ZARA 案例分析.docx
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1、The case of ZARAThe Inditex is the number one on the list of retail group in Spanish, and is ranking third globally, as well. It includes 9 brands ZARA、Pull and Bear、Massimo Duttix Bershka. Straparius. Oysho and so on. Among all brands, ZARA is the flagship of the Spanish retail group. It was found
2、in the year of 1975 which owns over 900 branches in 62 countries at present. In the year 2004, its income in the world was 46 billion, and its profit was 4.4 billion. What s more, its profitability was 9.7% which was higher than that of the largest clothing chain in the US. It was considered to be o
3、f the most study value in Europe. What make ZARA so tasty? Well, for a start, it seemed to show higher profit margins than comparable retailersz and secondly, the trend seemed sustainable. Good bet for more investors.In the year 2003, ZARA was the only fashion company which was able to distribute re
4、ady clothes to 507 chain stores in 33 countries all over the world within 15 days. The main reason why it was able to do so was that the company took extraordinary management method and had a special system of production design, order management, production, distribution and sales. The whole supply
5、chain management modeZARA succeeded in the strategy of providing clients with Affordable Fast Fashion. Researching the operation model of ZARA, we found that it benefited from its excellent mode of the whole supply chain management and the quick reaction of supply chain, which was supported by the a
6、pplication of IT system.ZARA adopted the band management mode of Speediness, Small Amount and Multi-style. It introduced new products by developing new styles in group while ensuring to keep pace of fashion in the world, and launched only several products of every design in franchise houses. ZARA ac
7、hieved the goal of quick design, rapid manufacture, fleet selling and frequent update via contrived stockout. Its franchise houses updated twice a week. Trinitarian design and order managementZARA s all products were designed by itself. A Trinitarian business group of 300 staffs was found in its hea
8、d office which consisted with designer, professional in market analysis and purchasing staffs. 40,000 new products were designed every year via their cooperation. ZARA chose 10,000 of them to launch to the market. Unlike their competitors, the group not only designed fashion during next quarter, but
9、 also updated the design frequently this quarter. The company esteemed democratic and creative atmosphere in the design (there were no Chief Designer in ZARA, and the average age of the designers were 26 years old). ZARA encouraged their designers to get inspiration from variety places, such as Trad
10、e CIA, the disco, sidewalks and fashion magazines. The designers of Mens, Ladies, Childrens Clothing worked together in a modern construction, spreading over various halls. Each hall was roomy enough for designers communicating with adjacent colleagues. Designers commonly stayed at one side of the h
11、all, while purchasing staffs stay at another side and experts of market analysis sit between them.Designers drew up the sketch in the first step. After that, they had adequate communication with the experts of market analysis and purchasing staffs. The consistent style of ZARA was maintained by this
12、 step. Then designers redrew the modified drawings with CAD to ensure better collocation of material and colors. Before starting the next step, it was significant to estimate the costs of design and production, as well as the price. Next, the company chose a skilled sewer to make a sample manually,
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