Running Head: Zara Case Study 1

Zara: The Spanish Retailer Goes to the Top of World Fashion

Case Study

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 Running Head: Zara Case Study 2

Table of Contents
Introduction .................................................................................................................................................. 3
Zara’s Internationalization ............................................................................................................................ 4
Introduction .............................................................................................................................................. 4
Internationalization................................................................................................................................... 4
Conclusion and Recommendation ............................................................................................................ 7
Competitive Strategy of the big three world market leaders ....................................................................... 7
Introduction .............................................................................................................................................. 7
Competitive Strategy ................................................................................................................................ 7
Conclusion and Recommendation .......................................................................................................... 11
Advantages and Disadvantages of Zara’s multi-brand store strategy ........................................................ 11
Introduction ............................................................................................................................................ 11
Advantages:............................................................................................................................................. 11
Disadvantages: ........................................................................................................................................ 12
Conclusion and Recommendation .......................................................................................................... 13
Introduction: ........................................................................................................................................... 13
How Zara deals with ‘risk of cannibalization’ through its multi brand strategy: .................................... 14
Conclusion and Recommendation .......................................................................................................... 15
Advantages and Disadvantages of going into joint venture with Tata ....................................................... 15
Introduction ............................................................................................................................................ 15
Advantages:............................................................................................................................................. 16
Disadvantages ......................................................................................................................................... 16
Recommendation and Conclusion of Tata and Zara Collaboration ........................................................ 17
Conclusion ................................................................................................................................................... 17
Recommendation........................................................................................................................................ 17
Bibliography ................................................................................................................................................ 18
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Zara Case Study

Introduction

Thisreport is based on the case study of Zara, which is a Spanish brand which specializes in clothing and

accessories. This retailer was founded in 1975 by Amancio Ortega and RosalíaMera. It is the flagship

chain store of the Inditex group which is the world's largest apparel retailer(Tungate, 2005). This fashion

group also owns brands such as Massimo Dutti, Pull and Bear, Uterqüe, Stradivarius, Oysho and Bershka

[www.inditex.com]. Zara was expressed by Louis Vuitton Fashion Director Daniel Piette as "possibly the

most innovative and devastating retailer in the world." It has also been expressed as a "Spanish success

story" by CNN.

According to CNN, this retailer brand has turned control over clothing factories into a competitive

advantage. This company not only sells garments but also designs and fabricates them. It has, in no way,

run any marketing campaign, yet has more than 1,000 stores globally. As it manufactures the garments

itself, it can respond quickly to varying market trends. Whereas others, including rival companies, Gap

and H&M, take around nine months to launch new collections into their shops. Zara takes just two to

three weeks and is ahead in the game.

Through this report the business model of the company and its structurewill be discussed in detail. This

report will also highlight the major aspects of the company in depth by answering the questions and also

analyzing those questions properly.Next, focus will be on the internationalization, brand portfolio, joint

venture and competition with the big firms in the global market that has a huge impact on the

operations of Zara. Lastly, the success of Zara will be discussed with reference to different authors and

their perspectives and theories which will give its deep understanding. Moreover, recommendations will

be provided for future prospects of Zara.

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Zara’s Internationalization

Introduction
Inditex Group is one of the most successful businesses present and Zara is one of the biggest fashion

retailers present in the world. Starting from Spain, spreading across similar territories, Zara is now a

global household name with 1830 stores in place. Zara’s penetration and internationalization is quite

commendable, if nothing; taking a Spain based brand worldwide with the same amount of dedication

and success.

Internationalization
Brown and Burnt (1992) stated that, “one view of internationalization is that based on the transfer of a
retail brand, with its associated image for consumers across national borders.” The process of
Internationalization can be described as “the process of increasing involvement in international
operations”. (Welch and Luostarinen, 1988). The process essentially involves the adaption of firm
operations like strategy, structure, resources etc. to perfectly fit the international environments.
Furthermore, the degree of internationalization can be measured as foreign sales relative to total sales.
(Welch and Luostarinen, 1988).

