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Business Analysis of ZARA's Company

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Background to Retailer

Market positioning analysis, the 4ps of marketing: product, price, place and promotion, value proposition, key partners, key activities and resources, customer relationships and channels, customer segments, cost structure and revenue streams, routes to market and swot analysis, customer experience, reference list.

• INDITEX (2019) Zara [Online] Inditex. Available from: https://www.inditex.com/en/about-us/our-brands/zara [Accessed 07/03/19]
• Fedorows, K. (2003) Zara. Supply chain forum, 4 (2), pp. 62-67. Available from: DMU Library
• Anonymous, (2014) Zara - company capsule. GlobalData plc. Basingstoke (2014) Available from: DMU Library
• Roll, M. (2018) The Secret of Zara’s Success: A Culture of Customer Co-creation [Online], Available from: https://martinroll.com/resources/articles/strategy/the-secret-of-zaras-success-a-culture-of-customer-co-creation/

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How Zara’s strategy made her the queen of fast fashion

Table of contents, here’s what you’ll learn from zara's strategy study:.

• How to come up with disruptive ideas for your industry.
• How finding the right people is more important than developing the best strategy.
• How best to address the sustainability question.

Zara is a privately held multinational clothing retail chain with a focus on fast fashion. It was founded by Amancio Ortega in 1975 and it’s the largest company of the Inditex group.

Amancio Ortega was Inditex’s Chairman until 2011 and Zara’s CEO until 2005. The current CEO of Zara is Óscar García Maceiras and Marta Ortega Pérez, daughter of the founder, is the current Chairwoman of Inditex.

Zara's market share and key statistics:

• Brand value of $25,4 billion in 2022
• Net sales of $19,6 billion in 2021
• 1,939 stores worldwide in 2021
• Over 4 billion annual visits to its website
• Inditex employee count of 165,042 in 2021

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Humble beginnings: How did Zara start?

Most people date Zara’s birth to 1975, when Amancio Ortega and Rosalia Mera, his then-wife, opened the first shop. But, it’s impossible to study the company’s first steps, its initial competitive advantage, and strategic approach by starting at that point in time.

When the first Zara shop opened, Amancio Ortega already had 22 years of industry experience, ten years as a clever and hard-working employee, and 12 years as a business owner. Rosalia Mera also had 20 years of industry experience.

As an employee , Ortega worked in the clothing industry, first as a gofer and then as a delivery boy. He quickly demonstrated great talent for recognizing fabrics, understanding and serving customers, and making sound business suggestions. Soon, he decided to use his insights to develop his own business instead of his boss’s.

As a business owner , he started  GOA Confecciones  in 1963, along with his siblings, his wife, and a close friend. They started with a humble workshop making women’s quilted dressing gowns, following a trend at the time Amancio had noticed. Within ten years, that workshop had grown to support a workforce of 500 people.

And then, the couple opened the first Zara shop.

Zara’s competitive positioning strategy in its first year

The opening of the first Zara shop in 1975 wasn’t just a new store to sell clothes. It was the final big move of a carefully planned vertical integration strategy.

To understand how the  strategy was formulated , we need to understand Amancio’s first steps. His first business, GOA Confecciones, was a manufacturing business. He was supplying small stores and businesses with his products, and he wasn’t in contact with the end customer.

That brought two challenges:

• A lack of insight into market trends and no direct consumer feedback about preferences.
• Very low-profit margins compared to the 70-80% profit margin of retailers.

Amancio developed several ideas to improve distribution and get a direct relationship with the final purchaser. And he was always updating his factories with the latest technological advancements to offer the highest quality of products at the lowest possible price. But he was missing one essential part to reap the benefits of his distribution practices:  a store .

So, in 1972 he opened one under the brand name  Sprint . An experiment that quickly proved unsuccessful and, seven years later, was shut down. Although it’s unknown the extent to which Amancio put his ideas to the test, Sprint was a private masterclass in the retail world that gave Amancio insights that would later turn Zara into a global success.

Despite Sprint’s failure, Amancio didn’t abandon the idea of opening his own store mainly because he believed that his advanced production model was vulnerable and the rise of a competitor who could replicate and improve his system was imminent.

Adding a store to his vertical integration strategy would have a twofold effect:

• The store would operate as a direct feedback source. The company would be able to test design ideas before going into mass production while simultaneously getting an accurate pulse of the needs, tastes, and fancies of the customers. The store would simultaneously reduce risk and increase opportunity spotting.
• The company would have reduced operating costs as a retailer. Since the group would control all aspects of the process (from manufacturing to distribution to selling), it would solve key retail challenges with stocking. The savings would then be passed on to the customer. The store would have an operational competitive advantage and become a potential cash cow for the company.

