Zara: IT for Fast Fashion Case Alternatives |ISSUE |PRO |CON |ALTERNATIVE | |POS System – Upgrading |1) Avoid future issue, such as|1) Cost lot of money and time |1) Purchase extra terminal to avoid | | |software can not work with |to do the new system |software and hardware issue for now; | |
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Zara is H&Ms biggest competitor. They are both fast fashion, cutting edge high street retailers. H&M has a brand value of 13 billion euros so therefore is currently the highest valued fashion brand in Europe. Close on its heels is the equally ambitious Zara, valued at 7.8 billion euros. Both stores have a global vision and excel with their fast, affordable fashion. H&M is clearly in the lead In terms of the number of shops in Europe, the fashion retailer manages more than 2,200 outlets throughout
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transferred high customer utility immediately. ‘UNIQLO is aiming to added new value in clothes design and function, therefore, customers will purchase new clothes’, according to Naoki Otoma, senior Vice President and COO of UNIQLO (Petro, ‘The Future of Fashion Retailing: Part 1 – Uniqlo’, 2013). The Porter’s Value Chain assists the value creation in the organization through cost reduction or differentiation. UNIQLO’s large –format store strategy is adopted by changing shopping experiences. These changes
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and because of its uniqueness the customers are willing to pay more for it. The uniqueness may be in terms of design, brand image, technology or customer service. In case of Zara, it is the fast fashion philosophy adopted by the company. Zara’s unique selling point is to design and produce the latest fashion trends within a short span of two weeks. And these new styles are only available for sale on the floors only for a period of 4 weeks. The inventory of the products that are left out and do not
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questions •What is the problem? Define the demand for high end clothing for woman; increase the number of stores and the sales of products within each of 6 brands. •Why are we doing this? To be at the forefront of both fashion and sustainability •Objectives and goals. To bring fashion and quality at the best price in a sustainable way, with retention of values. •Current performance and where we want to get. There are 6 brands, 3600 stores in 58 markets worldwide and online shopping in 21 countries
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product to the store rather than six months industry trend. Their unusual strategy was its policy of zero advertising; the company preferred to invest a percentage of revenues in opening new stores instead. This has increased the idea of Zara as a "fashion imitator" company and low cost products. The company based its improvements in the use of information technologies and using groups of designers instead of individuals. Rather than hire world-class designers, Zara, which is based in Spain, politely
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•Bureaucracy was evident as every point in the supply chain is optimized to achieve the overall goal which is shorter runway-store garment production •The organization structure follows scalar chain considering Zara’s nature of industry (fast fashion and retail) •Store Managers utilize handheld computers to track sales data and order hot items in due time. They are given immediate data on where they can invest for more profit. •Behavioural management approaches can be seen in their eye-catching
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MIS Chapter 3 ZARA: Fast Fashion from a savvy system 3.1 Introduction: -Zara is the largest pure play fashion retailer -does not believe in advertising -keep huge swaths production in house -went from 2.43b in 2002 to 20 billion in 2012 -fastest global expansion, the fashion industry has ever seen. Opening 1 store a day and now in 88+ countries -high quality but inexpensive. Gaps downfall -chose wrong styles colors - took 3 CEOS to straighten out Contract Manufacturing: a Lower
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5. MARKETING ENVIRONMENT Successful fashion icon must have a deep assessment and making decisions or setting goals for future. The fashion company Zara has a marketing environment that is quite unique. So is for Zara, it has macroenvironment and microenvironment that make Zara be a successful fashion icon around the world. MACROENVIRONMENT In macro environment, Zara uses PESTLE analysis for their marketing environment. Zara achieve the targets when they used this analysis. POLITICS Government
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expand their business through rapid expansion. H&M is top fashion retailer in Europe and it is built with a strong corporate culture, which is explains how we work to achieve our goals and objectives. There are over 94,000 employees who work for H&M and today approximately 2,700 stores are extending across 48 markets in Europe, North America, North Africa, Asia, and the Middle East. 1. Product Our company provides fashion collection for all gender starts from kids until adult. Those
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