Case Study- ZARA: Fast Fashion

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策略管理個案研討
ZARA
Sandra
2008.11.16

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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

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Reinforce Business System
Before
Now
Source: Inditex

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Apparel Industry

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Global Apparel Chain
Source: HBR 中文摘要

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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

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ZARA’s Business System- 1
Source: www.cleverpresentations.com
Design
Sourcing &
Manufacturing
Distributing
Retailing MIS

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ZARA’s Business System- 2
Source: www.cleverpresentations.com

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Brand Position
Source: Inditex
Price +
Price -
Fashion +Fashion -
Benetton
GAP
Pull &
Bear
Massimo Dutti
ZARA
Stradivarius
H&M
Bershka
高級時裝

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

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消除→提升→減少→創造
Source: 竹一組整理

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Competing on Resources

13. Competing on Resources
13Source: 竹一組整理

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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

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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

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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

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Appendix

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Value Chain-Apparel Industry
Source: 現代服裝產業運營 , 中國紡織出版

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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