The idea was to claim his spot in prime commercial areas (a core and persistent strategic move for Zara) and target the rising middle class. The market conditions were tough, though, with many family-owned businesses losing their customer base, giant players owning a huge market share, and Benetton’s franchising shops stealing great shop locations and competent potential managers.

So the first Zara store had these defining characteristics that made it the successful final piece of Amancio’s strategy:

• It was located near the factory = delivery of products was optimized
• It was in the city’s commercial heart = more expensive, but with access to affluence
• It was located in the city where Ortegas had the most customer experience = knowing thy customer
• It was visibly attractive = expensive, but a great marketing trick

Amancio’s team lacked experience and expertise in one key factor:  display window designing . The display window was a massive differentiator and had to be bold and attractive. So, Amancio hired Jordi Bernadó, a designer with innovative ideas whose work transformed display windows and the sales process.

The Zara shop was a success, laying the foundations for the international expansion of the Inditex group.

Key Takeaway #1: Challenge your industry’s conventional wisdom to create a disruptive strategy

Disrupting an industry isn’t an easy task nor a frequent occurrence.

To do it successfully, you need to:

• Understand the prominent business mode of your industry and the forces that contributed to its development.
• Challenge the assumptions behind it and design a radically different business model.
• Develop ample space for experimentation and failures.

The odds of instantly conquering the industry might be low (otherwise, someone would have already done it), but you’ll end up with out-of-the-box ideas and a higher sensitivity to potential disruptors in your competitive arena.

Recommended reading:   How To Write A Strategic Plan + Example

How Zara’s supply chain strategy is at the core of its business strategy

According to many analysts, the Zara supply chain strategy is its most important innovative component.

Amancio Ortega and other senior members of the group disagree. Nevertheless, the Inditex  logistics strategy  is extraordinarily efficient and plays a crucial role in sustaining its competitive advantage. Most companies in the clothing retail industry take an average of 4-8 weeks between inception and putting the product on the shelf. The group achieves the same in an average of two weeks. That’s nothing short of extraordinary.

Let’s see how Zara developed its logistics and business strategy.

Innovative logistics: how Zara’s supply chain evolved

The logistics methods developed by companies are highly dependent on external factors.

Take, for example, infrastructure. In the early days of Zara, when it was expanding through Spain, the company considered using trains as a transportation system. However, the schedule couldn’t keep up with Zara’s needs, which had the goal of distributing products twice a week to its shops. So transportation by road was the only way.

However, when efficiency is a high priority, it shapes logistics processes more than anything else.

And for Zara, efficient logistics was – and still is – of the highest priority.

Initially, leadership tried outsourcing logistics, but the experiment failed and the company assigned a member of the house with a thorough knowledge of the company's operating philosophy to take charge of the project. The tactic of entrusting important big projects to employees imbued with the company’s philosophy became a defining characteristic.

So, one of Zara’s early strategic decisions was that each shop would make orders twice a week. Since the first store was opened, the company has had the shortest stock rotation times in the industry. That’s what drove the development of its logistics methods. The whole strategy behind Zara relied on quick production and distribution. And the proximity of manufacturing and distribution was essential for the model to work. So Zara had these two centers in the same place.

Even when the brand was expanding around the world, its logistics center remained in Arteixo, Spain, despite being a less-than-ideal location for international distribution. At some point, the growth of the brand, and Inditex as a whole, outpaced Arteixo’s capacity, and the decentralization question came up.

The debate was tough among leadership, but the arguments were strong. Decentralization was necessary because of:

• Safety and security.  If there was a fire or any other crippling disaster there (especially on a distribution day), then the company would face serious troubles on multiple fronts.
• Arteixo’s limitations.  The company’s center in Arteixo was reaching its capacity limits.

So the company decided to decentralize the manufacturing and distribution of its brands.

Initially, the group made the decision to place differentiated logistics centers where the management of its chain of stores was based, i.e. Bershka would have a different logistics center than Pull&Bear, although they were both part of the Inditex Group. That idea emerged after Massimo Dutti and Stradivarius became part of Inditex. Those brands already had that geographical structure, and since the group integrated them successfully into its strategy and logistics model, it made sense to follow the same pattern with its other brands.

Besides, the proximity of the distribution centers to the headquarters of each brand allowed them to consolidate them based on the growth strategy and purpose of each brand (more on this later).

