Internationalization Strategy Of Fashion Retailer Zara

Seminar paper from the year 2017 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,7, University of Applied Sciences Köln RFH, language: English, abstract: This paper seeks to analyze the internationalization process of the Spanish fashion retailer "Zara." It adopts an in-depth case approach based on extensive secondary research. The paper is organized into three parts: It begins with a brief overview of the global fashion and retail industry, as well as a short overview of the company itself. This is followed by the main part, which examines the key aspects in the internationalization of Zara, namely: chronological and geographical sequence, role of culture, EPRG scheme, entry strategies, timing and allocation, IMGT model and the form of organization. In the final section the current situation of Zara is discussed and the results of the case study are summarized and evaluated. Zara was founded in 1975, it became the flagship of Inditex. Inditex stands for Industria de Diseño Textil SA manufactures and sells clothing for men, women and children. Its brands include Zara, Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho and Zara Home. Zara was founded by Amancio Ortega Gaona in 1963 and is headquartered in A Coruna, Spain.Today Zara stores are located on every continent, with 2213 stores in 93 countries. In addition to that Zara also sells their products in 39 online markets. In 2016 the firm opened 51 new stores, including new countries like Aruba, Nicaragua, Vietnam, New Zealand and Paraguay. The Brand created its image and success with the way it kept up with street fashion in the changing times and how they take a look at how fashion is changing every day. New designs can be placed into stores within a week or two as a result of a fast fashion concept and manufacturing in Europe. This is Zara's competitive advantage bias its competitors like H&M or Mango. They would need up to six mon

Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, University of applied sciences Dortmund, course: Module: Strategic Management, language: English, comment: Es ist ersichtlich, dass Sie sich bei dieser Arbeit viel Muhe gemacht haben. Ihre Arbeit entspricht im Wesentlichen den formalen Anforderungen, sie weist einen ausreichenden Umfang und eine sinnvolle Struktur auf. Ihre Literaturrecherche ist umfangreich. Die Zitierweise ist korrekt. Es finden sich einige sprachliche und stilistische Fehler, die sprachliche Darstellung ist aber gut verstandlich. Die Gestaltung der Arbeit macht einen sehr guten Eindruck. Inhaltlich ist Ihre Arbeit m.E. als gut einzuordnen., abstract: The Apparel Industry is segmented and a market, a lot of players are competing with their products. Zara is one of the most renowned and famous fashion icons of our time. It is not only generating the highest profit margins for organization but also is the most famous and recognized by customers in market. With some 650 stores in 50 countries, Spanish clothing retailer Zara has hit on a formula for supply chain success that works by defying conventional wisdom. This case study on Zara should explain which Internationalisation Strategies and Strategic Management Zara is using in order to compete successfully on the global market and how it is able to deliver to their customers' global fashion at local prices.

Inhaltsangabe:Introduction: A glance at today s financial pages shows the consequences of economic recession. More and more retailers, such as Woolworth and Montgomery Ward, have become bankrupt as they were no longer good enough to compete for a customer s business. Or how Ander and Stern describe it They fell into the Black Hole of Retailing, the place where losing retailers go to die . However, it has been widely acknowledged that an effective downstream-orientated supply chain, focused on cost reduction, can avoid this fate. Reduced costs lead to reduced prices and thus to satisfied customers. But that is only half the truth. There are other factors than stringent cost control that ensure business success. Supply chain management is not only about cost-efficiency rather than flexibility and adaptability. The faster a supply chain is able to respond to a market, the better the company s chances to achieve a competitive edge. A paradigm for a company that manages to combine these aspects and to align its vertically integrated supply chain to the demands of its customers is Europe s fastest expanding international fashion retail group Industria de Diseño Textil with its workhorse Zara. Its unique integrated business model permeates the whole organization and provides evidence that market orientation paired with an outstanding supply chain management can be viewed as a key factor for success. Aim and objectives: The aim of this report is to examine Zara s unique business model in relation to its market-orientated supply chain. In this framework certain questions are raised. For example, which elements of Zara s supply chain make it so unique? And related to this, how manages Zara to compete with other vertically integrated fashion retailers such as H&M and Benetton that use aggressive advertising to entice customers in their stores? Also, how does Zara integrate its market orientation in its supply chain? The present study will attempt to answer these and other questions. Research the success of Zara s market-orientated strategy as well as of its unconventional supply chain will help to figure out how they managed to become pioneer of fast fashion. To conclude, an outlook in Zara s future as well as the US market is provided. Inhaltsverzeichnis:Table of Contents: Table of Figures4 Table of Appendix5 1.Introduction6 2.Aim and objectives6 3.Literature Review7 3.1The global fashion industry7 3.2Market orientation8 3.3The merger of market [...]

Seminar paper from the year 2004 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: sehr gut, University of East London, 11 entries in the bibliography, language: English, abstract: "Galician Beauty: Spanish clothier Zara beats the competition at efficiency - and just about everything else" The Wallstreet Journal, May 18, 2001. During the years 2000-2001, Inditex, an international fashion manufacture and distribution group, received widespread favourable press, touting Inditex's success and attributing it to Zara's unique integrated business model (Freimen, 2002). In this case study we want to analyse this phenomenon called Zara, a strategic unit of the Inditex Group, and evaluate the strategies of Zara on the European fashion market.

"International Retailing reflects contemporary research and current practice, focusing on what is happening in the field, who is making it happen, why it is happening in the way it is, and how it is happening. Structured around four parts, this textbook guides students through the internationalization process, considering international markets, and how retail companies operate within them. It concludes by exploring future trends and challenges of the international retail marketplace." "The text is packed with a wealth of international examples and familiar case studies, clearly showing how the theory translated into practice."--BOOK JACKET.

This significant book takes a strategic approach to international retailing, examining in-depth studies of several retailers, and marrying theory with practice to clearly present material for students at every level.

Research Paper (undergraduate) from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, University of Applied Sciences Berlin, course: Strategic Management, language: English, abstract: In the increasingly competitive and changing fashion retail market the two European fashion retailers Hennes & Mauritz (H&M) and ZARA have explored the market possibilities in different ways: Both companies have chosen unique and very opposite business models and growth strategies which had enabled them to expand quickly and successfully beyond its own borders. Whereas H&M focuses on outsourcing production, ZARA relies on controlling every step of the value chain. Whereas H&M follows an aggressive marketing and PR strategy, ZARA does virtually no advertising. But both companies known for their “fast fashion” dress fashionable people around the globe and compete for the title of the largest clothing retailer in Europe in a league of their own. Thus, two main questions arise: What makes both companies so successful and what are the fundamental differences and similarities in their business models? The following assignments starts with presenting the background and development of both companies and giving a short overview about the clothing retail industry. Chapter two explores the business models of H&M and ZARA in terms of the whole value chain. Based chapter two, the assignment ends with summarizing both business strategies to provide a reasonable answer to the key question: If you would have 100 euro to invest, in which company would you invest in: H&M or ZARA?

Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 85.00/100.00, University of Strathclyde (Department of Management Science), course: Strategy Modelling & Management, language: English, abstract: This paper comprises a stakeholder grid and a competence map for the Spanish fashion retailer Zara, as well as a chapter including strategic recommendations based on both the two maps and additional insights gained through an extensive literature review. By using both a stakeholder grid and a competence map, strategic issues related to Zara are analysed both from an external and from an internal perspective. Moreover, the paper includes comments on the process of developing the stakeholder grid and the competence map, and may thus help prospective users of these tools apply them appropriately.