of advertising but by store locations, customer’s voice and their products successfulness in targeting toward the right audience. • Keeping up with current fashion: Customers can walk into Zara one day and find something complete new they would not have found the week before and will not be able to find the next. Zara is always changing styles to keep up with the latest fashion trends. For example, if they
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Case Study: Zara, IT for Fast Fashion EXECUTIVE SUMMARY The action recommended is to purchase a new POS system to support integration of all levels of the business from manufacturing to the customer. Because of Zara’s current solid financial position and leader in the marketplace, Zara will withstand the initial interruption of business to allow implementation of new technology due to their current solid financial position and leadership. KPIs are implemented to provide efficiencies within
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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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American men continue to dress up and this led to new excitement and a flurry of activity in categories including men’s outerwear, hosiery, apparel accessories and footwear. A variety of brands ranging from luxury goods label Burberry, sportswear label Lululemon and mass fashion brand Zara are opening separate menswear units, while major department stores are revamping their men’s partners departments. Men’s jeans, men’s footwear and menswear all outperformed their women’s counterparts for the most part throughout the review period
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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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Extreme Business-Models in the Clothing Industry - A Case Study of H&M and ZARA Kristianstad University The Department of Business Studies FE6130 Bachelor Dissertation International Business Program December 2007 Tutors: Håkan Phil Timurs Umans Authours: Susanne Göransson Angelica Jönsson Michaela Persson Abstract In the clothing industry firms compete successfully by applying different businessmodels. H&M and ZARA are two extremes in the clothing industry. H&M’s business-model mainly focuses
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