But just a few years after that, the group decided to build another production center for Zara that forced specialization between the two Zara centers. The specialization was based on location, i.e. each center would manufacture products that would stock the shelves of stores in specific locations.

Zara’s  supply chain strategy  is so successful because it’s constantly evolving as the group adapts to external circumstances and its internal needs. And just like its iconic fashion, the company always stays ahead of the logistics curve.

Zara’s business strategy transcends its logistics innovations

Zara’s business strategy relies on four key pillars:

• Flexibility of supply
• Instant absorption of market demand
• Response speed
• Technological innovation

Zara is the only brand in the Inditex group that is concerned with manufacturing. It’s the first brand in the clothing sector with a complete vertical organization. And the production model requires the adoption or development of the latest technological innovations.

This requirement is counterintuitive in the clothing sector.

Most people believe that making big investments in a market as mature as clothing is a bad idea. But the Zara production model is very capital and labor intensive. The technological edge derived from that investment gave the company, in the early days, the capability to manufacture over 50% of its own products while maintaining an extremely high stock rotation frequency.

Zara might be one of the best logistics companies in the world, but that particular excellence is a supporting factor, or at least a highly contributing factor, to its successful business strategy.

Zara’s business strategy is so much more than its supply chain strategy.

The company created the “fast fashion” term and industry. When other companies were manufacturing their collections once per season, Zara was adapting its collection to suit what people asked for on a weekly basis. The idea was to offer fashionable items at a fair price and faster than everybody else.

Part of its cost-cutting strategic priority was its marketing strategy. Zara didn’t – and still doesn’t – advertise like the rest of the clothing industry. Its marketing strategy starts with choosing the location of the stores and ends with advertising that the sales period has started. In the early years of the brand’s expansion, Amancio would visit potential store locations himself and choose the site to build the Zara shop.

The price was never an issue. If the location was in a commercial center, Zara would build its store there no matter how high the cost was because the company expected to recoup it quickly with increased sales.

Zara’s marketing is its own stores.

The strategy of Zara and her Inditex sisters

Despite Zara’s success (or because of it), Amancio Ortega created – or bought – multiple other brands that he included in the Inditex group, each one with a specific purpose.

• Zara  was targeting middle-class women. ‍
• Pull&Bear  was targeting young people under twenty-five years old with casual clothing. ‍
• Bershka  was targeting rebel teens, especially girls, with hip-hop-style clothing. ‍
• Massimo Dutti  was targeting both sexes with more affluence. ‍
• Stradivarius  was competing with Bershka, giving Inditex two major brands in the teenage market. ‍
• Oysho  was concentrating on women's lingerie. ‍
• Zara Home manufactures home textiles and decor.

Pull&Bear  was initially targeting young males between the ages of 14 and 28. Later it extended to young females of the same age and focused on selling leisure and sports clothing. It has the slowest stock turnaround time in the group.

Bershka’s  target group was girls between 13 and 23 years of age with highly individualized tastes. Prices were low, but the quality average. Almost a fiasco in the beginning, it underwent a successful strategic turnaround becoming today one of the biggest growth opportunities for the group. And out of all the Inditex chains, Bershka has the most creative designs.

Massimo Dutti  was the first retail brand Amancio bought and didn’t create himself. Its strategy is very different from Zara, producing high-quality products and selling them at a high price. It’s an extension of the group’s offer to the higher end of the price spectrum in the fashion industry. It’s also the only Inditex chain brand that advertises regularly.

Stradivarius  was the second acquired brand, with the purchase being a defensive move. The chain shares the same target group with Bershka, making it, to this day, a direct competitor.

Oysho  started as an underwear and lingerie company. Its product lines evolved to include comfortable night and homewear along with swimwear and a very young children’s line. The brand’s strategy was aggressive from its conception, opening 286 stores in its first six years of existence.

Zara Home  is the youngest brand in the Group and the only one outside the clothing sector, though still in the fashion industry. It was launched with the least confidence and with immense prior research. An experiment to extend the Zara brand beyond clothing, it was based on the conservative view that Zara could extend its product categories only to textile items for the home. But it turned out that customers were more accepting of Zara Home selling a wide variety of domestic items. So the brand made a successful strategic pivot.

Key Takeaway #2: The right people are more important than the best strategy

It might not be obvious in the story, but a key reason for Zara's and Inditex’s success has been the people behind them.

For example, a vast number of people in various positions from inside the group claim that Inditex cannot be understood without Amancio Ortega. Additionally, major projects like the development of Zara’s logistics systems and the group's international expansion had such a success precisely because of the people in charge of them.

