Zara 's combination of cutting-edge fashions and culture lends itself well to a European-style, fashion-conscious consumer. While this type of consumer can be found in New York, this is not representative of the entire US market. Retailers in small towns and urban sprawls rely more on a shopping mall atmosphere. Adapting that strategy would undermine Zara 's image. It is therefore recommended that Zara target only major metropolitan areas which would likely have higher concentrations of fashion-minded individuals.
The SWOT analysis is a great way for companies or organizations to determine their brand and product’s strengths, weaknesses, opportunities, and threats. In order to more effectively determine these areas, separation of internal and external issues within the company or association is crucial.
A “SWOT analysis is a historically popular technique through which managers create a quick overview of a company’s strategic situation” (Pearce & Robinson, 2009, p3). SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. This concept was incorporated as a diagnostic tool for many entrepreneurs to work on their business. It is important as a business owner to be able to analyze forces and trends that can affect a business. The owner of Sivalry Clothing Company will discuss several capacities of the business operations and forces and trends that the business will have to encounter. Such topics include: economic as well as legal and regulatory forces and trends, how well the organization adapts to change, and the supply chain operations of the organization. Also, identification of issues and opportunities that the company faces will be discussed.
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.
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.
The basic strategy for fighting competition is to attract buyers at lower prices, more unique designs, high-quality design, efficient customer service and solid image brand. Thus bargaining power of buyer for apparel industry is high as the products falls under the basic needs in human lives. There is no much difference in terms of products offered by the apparel company, so if buyer is unhappy with the product or service they can easily switch to another brand. Thus, Zara are trying to strengthen its position in the market by using their unique strategy by giving priority to buyer to meet their special needs.
The core concept of Zara 's business model is they sell "medium quality fashion clothing at affordable prices", and vertical integration and quick-response is key to Zara 's business model. Through the entire process of Zara 's business system: designing, sourcing and manufacturing, distribution and retailing, they presented four fundamental success factors: short cycle time, small batches per product, extensive variety of product every season and heavy investment in information and communication technology. These four elements are involved in every aspect of the business.
Zara’s product differentiation strategy is based on high quality and low prices. The company wants to be fashionable and desire for everyone. This is the reason of their strategy (low price and high quality).
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).
As Zappos faces the challenge of determining next steps in regards to maintaining the existing business unit or to enter a new business venture, the SWOT analysis will provide clarity in the firms Strengths, Weaknesses, Opportunities, and Threats. This is an extremely suitable
Because of its flexibility, Zara does not worry about “missing the boat” for a season. When new trends emerge, Zara can reach quickly. More interestingly, Zara runs its supply chain like clockwork, with a fast but predictable rhythm: every store place orders on Tuesday/Wednesday and Friday/Saturday. Trucks and cargo flights run on established schedules – like a bus service. From Spain, shipments reach most European stores in 24 hours, US stores in 48 hours, and Asian stores in 72 hours. Not only does store staff know exactly when shipments will arrive, regular customers know too, thus motivating them to check out the new merchandise more frequently on those days, which are known as “Z days” in some cities. Overall, supply chain management has become an integrated system that mutually reinforces each other and has propelled Zara’s formidable rise around the globe (Business week,
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
It is necessary to have plans in place and implement them as soon as feasible. Zara has to send several deliveries in a week to update its styles in stores. Zara has to produce different styles of current fashion trend; this helps Zara to become fashion forward merchandise.
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.
Créée en 1975 avec son premier point de vente à Corogne, l’enseigne espagnole Zara a su, en l’espace de 34 ans, conquérir la scène internationale. Appartenant