![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-1](http://images.happyhaksul.com/thumb/482/481658-0001.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-2](http://images.happyhaksul.com/thumb/482/481658-0002.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-3](http://images.happyhaksul.com/thumb/482/481658-0003.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-4](http://images.happyhaksul.com/thumb/482/481658-0004.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-5](http://images.happyhaksul.com/thumb/482/481658-0005.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-6](http://images.happyhaksul.com/thumb/482/481658-0006.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-7](http://images.happyhaksul.com/thumb/482/481658-0007.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-8](http://images.happyhaksul.com/thumb/482/481658-0008.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-9](http://images.happyhaksul.com/thumb/482/481658-0009.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-10](http://images.happyhaksul.com/thumb/482/481658-0010.gif)
![[경영학] 패션 브랜드 자라(ZARA) 국제시장 진출 성공 전략(영문)-11](http://images.happyhaksul.com/thumb/482/481658-0011.gif)
분야
docx1- Executive Summary
2 - Introduction
3- Zara Vertical integrated Supply Chain
3.1- Design and Production
3.2- Procurement
3.3- Information Systems
3.4- Inventory Management
3.5- Centralized Logistics and Distribution
3.6- People at ZARA
3.7- Low marketing / advertising cost
4- Integration between Business strategy and operations
5- Financial performance Indicators
6- Key Success Factors behind Zara
7- Zara Challenges
8- Recommendation:
9- Conclusion
10- References:
It is also interesting to consider other key performance indicators of Zara comparing to other peers in the retail market.
3.1- Design and Production
ZARA has been able to deliver fashionable and trendy cloth addressing all tastes through a controlled design and integrated process. ZARA designs all its products itself. Concurrent method design could be an adjective to the of product design process which involve the whole commercial team , designers, market specialist, procurement team as well as continuous feedback from store managers.
Young Designers (26 average) draw the design sketches then discuss it with market specials and planning & procurement staff. Designs inspiration is copied from different sources (trade fairs, catwalks, magazines) from all around the world. It is worth to mention that out of 40,000 designs only 10,000 are approved. This illustrates the flexibility of ideas generation and on the other hand the huge number of designs reflects the ability to meet almost all the fashion requirements by customers of all ages (up to 55).
ZARA business is organized around processes not functions, to close the information loop. All team is involved in all processes. This method minimizes the time as decision is conducted in one room, and in direct proximity to the information. As a result, Zara reduces the inherent uncertainty associated with new designs in this industry that is characterized by long lead times and very high variability of demand e.g M&S could need a whole season to get a new item to stock
3.2- Procurement
ZARA manufactures 60% of its products. By owning its in-house production ZARA is able to be flexible in the amount, frequency, and variety of new styled products. ZARA has outsourced less manufacturing than its peers. It has 22 factories and runs many of them often only in one shift leaving extra capacity to respond quickly to seasonality and unforeseen demand. Comparing to peers which rely heavily on overseas suppliers/manufactures which don’t provide same flexibility as these suppliers could request orders to be placed few months in advance.
Zara is outsourcing all the labour intensive tasks mainly the sewing, while the cutting is done in-house. This produces of saving labour cost, flexibility of meeting deadlines, keeping the designs/fashions strictly controlled.
Labeled and priced goods are immediately hanged upon arrival-Zara Burjuman, Dubai, July 2005
3.3- Information Systems
Information systems at Zara are one of the drivers of the quick response communication
2. N. Slack, S. Chambers, R. Johnston, Operations Management, Forth Edition, Prentice Hall, Chapters 1 & 2
3. K. Ferdows, J. Machuca, M. Lewis, Zara, George Town, Universidad de Sevilla, The University of Warwick, pp 2-14
4. Zara founder makes a mint, June 2001, [www] http://cnnstudentnews.cnn.com/BUSINESS/programs/yourbusiness/stories2001/ortega/ (July 26, 2005)
5. Retail @ the speed of Fashion, Devangshu Dutta 2002, [www]
http://www.3isite.com/articles/ImagesFashion_Zara_Part_I.pdf#search='Amancio%20ortegacommodity (July 28, 2005)
6. Managing the apparel Supply Chain in the Digital Economy, J. Hammond, April 2001. [www] http://web.mit.edu/ipc/www/pubs/articles/hammond.pdf (July 26, 2005)
7. The Secret to Zara’s success, Store Magazine, Fall/Winter 2004, [www] http://www.spainuscc.org/mediakit/articles/fw2004/companyprofile.htm (July 25, 2005)