Zara’s radically different model was a breakthrough because:

• Its leadership had a clear vision and a real strategy to execute it.
• People with a deep understanding of the company’s philosophy led Its largest projects.

Sustainability: Zara’s strategy to make fast fashion sustainable

Building a sustainable business in the fast fashion industry is a tough nut to crack.

To achieve it, Inditex has made sustainability a cornerstone of its business model. Its strategy revolves around the values of  collaboration ,  transparency,  and  innovation . The group’s ambition is to make a positive impact with a vision of prosperity for the planet and its people by transforming its value chain and industry.

Inditex’s sustainability commitments and strategy to achieve them

Inditex has developed a sustainability roadmap that extends up to 2040 with ambitious goals. Specifically, it has committed to

• 100% consumption of renewable energy in all of its facilities by 2022 (report pending).
• 100% of its cotton to originate from more sustainable sources by 2023.
• 100% of its man-made cellulosic fibers to originate from more sustainable sources by 2023.
• Zero waste from its facilities by 2023.
• 100% elimination of single-use plastic for customers by 2023.
• 100% collection of packaging material for recycling or reuse by 2023.
• 100% of its polyester to originate from more sustainable sources by 2025.
• 100% of its linen to originate from sustainable sources by 2025.
• 25% reduction of water consumption in its supply chain by 2025.
• Net zero emissions by 2040.

The group’s commitments extend beyond environmental issues to how its  manufacturing and supplying partners conduct their business . To bring its strategy to fruition, it has set up a new governance and management structure.

The Board of Directors is responsible for approving Inditex’s sustainability strategy. The  Sustainability Committee  oversees and controls all the proposals around the social, environmental, health, and safety impact of the group’s products, while the  Ethics Committee  makes sure operations are compliant with the rules of conduct. There is also a  Social Advisory Board  that includes external independent experts that advises Inditex on sustainability issues.

Finally, Javier Losada, previously the group’s Chief Sustainability Officer and now promoted to Chief Operations Officer, will be leading the sustainability transformation of the group. Javier Losada first joined Inditex back in 1993 and ascended its rank to reach the C-suite.

Inditex is dedicated to its commitment to reducing its environmental impact and seems to be headed in the right direction. The only question is whether it’s fast enough.

Key Takeaway #3: Integrating sustainability with business strategy is a present-day necessity

Governments and international bodies around the world are implementing more stringent environmental regulations, forcing companies to commit to ambitious goals and developing a realistic strategy to achieve them.

The companies that are impacted the least are those that always had sustainability as a  high priority .

From the companies that require significant changes in their operations to comply with the new regulations, only those who  integrate  sustainability into their business strategy and model will succeed.

Why is Zara so successful?

Zara is the biggest Spanish clothing retailer in the world based on sales value. Its success is due to its fast fashion strategy that is based on a strong supply chain and quick market feedback loops.

Zara's customer-centric approach places a strong emphasis on understanding and responding to customer needs and preferences. This is reflected in the company's product design, marketing, and customer service strategies.

Zara made fashionable clothes accessible to the middle class.

Zara’s vision guides its future

Zara's vision, as part of the Inditex Group, is to create a sustainable fashion industry by promoting responsible consumption and production, respecting the environment and people, and contributing to the communities in which it operates.

The company aims to offer the latest fashion trends to its customers at accessible prices while continuously innovating and improving its operations and processes.

Growth by numbers (Inditex)

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129 Zara Essay Topic Ideas & Examples

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Zara Essay Topic Ideas & Examples

Zara is one of the most popular fashion retailers in the world, known for its trendy and affordable clothing. If you are a student studying fashion, marketing, business, or any related field, chances are you may have to write an essay about Zara at some point. To help you get started, here are 129 Zara essay topic ideas and examples to inspire your writing:

