ZARA: Analysis of Sustainable Fashion and Fast Fashion

Module: Inquiry-Based Learning
Tutor name: Sarah Sheikh
Student: Daiana Bianca Tent
BNU: 21918365
COMPANY: ZARA

List Of Contents
1. Introduction ……………………………………………………………………………….
2. Background ……………………………………………………………………………….
3. Analysis of primary research, SWOT and Porter’5 Forces analytic tools ...............
4. Recommendations……………………………………………………………………….
5. References………………………………………………………………………………..
6. Appendix…………………………………………………………………………………..

1. Introduction
The pandemic has changed everything about how we live, eat, and shop. During the crisis,
the retail industry for clothes, home goods, and food played a big role in feeding the country,
and it will continue to do so in the future. The retail and food industries were really hurt by the
Coronavirus. To meet the new health and safety rules and basic customer needs and
expectations, retailers had to change how they do business and still do. This started with
masks, which kept people apart socially and physically, limited the number of customers and
employees in stores, increased the number of contactless transactions, sped up service, and
so on.
The ZARA brand started in Spain, but it is now sold in more than 100 countries. Its specialty
is fast fashion, and it sells clothes, accessories, shoes, makeup, and fragrances. The
company's main office is in Arteixo, which is near A Corua in Galicia. It is the biggest
company in the Inditex group. By 2020, it will have added about twenty new product
categories each year.
2. Background
Zara is now one of the most successful fashion retail brands, with sales of $21.9
billion and a brand value of $14.7 billion in 2020. Men, women, and children can buy
clothes, shoes, and accessories from this brand. With the merger with Zara Home, it
has also started selling textiles. The company is a leader in the international fashion
business. It has about 3,000 stores all over the world and is present in 96 countries.
Zara is Inditex's first and best-known brand. Over 176,000 people work for Inditex's
subsidiaries, which include Bershka, Pull&Bear, and Massimo Dutti, just to name a
few. "Give customers what they want and get it to them faster than anyone else" is
one of Zara's main goals. These goals are to be beautiful, clear, useful, and long-
lasting.
Sustainable Fashion
"Sustainable fashion" was coined in the 1960s when consumers became aware of
the environmental damage caused by clothes manufacturing and demanded that the
industry improve its practices (Jung and Jin, 2014). Sustainable fashion encourages
workers across the supply chain and uses standard manufacturing methods like

recycling and reuse in unique concepts (Johnston, 2012). It supports domestic
manufacturing, long-term connections, and honesty, which might lead to ecologically
beneficial fashion (Ertekin and Atik, 2014). These motivations increase the
complexity and difficulty of mobilising a sustainable way methodology: businesses
and enterprises manufacturing and distributing clothing increase a willingness for
style, widening the attitude-behaviour gap among purchasers who, while ideally keen
to purchase sustainability initiatives, often don't follow through due to their
aspirations. In a successful environment, producers must lower prices and
sometimes expenditures. Clark (2008) believes that sustainable fashion is a paradox
since fashionable indicates a product is always in and out of style, contradicting
sustainability's emphasis on the long term.
Fast Fashion
Fast fashion is making fast modifications in a limited amount to capitalise on high
sales volume. The rapid renewal time, restricted suppliers, and competitive prices
reduce customers' stock level worry by increasing food deterioration and exclusivity.
That pressures buyers to buy their desired things quickly. A well-designed store
encourages customers to buy instantly (Byun and Sternquist, 2011). Fast fashion is
based on a corporate strategy that quickly meets customer expectations, backed by
strong merchandising and control systems, and powered by different apparel
consumer-led enterprises like eCommerce. However, the sector has received
increased criticism over the company's harsh labour practises, including
transgressions like required compensation and workplace regulations like
unauthorised employing contractors, which threaten the company's longevity
(Hammer and Plugor, 2019). Budget, durability, and start-up speed are fashion
industry criteria. The firm sold cheap, basic items that could be returned within two
days.
The impact of Covid-19
The unexpected spread of Covid-19 was declared an epidemic by the World Health
Organization in March 2020. Many countries throughout the world have already
taken strong preventative measures in response to the outbreak, and many more are
expected to do the same. Fear would have spread across the sector as this sudden
pandemic severely disrupted both the regular operations of businesses and people's