One of Zara’s greatest contributors to success is the fast fashion theory. Fast fashion is defined as “a

business strategy that aims to shrink the processes involved in the buying cycle and lead times for

getting new fashion products into stores, in order to satisfy consumer demand at its peak”(Barnes &

Greenwood, 2015). The internationalization of Zara seems to follow the classic “stage model” by firstly

entering socially close markets before taking open doors in more inaccessible markets. This worldwide

development was activated by both push and draw elements. Contrasted and the opposition, Zara has

three qualifications:

 Vertical combination to accomplish a speedier turnaround time;

 Utilizing establishment and joint endeavors for fast extension;

 Running Head: Zara Case Study 5

 Utilizing store as the principle instrument for advancement with little to spend on advertising

and promotions.

The Uppsala model is a theory that explains how firms intensify their activities in the market. Firms first

pick up experience from the home market before they move to outside business sectors; firms begin

their remote operations from socially and/or geographically close states and move step by step to

socially and geologically more far off areas; firms begin their remote operations by utilizing conventional

fares and progressively move to utilizing more escalated and requesting operation modes (deals

backups and so forth.) both at the organization and target nation level. The same model also fits into

Zara’s scenario too. The first step was to set up and get a good local handful experience and credibility in

their own region and then a steady movement to nations that were closer to them regionally as well as

culturally so the market dynamics were somewhat the same and gained experience from there. Then

moving to more areas and franchising and strategically aligning with companies familiar with their areas

and managing their distribution and sales accordingly till you gain a proper grasp of the area and the

retails there.

Zara's pace of internationalization can be partitioned into two stages: cautious development period

(1988-1996) and forceful extension period (1998 and onwards). In period from 1988-1996 Zara generally

extended to psychically close markets, for example, Portugal (1988), France (1990), Mexico (1992),

Greece (1993), Malta (1995) and Cyprus (1996). In any case, the second outside business sector Zara

extended to was psychically far off nation USA (1989). Amid the time of mindful development, Zara

included stand out or two nations for each year to its business sector portfolio accordingly progressively

securing outside business sector learning. Until 1998, Zara opened 107 stores abroad and was available

in 10 markets (Annual Report, 1998). Long household market entrance period before first extension

abroad and starting development to nations with low psychic separation is regular for conventional
 Running Head: Zara Case Study 6

organizations that receive customary internationalization design by bit by bit extending to outside

business sectors. From year 1997, Zara began to extend abroad forcefully. Around then, Zara had as of

now increased profitable involvement in global environment. Hence, advance extension was performed

all the more quickly by entering showcases that are more removed and opening a bigger number of

stores.

According to (Mo, 2015), Zara’s vertical integration grants them great opportunity; since being its own

supplier, designer and distributor, the hassle for Zara minimizes and operations become smoother and

faster which also runs in favor of them to work internationally because good operations are vital for a

firm. Zara’s main competition being Gap and H&M, they don’t focus much on them since their trends

and operations and research are way ahead of them, as Zara has a new fashion stock delivered every

week and goes on sale as soon as it’s made and discontinued for a new line which is also a success

contributor. Zara ś creation cycle begins with clients’ ́ judgments on the new plans of garments and the

data gathered by staff individuals who go to urban communities, watching individuals in the city,

productions and going to the venues that are frequented by their potential clients (Fabrega, 2004). A

major contributor to their internationalism is also the joint ventures that they practice in foreign

markets, Zara moved from reluctance growth to cautious growth and to aggressive, where the joint

ventures come in, a co-operative strategy in which the manufacturing facilities and know-how of the

local company are combined with theexpertise of the foreign firm in the market, especially in large,

major and competitive markets where it is difficult to acquire property to set up retail outlets or where

there are other kinds of obstacles that require the co-operation with a local company (Camuñas, 2003).

