com/1361-2026.htm CASE STUDY Internationalisation of the Spanish fashion brand Zara Carmen Lopez and Ying Fan Brunel Business School, Uxbridge, UK Abstract Purpose – Research on the internationalisation of retailing has been mainly focused on market entry issues. This paper attempts to examine the internationalisation process from an international marketing perspective using Spanish fashion retailer Zara as a case study. Design/methodology/approach – An in-depth case approach was adopted
Case Study Analysis- Zara ABSTRACT This paper is based on case study on operation management and positioning strategy of Zara, one of the world’s fastest growing manufacturers of fashion clothing. Also a world leading fashion retailer brand of Inditex. The case study outlines how Zara transforms from a local clothing retailer it into a global successful brand. It addresses few components in the case study, such as the products and process control and integrate business model used in Zara. The case
INTERNATIONALISATION OF SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Brunel University Uxbridge UB8 3PH England +44-1895-267239 Key Words Internationalisation, fashion retailing, market entry, branding, international marketing, Zara 1 INTERNATIONALISATION OF SPANISH FASHION BRAND ZARA ABSTRACT Purpose Research on the internationalisation of retailing has been mainly focused on market entry issues. This paper attempts to examine the internationalisation process
The role of market orientation on company performance through the development of sustainable competitive advantage: the Inditex-Zara case Andres Mazaira  University of Vigo, Oureuse, Spain E. Gonzalez  University of Vigo, Oureuse, Spain Ruth Avendano Ä University of Vigo, Oureuse, Spain Keywords Market orientation, Competitive advantage, Clothing industry, Organizational culture Abstract This paper has been developed as a part of research seeking to verify the effects of organisational
fashion has been able to meet the needs of consumers while trying to acquire major merchandize turnover to retailers than local rivals. The Zara case study reported sales $8.15 billion
System Ratchanobon Kamdecha Virginia International University CMP 570 Enterprise Information Systems Professor Moses Niwe October 22, 2014 Table of Contents: Abstract 3 - Introduction 4 - History 4 - Production 4 - Design 4 - Store 5 - Distribution and Procurement 5 The supply chain of Zara 6 - Rules of fashion supply chain management system 7 - The value chain of Zara 8 - Zara information system strategy 8 Conclusion
“Multinational or transnational enterprise is an enterprise that engages in foreign direct investment(FDI) and owns or, in some way, controls value-added activities in more than one country.” is described by Dunning(2008). By contrast to domestic firms, MNE have to deal with some unique risks such as foreign exchange risks(like the volatile currencies) and political risks (like macro risk of expropriation), but interestingly those risks also could arise a positive effect on motivating companies to
A network and flow explanation to Zara’ success Angel Díaz and Luis Solís Instituto de Empresa, Maria de Molina 12, 5°, Madrid 28006, Spain E-mails: angel.diaz@ie.edu; luis.solis@ie.edu Abstract Zara is a Spanish fashion manufacturer and retailer that has known swift success. Spaniards have become used to visiting Zara frequently, as there is always a new product. Zara launches 100 different collections every year, with over 11000 models, none lasting more than five weeks in production and with
[pic] CONTENTS 1. Introduction 3 2. Zara as Company 4-5 3. Zara’s Model of Operation 6 4. Company’s Structure
especially the fast fashion sector. Fashion markets are synonymous with rapid changes and short product life cycles. Therefore, changes in consumer demand for newness and fashion trend force the emergence of ‘fast fashion’ strategy in retailers like Zara and H&M and shifts in the focus of competitive advantage from price towards quick response. That is to say, clothing firms, which are adopting global or offshore sourcing strategy, are not considered to have more competitive advantages as before