Zara And Benetton : Chain Management And Marketing

1727 WordsDec 15, 20157 Pages
Zara and Benetton are two of the most representative companies in fast-fashion industry. Though they reach a consensus with making profit by supplying fashionable products in a short lead time and satisfying the demand of customers, they apply different distinctive strategies to the production, supply chain management and marketing. 1 Design As shown in figure 1, Zara and Benetton in the different positions as Zara pursue the goal of being most fashionable (14-days lead time production circle) and keeping low price, while Benetton position itself in the place of less fashionable (around 40-days lead time), but high price with high quality. They rose up some strategies in terms of design to enhance their desired position (Ghemawat and Nueno, 2003). For Zara, it had relatively wide products line for women, men and children, and each of these segments were equipped with a creative team consisting of designers, sourcing specialists, and product development personnel. What’s more, a large proportion of in-house designers (over 300) were young with sensitive fashion conscious. And the designers were sent to fashion shows, exhibitions and other public places on the purpose of current trends detection, and they also be trained to make quick decisions and respond toward the information flow from retail stores without delay (Pirone and Cabré Garcia, 2010). While for Benetton, it remained design function in Italy with around 300 in-house designers all over the world to help create a
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