case zar av2-20081116

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策略管理個案研討ZARA

Sandra2008.11.16

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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

ZARAStradivarius

H&M

Bershka

高級時裝

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

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 GaonaChairman 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