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introduction to zara as a business
introduction to zara as a business
introduction to zara as a business
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Fast fashion
Fast fashion is merely more than a one hit wonder. The fast fashion industry has grown and has ultimately proven itself to be profitable industry in the clothing market. The retailer most distinguished for a fast fashion approach is Zara (Hayes & Jones, 2006). Zara is a child company of the parent company Inditex. Zara stores have established the stride for merchants around the globe in creating and shipping fashionable clothing (“Case 3-4. Continued Growth for Zara and Inditex”, 2013). Their marketing approach has helped them become extremely successful in terms of providing the customer with. International marketing strategies and its efficiency assists in the expansion of Zara. Cultural understanding is virtuously essential for an organization expecting to be effective in operating in a host country and even their own nation. Research indicates that Zara has done their homework in this area. However, in order to keep ahead of the competition marketing strategies need to be constantly rationalized.
Guaranteeing that fast fashion is truly fast
According to Cateora, Gilly, and Graham (2013), “international marketing is the performance of business activities designed to plan, price, promote, and direct flow of the companies goods and services to consumers of users in more than one nation for profit” (p. 10). Equally, Borden’s marketing mix became popular after he published his article, The Concept of the Marketing Mix or as described the four P’s which are product, price, place, and promotion (“The Marketing Mix,” n.d.). Zara’s marketing plan introduced fast fashion by making sure that their stores are supplied with innovative designs two times a week. These innovative designs are kept small and sell out e...
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...h industry professionals - part 1: Materials and design. Journal of Fashion Marketing and Management, 13(2), 256-267. doi: 10.1108/13612020910957761
Hayes. S.G., & Jones, N. (2006). Fast fashion: a financial snapshot. Journal of Fashion Marketing and Management, 10(3), 282-300. doi: 10.1108/13612020610679277
Market Segmentation. (n.d.). Retrieved from http://learners.ncu.edu/CourseRoom/Default.aspx?course_code=IB5013-8&learner_course_id=312663
Moore, C., Nobbs, K., & Sheridan, M. (2006). Fast fashion requires fast marketing: The role of category management in fast fashion positioning. Journal of Fashion Marketing and Management, Suppl. Fast Fashion, 10(3), 301-315. doi: 10.1108/13612020610679286
The Marketing Mix (The 4 P’s of Marketing). (n.d.). Retrieved from http://learners.ncu.edu/CourseRoom/Default.aspx?course_code=IB5013-8&learner_course_id=312663
The company employs different strategies in making relevant its marketing strategies. Fashion is an industry that makes it necessary for a lot of marketing.
Each year Technomic releases the “Fast Casual Top 100 Report.” They track 344 chains to get to sales of $21-$22 billion. Technomic’s Darren Tristano believes that the future of fast casual will not be slowing down anytime soon, in fact in terms of sales, the top 100 fast-casual chains accounted for $18.86 billion, which is the equivalent of 85-90% of the estimated $21-$22 billion in the market (Green, 2011.) The top five chains accounted for 40% of the sales of the top 100 and only the top three had sales of over $1 billion and 62 of the chains had less than $100 million in sales. This does not mean that the industry is going to tank or take a turn for the worst – it survived the economic downturn and will continue to grow
The real success beyond LV is about segmenting its unique products. According to the “Louis Vuitton and the diamond model” figure 16 the importance of the products are displayed in a diamond figure. This categorization approach about LV’s products not only segment its unique products but also is an example of how a globally well known successful brand achieve its mission in the luxury market.According to the figure 17 above, the potential contribution of the Asian consumers to the fashion leather goods category provided a different age for the brand (LVMH 2012 a: 11). It is important to highlight that Asia as a geographic region has the potential to support the growth of the revenues of the brand. Moreover, Japan is a unique country other than Asia because Japan makes 3.107 M € revenue by itself except from Asia which makes 7,895 M € revenue LVMH (2013d).According to the figure 18 above, the company shares for the the bags and luggage categories retail value is in an increasing trend according to the years between 2008-2012. This shows that there is still a demand potential for the products in this category despite the increase of prices on early basis. (Euromonitor International 2013 e).According to the figure 19 above, it is important for Louis Vuitton to be in a growing trend approximately every year. On the otherhand, it’s growing trend will help to realize it’s own paticular position compared to the luxury sector. (Interbrand 2013c).The revenue by business group growth percentages are different for 2011and 2012 compared to H1 2012 AND H1 2013 for LVMH group.Especially for “fashion leather goods” the 2011 and 2012 was more profitable compared to 2012 to 2013. What is common among the business categories is that the most re...