Zara ś franchises follow the same business model as the own subsidiaries regarding the product, store

location, interior design, logistic, human resources, etc. However, they are responsible for investing in

fixed assets and recruiting the staff. The recruiting of staff also plays a vital role since they focus on

geocentric policies and working for the customers to feel welcomed and at home.
 Running Head: Zara Case Study 7

Conclusion and Recommendation

Zara’s internalization strategy has worked well for them and gets Zara in the league of exquisite retailers

amid its competitors; H & M and Gap to be named. Their integration and strategies are also to be

noticed as for who among them could emerge as the next market leader, in the global retail sector.

Therefore, Zara should keep on considering the integration factor and joint ventures for

internationalization. They are thinking about joint venture with Tata which must be monitored and

applied.

Competitive Strategy of the big three world market leaders

Introduction
The difference between a company and its competitors matters to customers. That difference forces

competitors to transform their business just to compete is a competitive strategy (Gartner, 1985). Firms

that fight for the edge are usually in the race to be market leaders; such is the case for Gap, H & M and

Zara, for retailing. Worldwide retailers characterize systems intelligent with nearby societies and

customs, as additionally create items fixated on globally diffused items. In this viewpoint, private marks

get to be central for such techniques to the extent they contribute straightforwardly to store devotion

solidification and in a roundabout way, to retailers brand value support. In addition, private name items

demonstrate the retailer's sensibility before nearby client's needs and inclinations.(Gnecchi, 2013).

Competitive Strategy
Zara faces major global competition from H&M and Gap. Gap is American clothing and accessory retail

brand while H&M is a Sweden based clothing retail brand.

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Company GAP H&M ZARA

Product They have garments for The product for H&M For a product, one of the

men and women, as well started only for female major strength of the

as shoes and accessories clothing as Hennes that company is that it is able

that range in all sizes for changed to both the to respond very quickly to

them genders later on – clothes, the changing needs of the

accessories, shoes and customers. The company

perfumes. does not source its

manufacturing process,

making it fully in control

of the products it

produces. Its unique

selling preposition is to

imitate or create the

latest trends, for men and

women, even accessories.

Price They have a moderate With a specific end goal to Because the concept of

wholesale price zone. suit numerous clients Zara is to provide its

Odd, multiple-unit, and needs H&M use web products at a reasonable

high/low pricing. advertising's more price to its customers, it

Women’s $16 tank top, extensive scope of items follows that customers

$65 jeans, $200 handbag. to offer an extensive find its prices quite

Men’s$20 T-shirt, $35 variety of costs on their affordable, making is

polo, $85 jeans merchandise people centric.

(tentatively).

Place They have almost 1500 Due to internet marketing Zara is very unique and
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locations spread across 5 H&M can now reach wider one of the things that

countries markets where they don’t make it a stand out brand

even have a store on a is the fact that it is a

high street. 2206 locations vertically integrated

retailer. And that too to

be present almost

worldwide being a major

player in the global

retailing market.

Promotions Heavily promoted Very heavily promoted Not promotion focused

Profit 11,280 Million (pounds) 14,842 Million (pounds) 3,793 Million (pounds)

Employees 132,000 67,000 109,000

Number of stores 3100 stores 2206 stores 5500 Inditex, 1830 of Zara

The competitive strategy for Gap remains for urban clothes and apparel for men and women with a

giant chunk of its operations in America only.

4 Ps: They have garments for men and women, as well as shoes and accessories that range in all sizes for

them. They have a moderate wholesale price zone: Odd, multiple-unit, and high/low pricing of

Women’sclothing. They have almost 1500 locations spread across 5 countries and heavy promotions

with activations and advertising and billboards.

