European Planning Studies, Vol. 10, No. 4, 2002 RESEARCH BRIEFING The Fashion Industry in Galicia: Understanding the ‘Zara’ Phenomenon ARTURO REVILLA BONNIN ABSTRACT Galicia is traditionally one of the weaker regional economies in Spain. However it is home to one of the most successful global marketing phenomena of the age. Zara, the mid-market fashion arm of the Galician INDITEX Group, is amongst the ‘culprits’ that have been blamed for the demise from high street hegemony of such European
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Cyn Y. Ling Zara: IT for Fast Fashion 1. Being the head of IT for Inditex, a company formed as a parent company to Zara’s, Salgado plays a key role in deciding whether to upgrade Zara’s Point-of-Sale (POS) systems. a. As of the beginning of 2003, Zara has nearly 550 stores worldwide and therefore, shows just how important technologies should be integrated into its core business operations. Yes, the company should upgrade the POS terminals to a modern operating system to keep up with market
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Managing Information Systems 2014-04-29 1 •Team 1 Approach • Inditex – Owners of the ‘Zara’ Franchise • Summary Overview • Fast Fashion – NOT Retailing • How ZARA / INDITEX works • Their system, organisation & focus points. • The QUESTION’s asked? What should ZARA do? • Should they do it? Why? • Value Chain & VRIN Analysis – (Inimitability is Key) • TOTAL Financial implications versus the Risk. • Diagnosis of Challenges & Recommendations. • People, Processes, Technology. •
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Zara is a Spanish brand of clothing store founded by the visionary Amancio Ortega Gaona and Rosalia Mera in Artexio, Galicia. The first Zara store opened in 1975 in La Coruna, a port town near Arteixo in the corner of northern Spain. It is one of the major selling brands of one of the biggest fashion retailer of "INDITEX". Zara is now available in 86 countries with total of 1,763 stores worldwide. Zara designs, manufactures, and sells apparel, footwear, and accessories for women, men and children
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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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http://upcommons.upc.edu/pfc/bitstream/2099.1/9456/1/67045.pdf IS points Communication uInformation Technology Keeps It Boiling Information and communications technology is at the heart of Zara's business. Four critical information-related areas that give Zara its speed include: Collecting information on consumer needs: trend into information flows daily, and is fed into a database at head office. Designers check the database for these dispatches as well as daily sales numbers, using the information
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Zara: IT for Fast Fashion This case is part of the course Managing in the Information Age (MIA) at Harvard Business School. [pic] Managing in Information Age IT Categories |IT Category |Definition |Example | |Function IT (FIT) |IT that assists execution of discrete function |Simulators | |
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ÍNDICE 1. Zara – Fast Fashion 2 1.1. Modelo dos 7 S’s - 2001 3 1.1.1. Superordinate goals 3 1.1.2. Strategy 4 1.1.3. Structure 5 1.1.4. Style 6 1.1.5. System 6 1.1.6. Staff 7 1.1.7. Skills 7 1.2. Modelo das 5 forças de Porter 8 1.3. Análise SWOT 9 Conclusão 10 Bibliografia 11 Zara – Fast Fashion A história da Zara está intimamente ligada ao seu fundador e actual “Chairman” do grupo Inditex: Amancio Ortega Gaona. Depois
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inventory lookup capabilities 5. Build online shopping capabilities a. Customers 1. Internal – store managers; want an upgraded system to make ordering, store-to-store exchanges, and inventory easier 2. External – customers; fashion conscious, know Zara inventory turns over rapidly, want continued quickness to market, no significant price increases b. Costs – very low for current IT system, a new investment could cost as much as €43.8 million initially and nearly €340000 annually.
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Caso Zara: “Moda Rápida” 1. ¿Qué tan sostenible es la estrategia competitiva Zara? Zara tiene múltiples ventajas competitivas que la han hecho ser exitosa a través de los años. Según José María Castellano: “Nuestra estructura nos da tremendas ventajas sobre la competencia.” Una de sus ventajas es que fabricaban internamente sus productos más sensibles a la moda; incluyendo los textiles. Esto le da un control total a Zara en cuanto a la calidad, cantidad y tiempo de entrega de sus productos
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