• The history and evolution of Zara as a fashion brand
• Zara's business model and unique selling proposition
• Zara's marketing strategies and how they have contributed to the brand's success
• Zara's supply chain management and its impact on the company's efficiency
• Zara's approach to sustainability and ethical fashion
• The role of technology in Zara's operations and customer experience
• Zara's expansion strategy and international growth
• Zara's collaboration with designers and celebrities
• Zara's competitive advantage in the fast fashion industry
• Zara's customer segmentation and target market
• Zara's pricing strategy and how it influences consumer behavior
• Zara's store design and layout
• Zara's online presence and e-commerce strategy
• Zara's approach to customer service and satisfaction
• Zara's brand image and reputation
• Zara's impact on the fashion industry as a whole
• Zara's response to changing consumer trends and preferences
• Zara's financial performance and growth over the years
• Zara's corporate social responsibility initiatives
• Zara's crisis management strategies and how they have handled PR disasters
• The influence of Zara's founder, Amancio Ortega, on the company's culture and values
• Zara's expansion into new markets and the challenges they have faced
• Zara's relationship with its suppliers and manufacturers
• Zara's use of data analytics and AI in decision-making
• Zara's impact on small businesses and independent designers
• Zara's collaborations with other brands and retailers
• Zara's approach to diversity and inclusion in the workplace
• Zara's response to the COVID-19 pandemic and its effects on the fashion industry
• Zara's brand extensions and diversification into new product categories
• Zara's celebrity endorsements and influencer partnerships
• Zara's approach to fashion forecasting and trend analysis
• Zara's use of social media and digital marketing
• Zara's brand loyalty and customer retention strategies
• Zara's relationship with its competitors and how they differentiate themselves
• Zara's approach to store locations and market positioning
• Zara's use of pop-up stores and limited edition collections
• Zara's approach to product design and development
• Zara's impact on the environment and efforts to reduce their carbon footprint
• Zara's response to changing labor laws and regulations
• Zara's approach to crisis communication and reputation management
• The influence of Zara's advertising campaigns on consumer behavior
• Zara's use of celebrity endorsements and brand ambassadors
• Zara's approach to influencer marketing and social media partnerships
• Zara's collaborations with fashion bloggers and online influencers
• Zara's approach to customer engagement and community building
• Zara's approach to customer feedback and product reviews
• Zara's use of customer data and analytics in decision-making
• Zara's approach to innovation and new product development
• Zara's approach to employee training and development
• Zara's approach to employee engagement and retention
• Zara's approach to corporate social responsibility and sustainability
• Zara's approach to crisis management and reputation management
• Zara's approach to brand positioning and market segmentation
• Zara's approach to pricing and promotional strategies
• Zara's approach to store design and layout
• Zara's approach to online and offline marketing
• Zara's approach to supply chain management and logistics
• Zara's approach to inventory management and stock control
• Zara's approach to data analytics and AI in decision-making
• Zara's approach to brand extensions and diversification
• Zara's approach to celebrity endorsements and influencer partnerships
• Zara's approach to social media and digital marketing
• Zara's approach to customer loyalty and retention
• Zara's approach to market research and consumer insights
• Zara's approach to competitor analysis and differentiation
• Zara's approach to global expansion and market entry
• Zara's approach to crisis communication and PR management
• Zara's approach to employee engagement and motivation
• Zara's approach to customer data and analytics

These essay topic ideas and examples are just a starting point for your research and analysis of Zara as a fashion brand. Whether you are interested in exploring Zara's marketing strategies, supply chain management, corporate social responsibility efforts, or any other aspect of the company, there are plenty of opportunities for in-depth study and discussion. Good luck with your essay writing, and happy researching!

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Home — Essay Samples — Business — Business Analysis — Why Zara Succeeds: Analysis of Zara Business

Why Zara Succeeds: Analysis of Zara Business

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The Case Study of Zara's Business Model and Strategy

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A Case Study on Zara's Digital Transformation

This case study examines Zara’s current retail strategy and digital transformation. It details Zara’s current in-store and eCommerce retail strategy, the impact of digital on the retail environment and customer experience, and the growth opportunity provided by eCommerce. By providing a competitive analysis of the current market, this paper presents key opportunities, strategic questions, and possible solutions for retail brands to improve their digital strategy. This paper received First Class Honors in the Digital Marketing Strategy course at Trinity Business School.

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The successful implementation of an integrated supply chain strategy enhances total control over the operations and thus enhances speed and flexibility. The objective of this study is twofold: first to identify the constituents that mold the fast fashion retailing business model, and second to discuss how global leader of fast fashion retailing Inditex-Zara's product offering is strongly supported by integration of various supply chain operations. The findings suggest that vertical integration through ownership of various operational stages including product design and development, production operation, logistics and distribution channel; appropriate sourcing strategy to meet product needs; application of process/product modularity practices in product design, material procurement and manufacturing to ensure manufacturing flexibility; flexible logistics capability; and all of these seamlessly integrated and coordinated by a centralized IT infrastructure can significantly raise overall supply chain flexibility and responsiveness. Inditex-Zara's super-responsive supply chain reduces 'bullwhip effect', order-to-delivery lead time to stores, ensures lean inventory and high level of responsiveness to adapt and deliver products to stores with latest fashion trends and customer feedbacks at a rapid speed. Thus Inditex-Zara is able to successfully counter the negative effects of short product life cycles, high product variety, demand uncertainty and thus able to closely match product supply to the stores with market demand. This contributes to lower inventory backlogs; avoid mark-down losses and/or inventory stock out.

