case zar av2-20081116
TRANSCRIPT
1 1
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