H&M on the other hand has 100 in house designers with special guest designers in seasons like Karl

Lagerfeld, Lanvin and Madonna who design special collections. They have a heavy expansion plan and

association with fashion designers and a lot investment in advertising with centralized distribution. Their

competitive strategy functions of centralized supply chain, and strong e-commerce(Willems et al., 2012).
 Running Head: Zara Case Study 10

4Ps: The product for H&M started only for female clothing as Hennes that changed to both the genders

later on – clothes, accessories, shoes and perfumes. With a specific end goal to suit numerous clients’

needs H&M use web advertising's more extensive scope of items to offer an extensive variety of costs

on their merchandise.

However to suit the clients who have more discretionary cash flow H&M likewise offer more premium

items. Due to internet marketing H&M can now reach wider markets where they don’t even have a

store on a high street. This helps H&M meet the customer’s needs as they can provide their service to 3

times as many countries due to internet marketing, however they 2206 total stores worldwide, the

promotions are heavily campaigned throughout the time with use of designers and celebrities and

advertising.

Zara here has the best edge because of its vertical integration and new product line every two weeks

which increases footfall and sales around the world, and the global presence with same roots and

geocentric approach appeals to the customers.

Zara has the potential to be the global leader looking at their current approach and worldwide presence,

what they can do to ensure this is to continue with the vertical integration and new fashion line supply

every other week and design products geographically needed too, as per their region and culture too,

not going beyond their lines but to attract the region. Also to penetrate in India with Tata’s joint venture

since Asia is a market with whole lot of potential. The best way to become a global leader is to continue

with their current strategy(Willems et al., 2012).

4Ps:For a product, one of the major strength of the company is that it is able to respond very quickly to

the changing needs of the customers. The company does not source its manufacturing process, making

it fully in control of the products it produces. Its unique selling preposition is to imitate or create the

latest trends, for men and women, even accessories. Because the concept of Zara is to provide its

products at a reasonable price to its customers, it follows that customers find its prices quite affordable,
 Running Head: Zara Case Study 11

making is people centric. Zara is very unique and one of the things that make it a stand out brand is the

fact that it is a vertically integrated retailer. The focus on promotions is quite low as compared to the

competition but that is considered strength by Zara. They do not advertise nor publish their trends or

any promotional campaigns at any time of the year.

Conclusion and Recommendation

To be a global market leader, a company goes through many developments and Zara is no different.

Zara adopts a multi brand strategy and that too may have its perks and repercussions internally as well

as in terms of franchising and spreading its operations.

Advantages and Disadvantages of Zara’s multi-brand store strategy

Introduction
As sourced by (Kapferer, 1997), Multi-brand strategy is a marketing technique in which two and more

than two similar brands are under the umbrella of one company.

Zara, over the past 30 years has built a wide range of brand portfolio, also known as multi-brand

strategy which has helped it gain competitive edge. It has extended the brand portfolio by development

as well as acquisition of Massimo Dutti (1991), and Stradivarius. According to Inevitable Steps (2015),

marketing of more than two competing as well as identical products of a single organization is called

multi-branding (Sepherteladze, 2015). Zara has this strategy which has advantages as well as

disadvantages:

Advantages:

Firstly, Zara will have a wide range of portfolio of brands which will be effective for brand switchers.

Those, who love to experiment with different brands or are risk takers, will definitely love to try

different brands. They will re-visit and switch brands whenever they feel like to.
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Secondly, Zara lovers will not have fear of trying different brands thus; it will result in increase in sales

and return on investment.

Apart from that, there will be competition between brand managers who will try to achieve efficiency

among their brands and will focus on achieving higher sales than any other brand offered by the same

company. They will innovate and also try to advertise in a different way to target the market relative to

the brands.

If one brand of the company is very successful, it will develop another brand and that, there will be a

trust factor among customers regarding the company. Also, the development of the second brand will

be done without a noticeable expense through the franchise.

Lastly, it will be able to fill the gaps of quality; quantity and price so that, customers think of this

company first and then prefer other companies’ brands.

Disadvantages:

There are risks in creating a multi brand store too and specifically for Zara which has a high risk of

getting the image distorted since this brand is known by masses.

