ASSIGNMENT FRONT SHEET Assignment 1 |To be completed by student | | | |Date Submitted : .......................... | |Name ....................................................………….(print) | |
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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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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 profitable, and most internationalized of
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therefore, if a vendor is to upgrade the POS hardware, it wouldn’t be DOS compatible, which would prevent Zara from opening new stores unless they purchase massive POS’s in advance. The current POS is outdated and there is no networking capability and there is no inventory function, which is a great concern for all the store managers. Based on these reasons I would highly recommend that Zara invest in upgrading the POS and operating system, as it’s impossible to continue their current performance
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Zara was founded in 1975 by Amancio Ortgeo in La Coruna, Spain and is a leading retail outlet today. Zara’s sales make up 64.8% of its parent company Inditex group revenue and has stores in more than 86 countries. Because of its responsive and unique supply chain sales had increased by 10.1% from 2011 to 2012 fiscal year end. Zara has grown rapidly with a strategy to be highly responsive to changing trends while keeping prices affordable. Zara’s success is because of its responsive supply chain
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CADENA DE SUMINISTRO DE ZARA La cadena de suministro de esta tienda comienza en las propias fábricas que tiene dicha tienda donde se fabrican el 60% de sus productos. Los tejidos proceden de España, del lejano oriente, india y marruecos y estos se mandan a coser a diversos talleres en la zona. Se compra el tejido sin teñir para facilitar la actualización a lo largo de la temporada. Inditex que es el grupo al que pertenece zara se encarga de la compra, distribución y patronaje para
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⦁ Executive summary: Zara runs its software system for the point-of-sales (POS) terminals off of Microsoft DOS system, which Microsoft stopped supporting in 2000. Zara is Inditex’s largest chain store and Sanchez believes upgrading the system will not be beneficial to the company, as the system presently runs perfectly smoothly. (See Appendix 3 and table 1) The main purpose of this analysis is to explore effective avenues and present an alternative to the present system that will allow the company
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Company’s Current Strategy 3.1. Vision Le Chateau plans to market to the post-baby boom market while still attracting its current Baby Boomer clients and the rest of its current market. 3.2. Mission What: Retailing the latest runway fashion and global trends for men’s and women’s apparel, shoes and accessories. Who: Targets the middle market; large number of soccer moms and career oriented women. * In 2004, it became more upscale and offered better quality products, 50% of
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The Importance of Benchmarking in Improving Operational Performance Benchmarking is a key tool used in all sectors in the industrial world. It is an accepted standard to which actual performance is compared, evaluated and, if needed, improved. In the current economy there is an increase in competition therefore companies have to always be ahead of their competition by having a high standard of quality maintained, the companies need to be constantly updated with the newest technology, and at the
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ZARA - zara owned by inditex; posted net income eur340m on revs eur3.250m in 2001 - inditex ipo may 2001; oversubscribed; stock increased by over 50% - 76% of equity value implied stock price was based on future growth expectations (higher than an estimated 69% for WMT) - global apparel chain; buyer driven global chain - branded marketers and manufacturers served as brokers in linking overseas factories with markets - production; very fragmented (individual apparel firms on avg employed a few
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