Zara: Information Technology For Fast Fashion | | | | | | | | |
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Zara case 1a) How would you advise Salgado to proceed on the issue of upgrading the POS terminals? I would advise Salgado to upgrade the POS terminals. However, I would advise him not to buy off the shelf terminals – he would need to find a POS terminal manufacturer that was willing to make custom terminals for the entire chain that are 1) able to be installed by store personnel, 2) could still use the POS application, 3) had network capability (to automatically download sales data to POS controller)
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Strategy of ZARA Prepared by Frank Li 090107 Jilin University---Lambton College May 13, 2013 Prepared for Program Committee Northwood University/ Jilin University---Lambton College Letter of Transmittal Room 612, Qianjin Street, Changchun City, Jilin Province, 130000, P. R. China. May 13, 2013 Program Committee Northwood University/JULC 4000 Whiting Drive Midland, MI, U.S.A. 48640-2398 Dear Program Committee: Here is my report, “The Strategy of ZARA”, which
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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
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DEPARTMENT OF ACCOUNTANCY UNIVERSITY OF ILLINOIS MEMORANDUM TO: Mario Schijven FROM: Yue Ma DATE: September 28th, 2015 SUBJECT: Zara’s Value Chain (Zara Case) Zara’s value chain differs from the other traditional models a lot. The design and creation rely extensively on copying fashion trends observed at the fashion shoes and at competitors’ points of sale, which based on buyers and designers alike. Value Chain Zara’s value chain is supported
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management approaches evident in how things are done at Zara International? ~The classical management approach is evident at Zara International. The three branches of the classical management approach include scientific management, administrative principles, and bureaucratic organization. The concept of scientific management can be seen in Zara International because time is the main factor instead of production costs and advertisements. Zara only spends 0.3% of sales of ads compared to their competitors
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marketing channel and supply chain of an International clothing company – Zara. The company was chosen because of its unique and innovative distribution channel andsupply chain management. Company Background In 1963, Amancio Ortega started a small company in Spain that manufactured women’s pajamas and lingerie products for garment wholesalers. In 1975, after aGerman customer cancelled a sizable order, the firm opened its forts Zara
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Zara is different from competitors in that it uses a vertically integrated model for its company. Therefore, the firm controls most of the activities in the supply chain. For instance, Zara relies on “local Spanish sourcing for a large proportion of garment manufacture.” The combination of the local garment manufacturers with Zara’s over 200 designers in house leads to a flexibility unrivaled in the high-end clothing industry. Zara produces an astonishing 11,000 different styles—or almost five times
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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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Musim yang menjadi acuan zara dalam mengeluarkan produknya * Spring/Summer * Fall/Winter Pekerjaan dimulai dengan mendesain pada tahun berjalan untuk rencana tahun berikutnya, mulai dari tema dan warna. Dan memproduksi 11000 gaya dan bentuk baju setiap tahunnya. Komunikasi dan alur kerja pada pusat desain sangat cepat. Untuk bahan yang berupa sintetis Zara masih mengandalkan kebanyakan dari outsourcing. Zara memiliki 14 pusat distribusi yang berlokasi di 14 pabrik. Zara juga mengalami 15-20%
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