Firstly, according to Custom printed bags and boxes (2013), since the brand range or portfolio is wide,

thus the chances of it failing will increase due to mismanagement. The brands can be mishandled thus

leading to either failure of all the brands or cannibalization which means the success of one brand will

eat other brands. For example, Stradivarius might lead to failure of Massimo Dutti (Custom printed bags

and boxes , 2013).

Another potential problem for Zara is that if one brand is not performing well, it will damage the image

of all the other brands and thus the image of Zara itself. Therefore, every new product must have a
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homework done before launching to the general public or, research findings must be done so that the

management is done properly along with proper monitoring system else, Zara will lose its equity.

Also, the quality might be different of every different brand because of different management system

thus resulting in the damage of reputation of the business. This is very true in every multi-brand store

and this problem has to be solved.

Conclusion and Recommendation

To conclude, Multi-brand strategy will have number of pros and cons which will affect the business of

Zara in a good and bad way however, the major factor will be the risk of cannibalization which will be

discussed next.

However, the company should monitor the brands carefully so that cannibalization does not take place.

Multi-branding strategy is good for different customers as those brands are whatever suits them so

careful research should be done before creating multiple brands along with controlling those brands.

Introduction:
Cannibalization occurs for a company when it introduces a new product that decreases the sales

volume, sales revenue and market share of existing products. Rather than increasing a company’s

market share and capturing new segments of the market, the new product acquires the company’s

existing market share. Zara has a huge line of collection and logically should have been in the risk of

cannibalizing its own market share of products. However, Zara has brilliantly avoided this risk through its

multi brand strategy. In 1991 Zara initiated a multi brand strategy that put the company in risk of

cannibalizing its own market share.

In 1991 Zara initiated a multi brand strategy that put the company in risk of cannibalizing its own market

share.
 Running Head: Zara Case Study 14

How Zara deals with ‘risk of cannibalization’ through its multi brand strategy:
Zara ensures that a new product is differentiated from any existing product by launching that new

product far away from existing product (Igami, & Yang, n.d.).

Inditex created a brand portfolio including brand names that were acquired by other companies and

currently has eight brand stores. These brands include Massimo Dutti, Pull & Bear, etc. Zara has

effectively nullified the threat of cannibalizing their own market share by differentiating all these brands

and their products. The consumer does not see these brand names in a similar category. For instance,

Zara has introduced each one of its brand in a different image to one another. Pull & Bear is viewed as a

brand offering casual clothing, Massimo Dutti is a brand name that offers conventional clothing, Berksha

is another brand of Zara that is viewed by consumers for Avant-Garde clothing, Stradivarius is positioned

as a brand offering trendy clothing, Oysho is a brand offering Lingerie and Uterque is a brand name of

Zara that offers accessories. Zara has positioned each brand name in a different category to minimize

the risk of cannibalizing its own market share.

Secondly, Zara targets different values among the target market in order to capture and cater to

different segments in the market. This is done through targeting different markets when new products

of varying brand names are introduced by Zara. This differentiation is based on age groups, target

market gender and different occasions and events. This helps Zara in entering a new market and

expanding its market share allowing Zara to expand its customer base.

Zara’s different brand target different segments. For instance, Pull & Bear is for both women and men in

the age group of 13 to 23. Massimo Dutti is targeting both women and men I the age group of 25 to 45

and Berksha is a brand targeting both women and men in the age group of 11 to 26.

Also, Zara has differentiated the retail image and its store presentation to minimize threat of

cannibalizing its existing market share.

 Running Head: Zara Case Study 15

When Zara launches a new store for one of its brand names, Zara ensures that the new store is located

far away from any other store offering brands of the company. Retail image and the trust of customers

towards the existing brand names are applied as a tool to minimize the threat of cannibalization of the

existing market share.

Conclusion and Recommendation

As Zara partners with Tata it must ensure that the new products are launched far away from existing

brands of Zara to minimize risk of cannibalization. Also, two strong brands can take advantage of loyal

customer support to ensure that there is a strong demand and preference among all types of customers.

