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  • Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia, and founded

  • in 1975 by Amancio Ortega and Rosalía Mera. It is the flagship chain store of the Inditex

  • group, The world's largest apparel retailer, the fashion group also owns brands such as

  • Massimo Dutti, Pull and Bear, Uterqüe, Stradivarius and Bershka.

  • It is claimed that Zara needs just two weeks to develop a new product and get it to stores,

  • compared to the six-month industry average, and launches around 10,000 new designs each

  • year. Zara has resisted the industry-wide trend towards transferring fast fashion production

  • to low-cost countries. Perhaps its most unusual strategy was its policy of zero advertising;

  • the company preferred to invest a percentage of revenues in opening new stores instead.

  • This has increased the idea of Zara as a "fashion imitator" company and low cost products. Lack

  • of advertisement is also in contrast to direct competitors such as Uniqlo and United Colors

  • of Benetton. Zara was described by Louis Vuitton Fashion

  • Director Daniel Piette as "possibly the most innovative and devastating retailer in the

  • world." Zara has also been described as a "Spanish success story" by CNN.

  • Origins and history Amancio Ortega opened the first Zara store

  • in 1975 in a central street in downtown La Coruña, Galicia, Spain. Ortega named his

  • store Zorba after watching the classic film Zorba the Greek, but apparently there was

  • a bar that was called the same, Zorba, two blocks away, and the owner of the bar came

  • and said, "this is going to confuse things to have two Zorbas." They had already made

  • the molds for the letters in the sign, so they just rearranged them to see what they

  • could find, and they found Zara. The first store featured low-priced lookalike products

  • of popular, higher-end clothing fashions. The store proved to be a success, and Ortega

  • began opening more Zara stores throughout Spain. During the 1980s, Ortega started changing

  • the design, manufacturing, and distribution process to reduce lead times and react to

  • new trends in a quicker way, in what he called "instant fashions". The company based its

  • improvements in the use of information technologies and using groups of designers instead of individuals.

  • In 1980, the company started its international expansion through Porto, Portugal. In 1989

  • it entered the United States, and in 1990, France.

  • This international expansion was increased in the 1990s, with Mexico, Greece, Belgium

  • and Sweden, etc. until reaching its current presence in over 73 countries.

  • Zara stores are company-owned, except where local legislation forbids foreigner-owned

  • businesses; In those cases, Zara franchises the stores.

  • Products As of 2007, Zara stores have men's clothing

  • and women's clothing, each of these subdivided in Lower Garment, Upper Garment, Shoes, Cosmetics

  • and Complements, as well as children's clothing. Currently their sizing on women's clothing

  • goes to a US size 12 or a UK size 14 . Manufacturing and distribution

  • Zara is a vertically integrated retailer. Unlike similar apparel retailers, Zara controls

  • most of the steps on the supply-chain, designing, manufacturing, and distributing its products.

  • Zara set up its own factory in La Coruña in 1980, and upgraded to reverse milk-run-type

  • production and distribution facilities in 1990. This approach, designed by Toyota Motor

  • Corp., was called the just-in-time system. It enabled the company to establish a business

  • model that allows self-containment throughout the stages of materials, manufacture, product

  • completion and distribution to stores worldwide within just a few days.

  • Regarding the design strategy, an article in Businessworld magazine describes it as

  • follows: "Zara was a fashion imitator. It focused its attention on understanding the

  • fashion items that its customers wanted and then delivering them, rather than on promoting

  • predicted season's trends via fashion shows and similar channels of influence, which the

  • fashion industry traditionally used.

  • 50% of the products Zara sells are manufactured in Spain, 26% in the rest of Europe, and 24%

  • in Asian and African countries and the rest of the world. So while some competitors outsource

  • all production to Asia, Zara makes its most fashionable itemshalf of all its merchandiseat

  • a dozen company-owned factories in Spain and Portugal, particularly in Galicia and northern

  • Portugal where labour is somewhat cheaper than in most of Western Europe. Clothes with

  • a longer shelf life, such as basic T-shirts, are outsourced to low-cost suppliers, mainly

  • in Asia and Turkey. Zara can offer considerably more products

  • than similar companies. It produces about 11,000 distinct items annually compared with

  • 2,000 to 4,000 items for its key competitors. The company can design a new product and have

  • finished goods in its stores in four to five weeks; it can modify existing items in as

  • little as two weeks. Shortening the product life cycle means greater success in meeting

  • consumer preferences. If a design doesn't sell well within a week, it is withdrawn from

  • shops, further orders are canceled and a new design is pursued. Zara relies on sophisticated

  • information technology, such as PDAs with wireless transmission capabilities, in the

  • hands of store managers, to monitor customers' fickle fashion changes. Zara has a range of

  • basic designs that are carried over from year to year, but some fashion forward designs

  • can stay on the shelves less than four weeks, which encourages Zara fans to make repeat

  • visits. An average high-street store in Spain expects customers to visit three times a year.

  • That goes up to 17 times for Zara. On September 6, 2010, Financial Times reported

  • that Inditex launched the first online boutique for its best-selling brand Zara. The website

  • will begin in Spain, the UK, Portugal, Italy, Germany and Francesix countries that are

  • among the most important of the company's 76 markets. When asked about the company's

  • late arrival to internet retailing, Pablo Isla, chief executive, said they have been

  • waiting for online demand to build before launching into cyberspace. All items on sale

  • at its Zara outlets would be available online and at the same prices. Customers can choose

  • from the usual range of paying methods and opt either for a free store pick-up or paid-for

  • postal delivery. The online return and exchange policy is identical to the store system, with

  • shoppers given 30 days to change their minds. Queries will be handled by customer service

  • operators or via e-mail or chat messaging. Inditex said that iPhone and iPad applications

  • that allowed purchasing would soon be available. On November 4, 2010, Zara Online extended

  • the service to five more countries: Austria, Ireland, the Netherlands, Belgium and Luxembourg.

