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Conceived To Make What We Sell Vs. Sell What We Make

By end of 2007, Zara is probably the world's fastest growing retailer with over 3,100 stores around the world in 70 countries (four times the 2000 figure). In March 2006, the group overtook Sweden's Hennes & Mauritz to become Europe's largest fashion retailer.

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Conceived To Make What We Sell Vs. Sell What We Make

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  1. By end of 2007, Zara is probably the world's fastest growing retailer with over 3,100 stores around the world in 70 countries (four times the 2000 figure). In March 2006, the group overtook Sweden's Hennes & Mauritz to become Europe's largest fashion retailer. Described by Louis Vuitton fashion director Daniel Piette as "possibly the most innovative and devastating retailer in the world".

  2. Conceived To Make What We Sell Vs. Sell What We Make • The Concept of the Right Product, in the Right Place, at the Right Time, for the Right Price • Pioneered New Style of Quick, Custom-Made Retailing—”Cheap Chic” or “Retail at the Speed of Fashion” • Cutting Edge Design; Multiple Inputs • Live Collections designed, sourced, manufactured, distributed, sold in 2 weeks • State of the Art Factory and Logistics • No “Marketing,” Advertising, or Promotion, Just WOM and RB • Store Fronts and Location are Medium of Brand Development and Engagement • Geographic Price Policy • Foster Climate of Scarcity and Opportunity • Speed, Customization, Information Technology • Continuous Exchange of Data from stores to multilingual design, mfg, operations staff at HQ • Key to Growth: Finding the Right People with Right Mindset • Rejects orthodoxy of globalization: culture matters, manufacture and distribution from multiple locations determined by total cost analysis. • Power of Consumers

  3. Visionary Management Product Market Analysis Innovative Strategy Superior Firm Performance The Gen Mgt/Business Policy Model of Corporate Strategy • Two anomalies—markets are not always perfectly competitive and some firms consistently outperformed industry averages—suggest industry structure is not necessarily deterministic of firm performance. • Firm performance is function of bright, motivated managers and their keen sense of developing innovative products for new and existing markets. • So, “SCP” matters, but visionary leaders develop innovative ideas and built better companies that outperform their counterparts.

  4. Building Blocks of a Business Design Post-Sale Service Sales and Marketing Core Competency Executive Talent Research & Development Targeted Customer Products & Services Production Agent Relationships Firm Infrastructure Management Processes Profit Margins Inbound Logistics Distribution Logistics Wildcard Technology Platform

  5. Targeted Customers Coordination Configuration Products & Services Business Processes Distribution & Outbound Logistics Core Competency Profit Margins

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