Hence, it can be concluded that Zara is effectively dealing with the risk of cannibalization (Haynes,

Thompson, & Wright, 2013).

Advantages and Disadvantages of going into joint venture with Tata

Introduction
A joint venture is a business agreement in which two or more parties agree to contribute in the equity of

businesses. They have control over the enterprise and also share assets, expenses as well as revenues.

With respect to the case, it a cooperative strategy in which facilities and the expertise of a local

company are combined with the international company and that company is Zara. Joint venture for Zara

is very important since it is planning to operate in India. It has assets however; there are other obstacles

that might create difficulty in operating the company smoothly. The obstacle can be language, culture,

do’s and don’ts(Hall, 1984)..

In 2001, Inditex and Tata Company joined together to form an agreement to open up stores in India

having 51% shares with Zara and 49% with Tata company. Tata Company is among the largest firms in

the world which will be beneficial for Zara however, there are problems too.
 Running Head: Zara Case Study 16

Advantages:

Firstly, Zara will be able to have access to the cheap labor and capital in India with greater economies of

scale. It will reduce its expenses and increase in income since the Asian countries a somewhat brand

conscious. This will be beneficial for India as well as new jobs will be created and that; there will be

more innovative capabilities with an increase in the potential brand portfolio in accordance with the

need of Indian market (Hall, 1984) .

Also, the partnership can make the operations easy due to combine efforts and resources to reach a

market that is difficult to approach specifically due to cultural, legal and lifestyle analysis issues,

Also, the agreement with Tata can avoid cost of litigation in India of affiliation rules along with

government contracting laws will allow companies to use the venture contract for more than one

contract(Gutterman, 2009) .

Disadvantages

The image of Tata will be highly influential on Zara in India and slowly globally since the power of

internet is so strong that the messages can be spread around the world in minutes. If something

unacceptable happens, reason being Tata that will also affect the image of Zara (Watson ,2016).

Secondly, litigation process can be very time consuming and costly due to the venture going into other

country and collaboration with Tata. This can incur expense in terms of time as well as money (Watson,

2016).

Moreover, Hubpages (2013) states that the difference in the cultural values and style can lead to

miscommunication or lack of communication that can highly affect Zara and poor co-operation. Also,

there can develop a lack of responsibility assumed by partners that can lead to business being collapsed

(Hubpages, 2013).
 Running Head: Zara Case Study 17

Another major factor is that there is a difference between the objective of Tata and Zara which lead to

difference in strategies and visions. Activities can also become different leading to poor co-operation

again.

Therefore, there are advantages as well as disadvantages of joint venture for Zara in terms of image,

profitability and Return on investment.

Recommendation and Conclusion of Tata and Zara Collaboration

To conclude, the Pros and Cons will definitely be there, however, the Pros are more since this joint

venture will create so many opportunities for Zara as well as Tata and its economy. Therefore, Zara

should create a joint venture with Tata to gain profits.

Conclusion

To conclude, Zara has a very strong vision and the strategy it is applying is leading to it becoming a

growing firm day by day. Not only that, but Zara has a wide mission of getting into joint venture with

Tata. Moreover, Zara has been successful in focusing on the brands so that it does not cannibalize other

brands of Zara itself. It has taken care of different types of customers and each with different attitude

such as brand switchers or those who are loyal towards a certain product only. Also, the

internationalization strategy according to (Lin, 2012) and integration has enabled it to achieve success

over competitors in terms of cost and quality which is the reason why its demand is high all over the

world.

Recommendation

Zara should continue to focus on the strategies that it is implementing so that it grows day by day by

also capturing the global market and main focus on developing countries as well. The cost strategy that
 Running Head: Zara Case Study 18

it is performing is the best however; it should also monitor the cannibalization in the brand portfolios so

that no customer becomes dissatisfied.

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