15 Giacobello, John. Careers in the Fashion Industry. New York: Rosen Pub. Group, 1999. Print.
Berry, Hannah. “The Fashion Industry: Free to Be an Individual.” The Norton Field Guide to
Fast fashion is a complex and multifaceted problem that has effects reaching to every corner of the globe. ‘Fast fashion,’ similar to fast food, is cheap, easily accessible, mass produced globally standardized product. It is characterized by sweatshop labor, supply chains, and large profits for the sellers. From the countries that grow the raw material for clothing, to those that produce textiles, to those that contain sweatshops, to those that are full of consumers ready to buy the next item on the shelves, this is a growing global issue that needs to be stopped in its tracks.
Original exhibit pg2 Remy, Natalie. "Unleashing Fashion Growth City by City."Http://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/marketing and Sales/pdfs/unleashing_fashion_growth.ashx. Web. 20 Jan. 2016
The fashion industry is still exceptionally fast growing and fast changing, which dictates news ideas and trends at an astounding rate. Product perception as ‘fashionable’ loses it value very soon. One day’s desired luxury item can become unwanted by the next. To update new trends, changes and fashion designs successful communication is essential (Moore, 2012: 9). To maintain good face-to-face relationship with the customer communication throughout all channels is highly important (Carr, 2013:5)
Fast Fashion may be the most significant disruptive in the retail industry today. Troublesome novelties, or product or services, that alter an prevailing market by presenting minimalism, suitability, convenience and affordability, have the most positive influence on a company. Because fashion is ever changing and technology is always evolving the amount of production time it takes for something to be manufactured
Gardner, Marilyn. "Fast Fashion Is a Problem." The Fashion Industry. Ed. Roman Espejo. Detroit: Greenhaven Press, 2010. Opposing Viewpoints. Rpt. from "Fashion Industry Gives Rise to a 'Disposable Culture, '." The Christian Science Monitor. 2007. Opposing Viewpoints in Context. Web. 22 Nov.
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities produced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara’s current business model.
In the case, Marks & Spencer and Zara, it discusses two business process designs that each company took. You first had Marks & Spencer, who had a more traditional approach. Their chain started of with the buying team, design, developers, merchandisers, technologist, suppliers, logistics, and lastly the store. Zara, however, comes up with a new innovative design. With this new design in effect the delivery of new collections only has a lead-time of 5 days. They were able to cut down this time due to the fact that products where mainly produced on Galicia.
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.
Petro, G. (2012, November 5). The future of fashion retailing --- the H&M approach (part 3 of 3). Retrieved from http://www.forbes.com/sites/gregpetro/2012/11/05/the-future-of-fashion-retailing-the-hm-approach-part-3-of-3/
Fast fashion has been a main reassurance in the fashion industry. Cute but cheap garments and bad quality clothing is popular amongst people in the world. Negative feelings has been shown for this plenty of times by the youth, adults and workers by protest. The slow fashion movement has been on a rise for years and has made a name for itself in the fashion industry while discouraging other fast fashion brands. Somehow, fast fashion still thrives and is supported by many people. The sources that were seeked for this explanation all supported fast fashion. The authors shows true facts that answers the question of ‘Why is fast fashion still thriving, even with the consequences that comes with it?’.