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Florida Tax Review

Rifat Azam , Orly Mazur

The growth of the digital economy, and, in particular, cloud computing, has put a significant strain on sales taxation and other consumption tax systems. The borderless, anonymous, and digital nature of cloud computing raises questions about the paradigm used to determine the character of the transaction and the location where consumption, and therefore, taxation occurs. From an American perspective, the effective resolution of these issues continues to grow in importance in light of the recent U.S. Supreme Court decision in South Dakota v. Wayfair and the growing number of U.S. businesses transacting overseas in jurisdictions that impose value-added taxes (VATs). The cloud magnifies difficulties with VAT compliance and enforcement, as businesses increasingly are subject to VAT laws in multiple jurisdictions. Tax authorities therefore have to collect from remote vendors who have numerous opportunities for VAT avoidance and evasion. The outcome of these challenges is unfair competition, a burden on international trade, and a huge gap in VAT revenues. In this important article, we closely analyze these cutting-edge challenges and contribute to the debate on how to tax the digital economy. We argue that while the approaches taken by both the Organisation for Economic Cooperation and Development, of which the United States is a member, and the European Union introduce some noteworthy improvements to the current system, more substantial measures are necessary. Thus, we propose a range of fundamental changes that include improving the existing registration-based VAT system through the enhanced use of new technologies, replacing the current system with a blockchain real-time basis VAT system, and shifting the VAT collection burden from suppliers to payment intermediaries. As the digital transformation of the economy accelerates, each of these changes will help adapt consumption taxation to the modern realities of our digital era.

Theodora A Christou

This report is prepared for the World Bank Legal Department’s Thematic Working Group on Technology and Innovation in Development. The research paper explores the legal issues and considerations the World Bank should take into account when considering financing projects with components that involve disruptive technologies. The report highlights legal and regulatory issues which may either enable or which may impede the adoption or creation of disruptive technologies, particularly in emerging market economies. The authors of the report are Professor Ian Walden and Dr Theodora A Christou, members of the Cloud Legal Project at the Centre for Commercial Law Studies, Queen Mary University London

Administrative Sciences

Dag Øivind Madsen

The Industry 4.0 (I4.0) concept is concerned with the fourth industrial revolution in manufacturing, in which technological trends such as digitalization, automation and artificial intelligence are transforming production processes. Since the concept's introduction at the Hannover Fair in Germany in 2011, I4.0 has enjoyed a meteoric rise in popularity and is currently high on the agenda of governments, politicians and business elites. In light of these observations, some commentators have asked the question of whether I4.0 is a concept that is hyped up and possibly just the latest in a long line of fashionable management concepts introduced over the course of the last few decades. Therefore, the aim of this paper is to provide a critical outside-in look at the emergence and rise of I4.0. Theoretically, these processes are viewed through the lens of management fashion, a theoretical perspective well suited to examinations of evolutionary trajectories of management concepts and ideas. The findings indicate that the I4.0 concept has quickly become highly popular and is dominating much of the popular management discourse. The concept has migrated out of the specialized manufacturing discourse to become a more general concept with mainstream appeal and applicability, evidenced by a multitude of neologisms such as Work 4.0 and Innovation 4.0. The numbers 4.0 have spread in a meme-like fashion, evidenced by the fact that the combination of a noun and the numbers 4.0 are used to signal and usher in discussions about the future of business and society. While there is much evidence that clearly shows that the concept has had a wide-ranging impact at the discursive level, the currently available research is less clear about what impact the concept has had so far on industries and organizations worldwide.

