Case Analysis: Inditex

Only available on StudyMode
  • Topic: Inditex, Amancio Ortega Gaona, Zara
  • Pages : 12 (3598 words )
  • Download(s) : 29
  • Published : April 26, 2013
Open Document
Text Preview
[pic]

[pic]

[pic]

Cristina Andrés Sánchez (181705)
Alejandra Pérez Marí (181706)
Magdalena Pisciottano Nauar (181328)

TABLE OF CONTENTS

1. INTRODUCTION…………………………………………………………. 3

2.CASE ANALYSIS…………………………………………………………...3

3. GREINER’S AND LEWIS MODELS………………………………….… 6

4. MAIN PROBLEMS IMPLEMENTIG THE STRATEGY…………….... 9

5. ALTERNATIVE SOLUTION…………………………………………….. 11

6. RISKS IMPLEMENTIG THE SOLUTION…………………………….….11

7. PROBLEMS AND ISSUES…………………………………………………11

8.REFERENCES……………………………………………………………….13

9.COMMENTS…………………………………………………………………14 1. BRIEF INTRODUCTION ABOUT THE COMPANY

“Inditex is one of the world's largest fashion retailers, welcoming shoppers at its eight store formats -Zara, Pull & Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Uterqüe - boasting 5.693 stores in 85 markets. The Inditex Group is made up of more than 100 companies operating in textile design, manufacturing and distribution. The group's success and its unique business model, based on innovation and flexibility, have made Inditex one of the biggest fashion retailers in the world. Our approach to fashion – creativity, quality design and rapid turnaround to adjust to changing market demands -- has allowed us to expand internationally at a fast pace and has generated an excellent public response to our retailers' collections. The first Zara shop opened in 1975 in A Coruña, Spain, a city in which the Group first began doing business and which is still home to its headquarters. Its stores can now be found in prime locations in more than 400 cities on five continents.” (Inditex website)

2.ANALYSING THE CASE

|CONTENT-WHAT |PROCESS-HOW | |The main CHANGE that we are going to analyze is in their |They are growing fast and expanding their markets, moreover | |STRATEGY and MISSION while they try to keep the same values |their competitors are also changing their strategies, that is | |and purpose. They are trying to expand their markets and reach|why they had to: | |a bigger number of people, the reason is that Inditex is |REPOSITION their brand; improve the image that the consumers | |growing faster and the competence is also changing |had in their mind, by alliance with the design industry. | | |REACH different TARGET, women older than 45 years with stable | | |incomes. |

As their competitors, H&M and Mango, the company that we chose, Inditex Group, in order to improve their position in the market started to partner with the design industry to create small collections to their own brands, Zara and Bershka. In the case of Zara, Inditex launched an edition of Zara t-shirts and pullovers with the motifs of the American artist, Keith Haring, which nowadays are being sold in Zara stores for 29,95 euros and 16,95 euros. This is not the first time that the group uses this strategy, the first one was in the New York Fashion Week, when Inditex launched a t-shirt collection created by young designers. There is also a beginner couturier who is going to work for the young target of Inditex (Bershka).

Moreover, Inditex sells a shopping bag designed by the Galician José Castro, one of the most acclaimed in the Cibeles last edition.

With these activities, Inditex expect to connect their brands and related their values with the design sector and stay away from the image of big chain, as Mango (main competitor) does. We are focusing on the repositioning of ZARA’s brand, starting to analyze which perspectives drive this change. As we could see from the slides there are ten different perspectives but for this case only three fit.

Firstly, the...
tracking img