  • Online stores will begin operating in the United States and South Korea in 2011. The

  • simple website allows shoppers to filter a search for garments by; type of garment, colours,

  • sizes, prices, reference number, etc. Customers can view products in precise detail from different

  • angles and use a SuperZoom feature to get an exceptional close-up look at the details

  • of each item. In 2011, Zara entered the Australian market

  • with a three story, 1400sqm store in the Westfield Sydney complex opened on April 21, 2011 and

  • a second three story 1800sqm store at Bourke Street Mall Melbourne which opened on 15 June

  • 2011. Zara will open its third Australian store in November 2011 at Burnside Village

  • Shopping Centre in Adelaide, South Australia. It will be Australia's largest at 2,300sqm,

  • and modelled on the design of their Fifth Avenue, New York store.

  • In November 2011, Zara entered the South African market with a flagship store in the upmarket

  • suburb of Sandton, in Sandton City Shopping Complex, Johannesburg. In March 2012, Zara

  • opened their second store in South Africa, at Gateway Theatre of Shopping in Durban.

  • Later in 2012, a third store was opened in Cape Town at the Victoria & Alfred Waterfront

  • mall. Toxic-free production

  • In 2011, Greenpeace started a dialog with Zara to ban harmful toxins from the clothing

  • production. In November 2012, Greenpeace published the "Toxic threads: the big fashion stitch-up"

  • report, in which Zara was identified as the worst polluter. In 6 of the 10 clothes that

  • were examined, nonylphenol ethoxylates were found, and in 2 cases cancer-inducing amines

  • from azo dyes were found. After this publication, Zara was chosen as an example as biggest retailer

  • in the world to raise awareness. Multiple protests were held at Zara shops all over

  • the world, demanding Zara to come up with an ambitious plan to detox its clothes and

  • value chain. After 9 days of intense public pressure, Zara

  • decided to switch to a fully toxic-free production. The fashion retailer promised to stop discharging

  • toxins for its clothing production, which also affects 7 other brands in the Inditex

  • Group: Pull & Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Üterque.

  • Some of the most damaging toxins will be refrained of earlier, for example PFC's will be banned

  • by 2015. Zara also promised to make information about its suppliers discharging of toxins

  • publicly available for at least 100 suppliers by the end of 2013. With this commitment,

  • Zara follows Nike, Adidas, Puma, H&M, Marks & Spencer, C&A and Li-Ning, who implemented

  • a Detox-policy as well. Human rights concerns

  • Sweatshops On August 16, 2011, a Brazil television show

  • called A Liga accused the company of using suppliers who were running sweatshops for

  • their outsourced production. On August 17, 2011, the Regional Superintendency of Labour

  • and Employment of São Paulo, Brazil, closed a factory that produced Zara's clothing for

  • its poor labour conditions. Bolivians were brought illegally to Brazil, locked in small

  • apartments and sewed clothes for 12–14 hours a day. They could not leave the apartment

  • without the consent of the supervisor and didn't have hot water for taking showers or

  • food for lunch. The Bolivians earned about 1 USD for each dress they sewed, although

  • the retail price in Brazilian stores was about 70 USD for the same dress. Many of the workers

  • were forced into paying their wages to human traffickers who had smuggled them into the

  • country. In a statement, Zara’s representatives said

  • that the accusations of slave labour made against the retailer represent a “serious

  • breach in accordance with the Code of Conduct for External Manufacturers and Workshops of

  • Inditex.” They also countered that all factories responsible for unauthorized outsourcing have

  • been asked to regularize immediately the situation of the workers involved. “The Inditex group,

  • along with Brazil’s Ministry of Work, will strengthen the supervision of the production

  • system of all its suppliers in the country to ensure that such cases do not occur again.”

  • After the 2013 Savar building collapse, Zara's parent company Inditex with other retailers

  • signed the Accord on Factory and Building Safety in Bangladesh.

  • Shop staff abuse On March 21, 2012, the Swedish investigative

  • journalism television program Uppdrag Granskning reported stories of 25 Zara employees, both

  • shop managers and staff, that testified about severe abuse and terror against Zara employees

  • in Sweden and Europe. Zara's representative responded that the company will investigate

  • and solve these problems. The union of shop workers, Handels, responded that Zara had

  • promised improvement and was breaking its legal agreements and Unionen, which organises

  • white-collar workers such as shop managers, called Zara's management style "management

  • by fear". Stores

  • There are over 2,000 Zara stores located across 88 countries. Some Zara stores operate as

  • Lefties stores instead of Zara, a brand for low-cost fashion.

  • The number of Zara stores in each country, as of April 30, 2014:

  • References

  • Ferdows, K., M.A. Lewis, J.A.D. Machuca. 2004. "Rapid-fire fulfillment". Harvard Business

  • Review, 82(11) Butler, Sarah. "Zara's owner bucks the economic

  • gloom to outgrow Spain's retail banks". The Observer

  • External links Official website

  • Zara on Facebook

Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia, and founded

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ザラ (Zara (retailer))

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    黃思芸 に公開 2021 年 01 月 14 日
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