Arun Kumar Deshmukh

Purpose – The study aims to present demand chain management (DCM) modeling of Indian apparel retailers.ThiswillresultinastructuredmodelpresentingcontextualinterrelationshipamongDCMvariables sothatretailerscanproactivelymanagetheirdemandchain. Design/methodology/approach – The research follows an exploratory research design. It initially involvesidentificationandanalysisofinfluentialfactorsoftheimplementationofDCMpracticesthroughthe reviewofliterature.Then,thesevariableswereanalyzedusingtotalinterpretivestructuralmodelingorTISM followedbyastatisticalverificationandcase-basedvalidationofthemodel. Findings – The major findings of the paper are: top-management commitment and support, information management and supply chain agility in supply chain are the most significant enablers with the highest driving power. The other apparel retail specific significant variables are assortment planning, category management and marketing orientation. The model also indicates that the firms that implement customer-centric DCM practices do well in terms of organizational performance and thereby achieve differentialadvantageovertheircompetitors. Research limitations/implications – BecausetheliteratureonDCMisstillinnascentstage,thestudy basesitselfoninterpretivemethod;thatis,TISMofanalysiswithalimitednumberofexperts.Futurestudies may consider larger sample with more advanced statistical tools such as structural equation modeling for furthervalidationofthefindings. Originality/value – Thenoveltyofthepaperliesinthestudyofanemergingsupplychainphilosophy;that is,DCManditskeypracticesperse.Ithasrarelybeenstudiedfromthetheorybuildingperspectivehitherto. Moreover, TISM-based approach is applied for the first time to study the DCM practices and its drivers vis-a `-visdependents. Keywords Modeling, Supply chain management, TISM, Fuzzy MICMAC, Apparel retailing, Demandchainmanagement(DCM)

Trziste-Market

Nikola Draskovic , Christian Petersen

Purpose – The purpose of this study is to investigate the application of the fast fashion business model outside the apparel industry. The study reviews the business history of Swatch and investigates its business model at the time when the brand was introduced to the market. Swatch repositioned the watch as an accessory or a fashion item, rather than a timepiece, initiating a dramatic strategic shift within a rigid and traditional Swiss watch industry. Design/Methodology/Approach – Due to the limited availability of studies researching applications of the fast fashion business model outside the apparel industry , this study is explorative in its nature and utilizes the case study method. The data necessary for developing a case study originates from secondary sources and from a series of in-depth interviews. Findings and implications – Swatch developed a completely new business model to the watch industry. As the case analysis discusses, this model consisted of several elements commonly related to the fast fashion business model. This extended the fast fashion model across the traditional boundaries of the apparel industry. Limitations – Due to a focus on one case study, which assumes industry specific factors, generalization of findings are limited.

Lectito Journals

The concept of the circular economy is gaining momentum in political and business thinking about the transition to a more sustainable future. EuroCommerce and the European Retail Round Table, for example, have argued that leading retailers are keen to play a leading role in shaping the circular economy within Europe. This exploratory research note outlines the characteristic features of the concept of the circular economy, provides some illustrations of how Europe's leading retailers are publicly addressing circular economy approaches and offers some general reflections on the application of the concept within the retail sector of the economy. The findings reveal that almost 50% of the leading European retailers signalled a commitment to the circular economy and to the principles underpinning it and a number of them looked to evidence their commitment within their retail operations. That said the authors suggest that If Europe's leading retailers' public commitments to a more circular economy are to become a reality then they will not only need to effect a radical change in their current business models and that this will need to be accompanied by radical changes in consumers consumption behaviour. More contentiously, there must be concerns that the leading European retailers might effectively capture the concept of the circular economy to justify continuing economic growth.

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Operations Transformation & Decentralization: ZARA Case Study

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Introduction

Identification, analysis and evaluation, recommendations, works cited.

Zara is a global retail brand that designs and sells clothes, shoes, and accessories for men, women, and children. The brand is a part of Inditex, a retail corporation that also features other clothing brands, such as Pull and Bear, Stradivarius, and Massimo Dutti. Zara was initially developed as an affordable brand with a strong focus on fashion. Most of its operations, such as production and distribution are based in Spain and the nearby European countries.

However, as the brand has developed a strong presence in the global research market, it might be beneficial to transform operations and allow for a significant degree of decentralization. The present paper will seek to provide an analysis of the case study by identifying and assessing the key issues affecting Zara, as well as providing recommendations for future development.

Zara was created in Spain, which remains the principal location of its operations. However, the company has also developed a truly global image, with thousands of stores all over the globe. The retailer operates both online and offline and has a robust supply chain with well-established suppliers. The company’s main strategy is to remain flexible in its operations, promote sustainability, and deliver excellent value to customers all over the globe. However, the implementation of this strategy is affected by several important issues.

Zara has three large distribution centers in Spain, which arrange for shipments to other locations. The production of the brand, however, is decentralized, with factories in a variety of European countries. The different levels of centralization in production and distribution are the main issue faced by the company, as they contribute to transportation costs while also contradicting the brand’s sustainability strategy.

