Zara's Fast Fashion Success Strategies
Added on 2020-02-23
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Running head: LOGISTICS MANAGEMENTLogistics ManagementName of the StudentName of the UniversityAuthor Note
1LOGISTICS MANAGEMENTExecutive Summary The following report serves the purpose of the identification of the issues in the case of Zara. Theretail fashion store applies a rapid-fire fashion strategy that has enabled the company to becomesuccessful. The report also discusses the fundamental reasons for the success while comparingwith another successful company and an unsuccessful company. The strategy by which thecompany maintains the competitive advantage has also been discussed. The concept ofsustainability has also been explained. The respective business organization is a clothing andaccessories retailer that is based in the Glacia port.
2LOGISTICS MANAGEMENTTable of ContentsIntroduction......................................................................................................................................3Discussion........................................................................................................................................4Business strategy.........................................................................................................................4Application of rapid-fire supply chain.........................................................................................4Reasons for Success.....................................................................................................................5Comparison with Jac and Jack (successful).................................................................................6Comparison with Marcs and David Lawrence(Unsuccessful)...................................................7Competitive advantage and concept of sustainability of Zara.....................................................8Being suitable for other Companies............................................................................................9Conclusion.....................................................................................................................................10Recommendations..........................................................................................................................10References......................................................................................................................................12
3LOGISTICS MANAGEMENTIntroductionThe following report serves the purpose of the identification of the issues in the case ofZara. The retail fashion store applies a rapid-fire fashion strategy that has enabled the companyto become successful. The report also discusses the fundamental reasons for the success whilecomparing with another successful company and an unsuccessful company. The strategy bywhich the company maintains the competitive advantage has also been discussed. The concept ofsustainability has also been explained. The respective business organization is a clothing andaccessories retailer that is based in the Glacia port(Zara.com, 2017). It was established in the byAmancio Ortega Goana in the year 1975. This clothing organization is one of the largest apparelretailers. This particular group of fashion includes brand as the Massimo Dutti, Pull and Bear,Zara Home, Berskha, Oyosho, Uterque and Stradivarius. The clothing retailer uses the variousinformation technologies and different using groups of designers instead of the individuals(Islam, 2016). The Spanish clothing and accessories retailer is ranked along with thirty otherInterbrands in the list of the global brands. The stores keep variety of clothing ranging fromclothing for men, women and children. The various products are supplied based on the trends ofthe consumers (Zara.com, 2017). The clothing retailer has a responsive supply chain, whichprovides for the new products in the stores twice in a week. The stores are located across eighty-eight countries. The brand’s performance is growing every year and there has been an increase inthe revenue that is more than the three-fold generated revenue.
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