Case Study Of Eprit And Zara

Question 1: In what ways are elements of the classical and behavioral management approaches evident in how things are done at Zara International? How can systems concepts and contingency thinking explain the success of some of Zara’s distinctive practices?

Bruce, M. & Daly, L. (2006). Buyer behavior for fast fashion, Journal of Fashion Marketing and Management , Vol. 10 No. 3 , pp. 329-344

- Number of stores: Zara has more than thousand five hundred stores. Primark has under the three hundred stores.

Analyzing the Numbers and the Nordstrom Customer 4 SWOT Analysis 5 The Competition 6 Objectives and Strategy 7 Marketing Plan Objectives 7 Marketing Strategy 8 Market Segmentation and Targeting Strategy 8 Potential Strategies 10

Second, in fulfillment, we can also see speed in responding to demand. For example, the replenishment, as well as production will be optimized according to supply and demand as quickly as possible. Besides, the fulfillment will commonly completed in one or two days, clothes flowed quickly, and without stopping, from factories to DCs to stores, where they were immediately put on the sales floor. Third, in design and manufacturing, we can find how Zara respond quickly to demand. Zara brought out new items continuously throughout the year, including both changes to existing garments and entirely new creations. The network of production had made design from conception through production and into the DC in as little as three weeks. Besides, Zara did not have to predict what would be selling six months, or even one month, in the future; it could continuously sense what customers wanted to buy and respond “on the fly.” All these operations reflect the speed-chasing and target-oriented nature of Zara business.

There vertical integration allows small batches of produce to be distributed and tested out allow them to save more money and cut inventory backlogs. Zara maintains a low cost by avoiding outsourcing (where possible) and producing all its merchandise and produce in home soil in Spain. Also Zara own many fabric dying, cutting and processing equipment that provided Zara added control and flexibility to adopt new trends on demand. Effectively Zara is able to design and manufacture products as well as deliver them in less than two weeks in contrast to competitors such as Benetton and H&M which require at least between five weeks and 4 months lead time to fill orders from its retail operations. One major unique characteristic was that Zara own its in house production which gives Zara the flexibility of quantity, variety, and the frequency of the designs they produce.

Zara International is considered a high end clothing store that is affordable. Due to its quality in fashion, low prices and immediate availability, popular stores such as Gap and H&M fail to keep up with Zara’s success. Zara’s well known tactic of fast fashion has separated them from their competition. The ‘fast fashion’ objective is to distribute top trends of fashion within the runway to customers by selling them in local stores. Zara has been able to achieve the fast fashion perspective by hiring approximately 200 people that will assist in getting these trends out in stores within a matter of weeks.

“Marketing strategies can have a broad impact on the business in terms of instilling a marketing orientation among all those in the firm: the way of thinking or philosophy of the whole organization. However, marketing strategies can alternatively be seen as dealing only with the development of competitive advantages directly associated with the marketing function such as customer loyalty and distribution channel control. In the latter case, the domain is sometimes even further restricted by sole attention to the various element of the marketing mix rather than the more general issues of customer and channel relationships. There are two key

Zara’s strategy is to offer cutting edge fashion at affordable prices by following fashion and identifying which styles are “hot”, and quickly getting the latest styles into stores. They can move from identifying a trend to having clothes ready for sale within 30 days (whereas most retailers take 4-12 months). This is made possible by controlling almost the whole garment supply chain from design to retail.

For the purpose of this paper, 1) I will first state the various objectives that the EAOnline business unit set in order to build a solid marketing strategy for EAORIGIN. I will also analyze the various influences that led to these decisions. 2) I will then address the trade-offs that had to be made for each of these decisions and judge them through the lens of various marketing theories I have recently learned.

This is a typical case of who bears the responsibility for the loss of merchandise. Is it Thompson Corp. or is it, Murah Corp. Well, Thompson Corp. placed an order of 1000 outdoor aluminum table by fax to Murah Corp. for $250 per set. And Murah Corp. replied to Thompson Corp. order by sending them a thank you email and assuring them that they will deliver the goods within 30 days; plus, in the meantime they want Thompson Corp. to send them a 10% down payment check and a copy of an agreement where it said, “in the events if disputes, parties must arbitrate in Chicago” please sign and send it on the 10th days. Thompson Corp. sends a note to Murah Corp. with the down payment of $25,000 and an agreement and their agreement said: “in the events of any disputes, all

Inditex founder, Amancio Ortega Gaona, started his fashion business in 1949 at the age of 13, as a delivery boy for a local shirt maker in La Coruña, Spain and in a little over a decade was working as shop manager. With the knowledge and experience gained along the way, he began developing his own designs, after which he left his job to start his own business in the early 1960s. With only $25 in startup capital and working out of his sister’s home, Ortega’s vision was to replicate popular fashions using affordable materials, creating high demand clothing that could be sold at lower prices. He sold his gowns, housecoats, and lingerie to his former employer and other local shops. By 1963 he had opened his

The study assesses customer satisfaction on the services delivery by Zantel mobile telecommunication. Urban West Region being as a case study .This chapter focuses on the background of the study, a statement of the problem, objectives and scope of the study. This study will attempt to explore the customer’s satisfaction on the services delivering by Zantel mobile telecommunication in Zanzibar.

The main target group is female customers – 65 % of all customers. Women, according

Instead of creating a few styles with mass quantity, Zara uses the style greater than quantity concept, launching new collections in increasingly shorter cycles, as it produces approximately 1000 new styles per month while producing in small batches. This creates a rapid product turnover and an environment of scarcity and exclusivity, prompting the customers to buy the product now in case it is gone tomorrow and visit the stores frequently, as said by the Toronto store manager of Zara “We receive shipments on Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That’s why our customers come in often.” On average, Zara’s customers return to the store 17 times a year, compared to 3 times a year of most of the competitors. The vast range of styles also enables Zara to cope with the changing customers’ demand and to sell more items at its full price.