Given that the three distribution centers in Spain serve all of Zara’s stores, including its online stores, the complex transportation chain also creates a risk of delivery delays and stock-outs, thus impacting its global sales and revenues. Another problem that was identified based on the information from the case is that Zara’s online store does not offer any significant benefits compared to other brands’ stores, thus relying on customers who are already familiar with the brand. This problem could affect the future of Zara’s online sales and thus needs to be addressed by the management.

In order to judge the brand’s financial performance, it is critical to perform a ratio analysis. Zara’s financials are included in Inditex’s consolidated financial statements; however, as the brand constitutes a vast part of the parent company’s operations, it is possible to evaluate the general financial health of Zara based on Inditex’s performance. As seen in Table 1, Inditex had a gross profit margin of 58.3% in 2014 compared to 59.3% in the previous year. Similarly, other ratios are stable and do not indicate any significant solvency, profitability, or liquidity problems. Hence, the overall financial health of Inditex is good, and there are no threats to the company’s profitability.

Table 1. Ratio Analysis of Inditex.

The financial information of Inditex also shows that the company’s capital structure relies predominantly on equity, although it also uses a significant share of current liabilities, mainly trade and other payables (Inditex 189). The share of non-current liabilities in the capital structure is low, which shows reduced reliance on financial debt and reduces the long-term financial risk for Inditex.

Based on the information in the case and the financial information available, the key strengths of Zara are its established position on the global scene and excellent supply chain management. The case shows that Zara fosters long-term relationships with most of its suppliers and has an extensive network of reliable supplies of products and raw materials. Nevertheless, stability in financial results despite opening new stores also indicates that the brand’s competitive position is not improving. Enhancing operations, promoting sustainability, and increasing the volume of online sales would help Zara to strengthen its competitive position.

There are two main recommendations that can help Zara to resolve its key problems. First of all, it would be helpful for Zara to improve distribution by opening regional distribution channels that would receive products straight from production facilities instead of the three main distribution centers in Spain. The proposed action plan here is to open regional distribution centers in North America and Asia and establish transportation of products from production facilities in Europe.

Secondly, Zara would benefit from improving its online sales by distinguishing itself from the key competitors. In order to do so, the brand should conduct market research to determine the type of unique selling point that would attract more customers to use its online stores. Examples of unique selling points in online clothing stores are next-day or same-day delivery, fitting services, and free online stylist consultations. These features would help Zara to increase the volume of online sales.

The two proposed developments would be useful for the brand in overcoming its main problems. For example, opening regional distribution centers that are directly connected to production facilities would decrease operations time, thus preventing delivery delays and stock-outs. It would also enhance the online shopping experience by allowing for faster delivery. In addition, reduced transportation would contribute to Zara’s sustainability goals.

Creating a unique selling point for Zara’s online store could help to attract more customers, thus boosting sales volume and achieving growth. Both parts of the action plan are feasible given Zara’s capital structure and will likely be accepted by the management due to their anticipated effects on the business. Based on the scale of Zara’s current operations and its experience in global distribution and sales, it is also evident that the brand has the competence to implement them and that there will be no constraints to implementation.

All in all, Zara is a profitable global brand that has a stable financial position. Nevertheless, the competitive environment of the market requires the brand to undertake new activities in order to develop further. The recommended options that should be applied by Zara are to improve distribution by opening regional distribution centers and to achieve increased online sales volume by creating a unique selling point. Using these recommendations, the brand will be able to attract more customers and increase net sales, thus enhancing its profitability.

Indetex. Annual Report 2014 . 2015. Web.

Snap, Inc. Form 10-K . 2018. Web.

The Change Foundation. Annual Report 2005/2006 . 2006. Web.

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IvyPanda. (2021, July 20). Operations Transformation & Decentralization: ZARA. https://ivypanda.com/essays/zara-case-study-analysis/

"Operations Transformation & Decentralization: ZARA." IvyPanda , 20 July 2021, ivypanda.com/essays/zara-case-study-analysis/.

IvyPanda . (2021) 'Operations Transformation & Decentralization: ZARA'. 20 July.

IvyPanda . 2021. "Operations Transformation & Decentralization: ZARA." July 20, 2021. https://ivypanda.com/essays/zara-case-study-analysis/.

1. IvyPanda . "Operations Transformation & Decentralization: ZARA." July 20, 2021. https://ivypanda.com/essays/zara-case-study-analysis/.

Bibliography

IvyPanda . "Operations Transformation & Decentralization: ZARA." July 20, 2021. https://ivypanda.com/essays/zara-case-study-analysis/.