Issue Identification “Why fix something that isn’t broken?” Amancio Ortega founded Zara in La Coruna, Spain in 1975. During 1985, Inditex came to life as a holding company atop Zara and other retail stores later on like Pull & Bear, Bershka, Massimo Dutti, Stradivarius and Oysho. Zara is however the first one to have opened and to this day Inditex’s largest and most successful with 550 stores worldwide. Ortega and Castellano, Inditex’s CEO, believe that computers are critically important in running the kind of business they want to build. Moreover, they came up with strategies and goals for the company in order to succeed and so far these have worked excellently with very few issues. The only “issue” for Zara in 2003 was a decision making regarding the upgrade of their POS system. This system ran on DOS, which had not been supported by Windows for many years now and had been unchanged within the store for over a decade.
Environmental and Root Case Analysis
The immediate issue was the question of upgrading the POS system to a newer one that would be up to date with Windows and simply with the newest technology during 2003. Zara was the only customer left of the hardware vendor for POS terminals that still used the ancient operating system and Salgado, the head of IT, thought it was too risky to let them fall so far behind current technology. Consequently, he worried that the hardware vendor for their POS terminals would upgrade their machines so that they wouldn’t be DOS-compatible anymore. Upgrading the system could add functionality, network capability accommodating more sophisticated capabilities. In contrast, Sanchez, the technical lead for the POS system, had a solution to all these “issues” and did not agree with the idea of upgrading the system right away. He argued that everything about their software worked just fine now and that they had never had problems with it. Furthermore, he pointed out that if the vendor decided to upgrade their system they could buy a bunch of the current terminals so if that happened they’d have lots of time while they ported the POS application to a new OS. He continued saying that sales got recorded in stores around the world and transmitted to them there everyday without a problem.
Simultaneously, Zara was very focused on their main goals being speed and good decision-making. They were very unique and different from their main competitors, which were other multinational clothing retailers such as H&M, Gap and Benetton. They needed to respond quickly to the demands of their young and fashion-conscious customers since their tastes in clothing changed rapidly. In addition, Zara’s store managers had more authority than other stores since they could decide what garments would be on sale, placed orders for the items they thought should get produced and would get sold and initiate store-to-store transfers when they saw that garments selling slowly in one area were popular in another one.
In contrast to their competitors, Zara did virtually no advertising which saved them a lot of money that in reality they did not need to spend. Their marketing expenditures only averaged 0.3% of revenue, instead of the usual 3%-4% of their competitors. Moreover, Zara tried not to produce any “classic” clothes; instead they aimed for them to have short life spans, which would push customers to buy a garment on their first visit since it could be gone on their next one. Zara garments were described as “clothes to be worn 10 times.” This multinational store also had as strategy to not sell clothes over the Internet because it would be too complicated for the store to deal with it. To reach its goal of quickly and accurately responding to shifting consumer demands, Zara established three cyclical processes, which were ordering, fulfillment and design and manufacturing. They used PDA’s, which communicate to La Coruna through dial-up modems for order management.
ZARA Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia. Zara was founded by Amancio Ortega and Rosalia Mera in 1975 AD. It belongs to Spanish Inditex Group. Zara is the only company, which requires a week or two weeks to develop a new product and get it to stores compared to the six months industry average. It is one of the most fast growing retailer companies. Zara is among the few companies, which has both in-house production and retail shops. It mainly focuses in its…
Coursework Header Sheet 209896-18 Course OPER1027: Operations Mngt: Proc/Value Ch Course School/Level BU/UG Coursework Case Study 1 Assessment Weight 25.00% Tutor J Whiteley Submission Deadline 25/11/2013 Coursework is receipted on the understanding that it is the student's own work and that it has not, in whole or part, been presented elsewhere for assessment. Where material has been used from other sources it has been properly acknowledged in accordance with the University's…
Education Ltd. Company Case 19 Zara – the fast and furious giant of fashion One global retailer is expanding at a dizzying pace. It is on track for what appears to be world domination of its industry. Having built its own state-of-the-art distribution network, the company is leaving the competition in the dust in terms of sales and profits, not to mention speed of inventory management and turnover. Wal-Mart, you might think? No! Tesco, possibly? No! The company is Zara, the flagship specialty chain…
ZARA is getting bigger and bigger and its OS is getting more and more obsolete. ZARA has a lot of advantage of its competitors but it is not so much a result of IT leverage, the competitive advantage might be at risk due to lack of IT investment. ZARA is running now an IT system that is very stable, easy to use, cheap. There are some immediate issues, though: POS run on DOS which obsolete and Microsoft does not support anymore, maybe new POS will not support DOS anymore this will cause incapacity…
Zara: IT for Fast Fashion Case Analysis Maulik Patel Westburne Electric Module 1 SCMP 25th September 2014 Table of Contents: • Case Summary • Case Description • Goals and Strategy - Speed and Decision-making - Marketing, Merchandising, and Advertising - Information Technology • Problem Analysis - Firm-based-value chain model o Model Application - Implementation Opportunity Analysis • Evaluation of IS Implementation - Real Costs Analysis - Real Benefits - Real Costs…
Case # 4 – Zara Zara is the flagship company of Inditex, an international clothing retailer. Zara began its business as a small retail store in Spain founded by Amancio Ortega Gaona in 1975. In the following decades Zara has grown to nearly 450 store location in 29 countries by the year 2000. Zara consistently accounts for more than 80% of Inditex’s net sales as indicated by Figure 1; linking the success of Inditex to the success of the strategies of Zara. Figure 1 Inditex Net Sales by Concept…
INT 700: Final Project Global Strategic Analysis Of ZARA Milestone Three: Peer Review Presented by Muhammed Yusuf AY Background Globalization and internationalization made it clear that changed conditions in the global market necessitates a business strategy that is more responsive and compatible to innovations and differences. According to its website, Zara is one of the largest international fashion company owned by Inditex, one of the world’s largest distribution groups, manufactures, distributes…
Zara: IT for Fast Fashion | Individual Case Essay | | BUS 510 Management Information Systems Dr. Y. K. Mortagy | | Mengyang Chen | Fall 2012 | | Table of Contents Abstract 3 Case Summary 4 Business Analysis 5 Generic Strategy 5 Five Forces 7 Value Chain Analysis 9 Implementations of Porter Models 10 Solution Evaluation 11 Cost analysis 12 Benefit Analysis 13 Conclusion and Recommendations 16 References 17 Appendix 18 Exhibit 1 18 Exhibit…
Introduction This case study is about Zara, a retail chain owned by Inditex. Zara does several different things than their competitors that give them an advantage. Also, whether they should stay in Europe or expand to other regions will be discussed. Supply Chain An area that sets Zara apart from its competitors is its consumer driven supply chain. It is vertically integrated consisting of design team, sourcing, manufacturing, and distribution. This allows Zara to have complete control over the…
CASE STUDIES CASE: Tom’s of Maine: “Doing Business” Means “Doing Good” Questions: 1. Does the Tom’s of Maine experience prove that one can “do business with principles,” or are there business realities that make it hard for others to copy this principled management model? Yes, because what Tom’s of Maine did is that they made their employees appreciate and apply the principles that Tom and Kate believed in. Despite some of the mistakes that they did, they were not afraid to try…