Meerza Fashion

These items were rarely repeated once featured in a specific collection. Fashion items for which inventory was depleted were permanently stocked out. Fashion items needed to be designed, prototyped, sampled, and presented to buyers associated with the more than 200 Hugo Boss bodywear and hosiery retail accounts (Exhibit 9 delineates the key steps involved in bringing a collection of fashion items to market). The division’s procurement and production management team negotiated production capacity and established production schedules with contract manufacturers and assisted them with raw material procurement and workforce scheduling (Exhibit 10). The design, prototyping, and preproduction steps were skipped for NOS items, for which the division needed only to plan production, perform quality checks, and arrange for shipment from the factory, warehouse storage, and delivery to retail accounts7.

Hence, technology is bettering reliability and speed with which information is divulged (Porter, 1980). Hand-held computers or PDA’s are utilized by Zara to collect information on consumer needs between retail stores and the factory in La Coruna. This along with regular telephone conversations between store managers and marketing specialists are one of the reasons that Zara’s information network is so effective. The utilization of PDA’s can be done by any company; it is Zara’s determination not to allow important information to fall by the wayside that assists with its success. PDAs are connected to the store 's point-of-sale (POS) system, enabling managers to see how garments rank by sales. In as little as an hour, managers can send information that combine the hard data captured at the POS intermixed with acumen on what customers would like to see. All of this data allows Zara to design and produce styles and orders based on feedback rather than guesswork. Hence, Zara avoids costly overproduction and the consequent sales and mark-downs that are so widespread in the fast fashion industry (Rohwedder and Johnson, 2008).

For the company to ensures success in its operations there is need to cultivate customer loyalty and facilitate efficient supplies, differentiator linkage between operations and buyers must be put in place. This will be facilitated through some ways. To cater for customer needs the company will have to ensure it adopts a competitive pricing strategy against the existing competitors and new entrants in the market. The company has a lean pricing policy and to take advantage of its off- price apparel strategy. The customer’s loyalty has to be sustained through the low prices they enjoy

Have systems in place to deal with comments and complaints including providing people who use the service with information about the system.

In our new store “Dress 4 Less” we know that it is going to be small with a maximum occupancy of 124 persons. Everyone is welcome. But we’re only going to focus on providing great customer service, great prices, and great quality on our clothing for the

Men and women aged 18-40 years who are style conscious, like good quality and good design products (clothing), also business people, because one of Reiss’s key activity is providing great suits.

The Lululemon brand ranked highest among their competitors for “luxury fashion apparel”. Organizing a like-minded community for body-conscious and health-aware as well as fashion-pursuing female customers is one of the most fundamental parts of Lululemon’s marketing strategy. Lululemon is the first mainstream clothing company to really put the “salon” business model into every detail of their business management. Resembling the core of Apple’s retail strategy, in which like-minded thinkers came together to share their own opinions, culture, and theories. Customers go to the Apple store and salesmen will teach them how to use the products. Lululemon will do the same thing, they could teach customers. In recent retail environment, buyer and seller are put on the same sides under the effect of this strategy. Both are focused on an idea of self-betterment that overshadows the commercial transaction itself. This ethic strategy transforms the stores into a space for personal communication with low pressure. The employee have the chances to talk to the customers about their passions and pursuits, and customers will select the ideal garments with the help of the employee. The final purchase transaction comes to be an investment in customers themselves, representing their own ideas and goals. In fact, Lululemon keeps setting goal behind the counter to make customized service to guests. Salon-model strategy is a trend to interest consumers overtook the desire to just own or consume more

Susan Gregg Koger is the co-founder of ModCloth, a simple online shop where she sold the vintage finds she could no longer fit in her closet. She made a sale her first day. Today, ModCloth is one of the fastest-growing fashion and home ecommerce ventures to emerge in the past decade. The company did more than one hundred million dollars in sales last year, and is growing at a rate of 40 percent annually. The story of ModCloth begins when Eric, Susan’s then boyfriend, started a development business in 2000. They went to Carnegie-Mellon in Pittsburg, and Susan stumbled over all these amazing pre-worn items at vintage sales. Eric had all of the technical skills to help Susan launch an ecommerce site. They thought they would get all of these gems

Garments are one the crucial needs of all humanity, and design dress are dependably on request all through the seasons. At an early stage when beginning a discount attire business, one ought to remember some vital particulars before beginning an online discount apparel exchange.

My interest began to grow, and I started shopping online with Ebay and Amazon, trying to find prices under retail. After getting so many pieces of clothing from Nike and Jordan, I began to get tired of the style and decided to move on to another brand, and change my style completely. That brand was Ralph Lauren, which I now own a shirt in almost every color from them. I then decided it was time to move on from him as well. This is when I started to find more and more sites and apps dedicated to selling and buying designer clothing. “But it was the slew of second-hand clothing startups that launched at the end of the 2012 that really made a point in 2013. From digital clothing swap Bib and Tuck to online consignment store TheRealReal, there

and give the brand a more professional look. The third opportunity, involves expanding the brand to the

Unfortunately, many online retailers have begun to catch up with many of these core competencies. The concepts of next-day delivery and “above and beyond” customer service are no longer the “WOW” factors that they may have been five years ago. However, the relationships that make up “Powered by Zappos” are tough to beat and give the company a competitive advantage through its supply web. At the time of this case, Zappos still holds the niche of being an online shoe expert, but companies

An additional method Zara utilizes to ensure the right product is produced is to constantly monitoring the sells at every store in real time through the use of computers. Sells managers are the individuals that play out this strategy. When the clothing sells well or does not sell well, they can quickly let the designers know to swiftly create new designs (“Case 3-4. Continued Growth for Zara and Inditex”, 2013). However, the competition is changing their strategies in an attempt to successfully compete with Zara. The methods that Zara has implemented to ensure fast fashion is truly fast has pressured the competition into reducing their lead times on stocking their stores (Hayes & Jones, 2006).

Zappos.com, established in 1999, has rapidly become a strong competitor in online apparel and footwear sales. With the original corporate vison of offering the absolute best selection in shoes; the vision has evolved over the past several years to include the goal of being the retailer that “provides the absolute best service online -- not just in shoes, but in any category” (Zappos, 2014). The online retailer stocks millions of reasonably priced footwear products; carrying thousands of hard to find brand named shoes, handbags, apparel and accessories via the company website and 7,000 affiliate partners. In recognizing their rapid success, Zappos credits it to their commitment to the customer, stating,

Zara is a clothing and accessories retailer selling stylish apparel at affordable prices, and it is also the most profitable brand of the Spanish clothing retail group Inditex SA. Ortega planned for this new Zara outlet, located near his factory in La Coruna in northern Spain, to sell this overstock merchandise himself. Since then, Zara has expanded into 500 stores in 68 countries as of January 2007 and has become a leader in customized fashion retailing. This assignment presents core competencies to help Zara achieve competitive advantages in fashion industry. Besides, we also offer five competitive objectives about quality, speed, flexibility, dependability and cost to evaluate