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Case zar av2-20081116

Case Study- ZARA: Fast Fashion

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Case zar av2-20081116

  1. 1. 1 1 策略管理個案研討 ZARA Sandra 2008.11.16
  2. 2. 2 2 Inditex Profile  Founded: by Amancio Ortega Gaona in 1975  Position: A fashion distribution group  Concepts: ZARA, Pull & Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, ZARA Home, Uterque  2007:  Revenue: $9.435 billion euros (ZARA: 66.4%)  Employees: 79,517 in 140 nationalities (Store: 87%)  3,691 stores in 68 countries (4,124/71 -11/04/08)  350+ designers (ZARA: 250+)  Logistics: 1 million m2 & 4,000 employees, shipped 627 million garments Source: Inditex
  3. 3. 3 3 Reinforce Business System Before Now Source: Inditex
  4. 4. 4 4 Apparel Industry
  5. 5. 5 5 Global Apparel Chain Source: HBR 中文摘要
  6. 6. 6 6 Trend of Fashion Industry  即時時尚、快速流行  雙軌外包、採購並行  花在時尚的錢其實變少了  高價品與廉價品混搭出平民奢華 (Masstige)  追求更高利潤,必須靠品牌  在網路虛擬世界要 大聲夠  永續發展與企業社會責任愈來愈重要  消費者勢力變大,蝴蝶行為出現  亞洲設計與文化影響力愈來愈大  新市場崛起: BRICs Source: Worth Global Style Network , 2006
  7. 7. 7 7 ZARA’s Business System- 1 Source: www.cleverpresentations.com Design Sourcing & Manufacturing Distributing Retailing MIS
  8. 8. 8 8 ZARA’s Business System- 2 Source: www.cleverpresentations.com
  9. 9. 9 9 Brand Position Source: Inditex Price + Price - Fashion +Fashion - Benetton GAP Pull & Bear Massimo Dutti ZARA Stradivarius H&M Bershka 高級時裝
  10. 10. ZARA 策略草圖 10Source: 竹一組整理 Link customer demand to manufacturing, and link manufacturing to distribution. That’s is the idea we still live by. ~ Jose Maria Castellano Rios, Inditex ex-CEO
  11. 11. 11 11 消除→提升→減少→創造 Source: 竹一組整理
  12. 12. 12 12 Competing on Resources
  13. 13. Competing on Resources 13Source: 竹一組整理
  14. 14. 14 14 Lesson & Learned  Fast fashion and affordable →smart shopper  Creating new trend →Business 2.0  Understand customers’ need from BI & QR  Channel Strategy  International expansion  Flag store- image & market tester  Store management  Controlling the key element of the value chain to minimize risky loss (ex. dying)  Buy it NOW  Stimulating sales  Reducing inventory risk
  15. 15. 15 15 Questions/ Challenges?  In-House or Out-sourcing  Production/ Logistics  BI  Centralized → decentralized?  How’s the new markets’ fashion sensitivity  cost growth is exceeding its sales growth at the moment  How to maintain the lean logistics as the company grows
  16. 16. 16 16 Year after year, this building is being shaped, in which the most significant data is not the total number of stores, but instead, - and this is my personal belief- each of them individually and each of the persons working in them who, with their initiative and perseverance, are the sole tangible reality of the so-called Inditex “business model” Amancio Ortega Gaona Chairman of Inditex, 2007
  17. 17. 17 17 Appendix
  18. 18. 18 18 Value Chain-Apparel Industry Source: 現代服裝產業運營 , 中國紡織出版
  19. 19. 19 19 未來影響成衣 業的重要因素產  合併、聯盟與重組——  大供應商的合併成為潮流  紡織成衣大型企業將合併——  透過合併產生的大型企業大多位於中國大陸、香港 和地中海地區。  速度和誠信是成功的關鍵  利用新科技解決資源不足問題  中國大陸與印度將成為重要消費市場  紡織專業技術人才將流向主要供應國——  主要生產基地對於産品研發及高階的設計製造技術 需求大增,因此大量專業技術人才將流向開發中國 家。  傳統供應商扮演角色將重新定義——  零售商和買主除保留對銷售規劃和零售業務的控制 權外,把客戶需求預測、設計、生産、庫存和物流 等其他流程全數外包給供應商。 Source: Worth Global Style Network , 2007

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