Inditex is one of the principal fashionable distributors of the world that have 3,106 establishments at 64 countries, with eight commercial formats - Zara, Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Kiddy 's Class -.
The Inditex Group joins together in addition to a hundred of affiliates with the different activities that conform the business of the design, the manufacture and the textile distribution.
The singularity of his management model, based in the invention and flexibility, and the attained achievements, they have turned Inditex into one of the bigger groups of distribution of fashion.
The first store Zara opened in 1975 in Corunna ( Spain ), place that his activity initiated the Group in and the one in which the company central services are located. His stores, located always in privileged emplacements, they are present at 400 cities in Europe, America, Asia and Africa over.
Zara is present at 63 countries with a net of 992 stores located in emplacements privileged of the principal cities.
Inditex is the third worldwide distributor of fashion. The North American chain GAP and the Swedish H&M are capable to compete with Zara for fashion's worldwide throne. Each of these three companies they have his own model of business, that reflects his fortresses and weaknesses, according to BBVA's report. "Gap is a basic multi-format reclined to the brand image. His model of business focuses on the design and sale own, externalyze all production. With a fortress development at United States, his presence is minority in Europe. Besides, his positioning is less linked fashionably Inditex and prices are less aggressive ".
In relation to H&M, BBVA's analysts consider than " the positioning as to fashion and price is similar to Inditex, making an offer loudly contained in fashion to low prices. You are inferior to the one belonging to Inditex in quality and his model of business is similar to the one belonging to GAP, patterned and sale own but externalycing production, what you limit to the accession rate the market, an advantage for Inditex ". Centered in Europe, H and the M is initiating his expansion for United States.
" Zara counts on a very flexible structure, superior to give it his competitors and capable to become adapted to any market. In principle, the guaranty to keep on spreading out successfully out-of-doors has the enough ", Nueno takes aim . In fact, the company objective is to double his size in the next four years, according to you have indicated José María Castellanos, managing director of Inditex.
Due to the good establishment of the business, it has huge market national. The company has therefore opened many retail shops and stores all over the country to ensure that their products are accessible to the customers. The entity provides a favorable environment, and many clients view the place as a fun shopping place to be. The retailer has targeted a big pool of customer because of the variety of products it sells. The stores products vary from kitchen goods, jewelry, and electronics clothes to hardware
...fference in regions and countries there are some differences. World wide brands are also to some point transforming their strategies for regional taste (Sung and Tinkham 2005: 348). As mentioned before, store opening, shop windows played a crucial role for displaying the products of LV. The first store for South Korea was opened in “Incheon airport”. Its reputation was not just for the place it but also the shop window of the stores (TR Business 2012), (Architonic 2013).
Competitive factors in fashion brands include quality, design, service, and price. In this case, there are a lot of apparel is competing with Stussy such as American Apparel, Superdry, Cyerdog and so on. Due to the intense competition of apparel industry, no one can guarantee the demand of products will be high all the time. Moreover, the development of new products needs cash flow for design, manufacturing and marketing. It is possible those costs are not covered due to the failure of products. So Stussy have to anticipate the possibility and make
Inditex fully owns Comditel that managed dyeing, patterning and finishing of grey fabric of Inditex’s chains, and supplied finished fabric to external as well as in-house manufacturers. This gave Zara further competitive advantage, in terms of both cost and control.
Zara is a Spanish apparel store that is completely integrated. The company has been on the fore front in terms of technology by acquiring machines and applying their resources to acquire new ideas in shortest time (Delagarde, and Baykal, 2011; McAfee, 2004). This is focused on getting the products out to the consumers at the shortest possible time. A...
...ries around its headquarters in Spain. This can be one of the reason that Zara is not that popular in USA as in European countries (Zara, 2013). The company should focus on opening more factories around the world which will help in reducing the cost of products and making the products available to the consumer in lesser time. As a result it may lead to gaining a competitive advantage over the other.
Ownership and control of production ; vertically integrated manufacturing operation to enable its constant introducing of new items and also ensure short lead time
1947: The first store opens in Västerås, Sweden, selling women’s clothing. The store is called Hennes
Miuccia Prada once said that “What you wear is how you present yourself to the world, especially today, when human contacts are so quick. Fashion is instant language”. Miuccia Prada and the Prada brand have grown from humble beginnings making quality leather goods to a public traded company with a current market capitalization of over $26 billion (USD) . With the development of Prada as one of the world’s premier luxury brands it provides an excellent case study to examine how strategy paved the way for the success of the Prada brand. First, an examination of Prada’s strategic positioning against luxury brand rivals Louis Vuitton Hennessey Moet (LVHM) and Kering (Gucci). The acquisition history of Prada will be reviewed, where some preliminary conclusions can be made about what has been contributing factors to both the successes and failures. Then finally, an evaluation of what the future holds for Prada and the sustainability of its competitive advantage.
For the past several decades, globalization has been a hot topic and it also anticipates every aspect of the world to connect each other. Likewise, globalization also allows consumers to have more access to catch up with updated fashion. The advantages of globalization bring a new philosophy called fast fashion, which holds quick response time and enhanced design in fashion apparel industry. In this paper, I will deliver By exploring all the aspects of each system, I will conclude the reason why fast fashion becomes the mainstream of the fashion apparel industry, and use one particular brand, Zara, as an example to discover the impact on consumer behavior in detail. Finally I will make some comments on the future of fast fashion and what luxury brands will react to this circumstance……..
The period success of GAP had taken a turn since 2002. Profits and revenue continued to decline. From 2008-2010, just in U.S, 6000 retail stores had been closed because of the financial recession; during this period, Gap closed more than fifty of its 3251 stores. The annual income of GAP had also been successively overpassed by ZARA in 2008 and H&M in 2009, which dropped down to the third in fashion industry (Liu, 2013). And continually, the company’s net income declined to $833 million in 2011, which is 17% less than it earned in 2010 (Exhibit 1) (Ciasullo, Blauvelt, & Lambert, 2012). In U.S, the largest market for GAP, the elder generation who bought Gap products in 1990s had gradually left Gap for different requirements with the increasing age, and Gap was unable to keep its success with the younger generation. In addition, although Chinese market currently has been the second largest market for GAP Inc., they still operate the GAP brand as a follower without any distinct positioning str...
The business model that sets Zara apart from other clothing retailers is how rapidly the company changes stocks and releases new product lineups. The company averages 12-16 collections annually which equates to more than one lineup a month. Due to stock being limited and the rapid production Zara brings forth, their items are viewed as exclusive promoting further business. Their customers are happy knowing that their specific article of clothing is more “rare” due to only having an average of a two-week window to purchase the clothing. The company specifically targets current trends and has them in the store within 30 days. This maintains the brand’s uniqueness and relativity in fashion.
Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their production processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its production processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and produce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.
Louis Vuitton, Chanel, Gucci, Dior, Prada, Jimmy Choo, Hermes, Rolex…. These are all; luxury brands and they are everywhere. The luxury fashion market represents an important and increasing sector of worldwide retail (Husic and Cicic, 2009).
Therefore their consumer promise is also the force behind the combination of their environmental and preservation guidelines used through the group 's supply chain. Zara, has been a groundbreaker in conveying new fashions, new designs, and new ideas rapidly to its stores. Zara’s tenacious thrust of on-trend products into the supply chain channel keeps its stores in stock on the latest fashions at lucrative prices. Lots of their new concepts have come from some of the fashion shows that just ended in New York, Paris and Milan will soon be on Zara’s racks.