Marketing Strategy

ZARA
RAISAH MURADIN
 “Table of Content”

1. Understanding the Company………………………………………..2

2. External Analysis……………………………………………………..5
3. Internal Analysis……………………………………………………...6
4. SWOT Analysis……………………………………………………….7
5. Segmentation, targeting and positioning……………………………9
6. Business Canvas Model………………………………………………13
7. Value Proposition Canvas...................................................................14
8. Marketing mix………………………………………………………...15

9. Future Recommendation……………………...……………………...17

10.Conclusion……………………………………………………………..18

Understanding the Company

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Introduction
Zara is among the most popular fashion retailing brands worldwide, if not the most popular. Zara
strives to foster a responsible enthusiasm for fashion among a broad range of consumers, distributed
across many countries and age groups, with its spectacular debut of the notion of "quick fashion"
shopping since its founding in 1975 in Spain. There are numerous variables that have led to Zara's
popularity, but one of its most important traits, which have helped it become the worldwide fashion
giant it is nowadays, is its opportunity to put customers foremost. Customers are fascinated with Zara,
and they have shaped the firm and the brand's ethos since the inception. Zara sells garments for males
and females, as well as kids clothes (Zara Kids), footwear, and collectibles. Zara TRF is a sub-brand
for younger ladies and kids that offer hipper and occasionally edgier goods.

Figure: “Zara brand logo and Zara’s outlet”

Zara began as a family company in 1975 in central Galicia, in northern Spain, by Amancio Ortega and
Rosala Mera. First ever shop sold low-cost knockoffs of well-known, higher-end clothes and style.
Zara was given to Amancio Ortega since his favorite name, Zorba, already was gone. Zara's attitude
to fashion and operating model gained popularity with the Spanish customer during the next eight
years. As a result, nine additional outlets have opened in Spain's major cities. Zara continued actively
expanding into global markets in the following decade.  Zara stores can now be found in almost every
civilized nation. Zara today has 2,264 outlets in 96 countries, conveniently situated in major cities. It's
no wonder that Zara, which began as a modest shop in Spain, has grown to become the world's
biggest fashion retailer and Inditex's main brand. As per Forbes magazine, Amancio Ortega, the
company's founder, is the world's sixth wealthiest man.

Zara is noted for its quick responses and market-driven designs. Zara keeps up with the current
fashion trends for all generations. The brand has a bold, attractive, honest, and fashionable
personality. These characteristics distinguish the Zara brand from its opponents [ CITATION
Bră08 \l 1033 ]. The characteristics can be noticed in its collections, store decorations, store

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windows, and store locations. Client relationships are built on a foundation of recognized quality and
reasonable costs, concluding in a reasonable exchange of money. This is the kind of engagement the
company wants with its customers. How the Inditex party wants Zara to be perceived, as well as how
the brand differs from its rivals and what it guarantees. Zara caters to an entirely separate audience,
which is regarded as a Zara sub-store. Zara Home caters to the interior design sector. Zara's primary
market, meanwhile, is the retail fashion business. Zara's core market is the males’, females’, and kid's
apparel industry. Zara's target clientele is cost-conscious and hyper-aware of current fashion trends.
Zara do not categorize their audience by age or culture, providing them a considerably larger market
and a competitive advantage over conventional merchants. However, three key rivals can be
recognized when examining at the target demographic and market served.

When looking at the qualities of the company stated above it can be concluded that Zara is a highly
successful company in their field. [ CITATION Fer05 \l 1033 ] That has many achievements since
the establishment of their first store in Spain. This is the main reason the researcher has chosen this
company. it has been a challenging task to add to the marketing plan of such a successful company
however, in the following chapter this will be attempted.

Zara’s Mission Statement: “Give clients anything they want and deliver it quicker than the
competition.” The company's mission statement reveals that they work hard every day to deliver value
to their clients through their services. It also emphasizes that client happiness is their number one
concern. Every year, Zara creates around 12000 patterns. It makes a variety of items, including
apparel (mostly), apparel, shoes, fragrances, and cosmetics. Zara has 2270 locations around the world.
The funding for new shops is based on an unique and distinctive business approach.

Zara’s Vision Statement: “To lead to longer sustainability of civilization and the atmosphere in
which we socialize.” The examination of the firm's statement of vision tells a lot about it. It
emphasizes the concept that company is more than just numbers on a spreadsheet. The corporation
broadens its range of impartiality to include the people and environment with which it engages. Zara
is regarded as one of the world's most environmentally conscious firms. Zara's stores in Spain
generate the majority of their energy from solar and wind power, which is a significant step forward
for the brand. It has also aided the Spanish government in promoting industrial growth in the area,
which has had a significant effect on the economy, resulting in more jobs and consumption.

Zara was named 29th among the finest luxury companies by international brand consultant Inter-
brand in 2019. Its main values can be summed up in four words: elegance, simplicity, function, and
long-term viability. Zara's popularity has been primarily attributed to its ability to maintain with
rapidly shifting fashion trends and incorporate them into its designs with minimal delay. Zara
identified a large market vacuum that few apparel manufacturers had properly addressed from the
start. This was done in order to keep up with the newest clothing styles while also providing clothing

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collections that are both top quality and inexpensive. Each day, the firm keeps a careful eye on how
fashion changes and revolves around the globe. It generates fresh products based on the newest styles
and trends and gets them into shops in a week or two. Almost all other fashion firms, by contrast,
would spend close to 6 months to introduce new concepts and styles to the marketplace.

Zara's creations are only allowed to stay on the retail floor for 4 weeks. This strategy encourages
customers to return to the store because if they were only a week later, all of the items in a specific
style or pattern would've been removed and replaced by a new style. Customers are enticed to revisit
its shops more regularly as the ranges and designs offered by its shops are constantly refreshed. While
Zara is an amazing product peddler, it also capitalizes on the shopping experiences by constantly
providing explanations for people to browse the warehouses and capture the hottest trend lines at
reasonable prices,” Kohan describes, noting that Zara has fostered a customer base that travels about
six times annually, especially in comparison to two to three visits each year for other retail outlets in
the current market[ CITATION DAR19 \l 1033 ].

Competitors Analysis
Zara's primary competitors pose a significant threat. Mango, Gap, and H&M are the brands in
question. Because of its diverse variety of goods categories, Zara may be a challenge to
almost any business. One of Zara's main rivals is The Gap, which sells the same items as Zara
but at lower rates and in less trendy styles. In addition, the company has a global presence.
One of Zara's very dangerous opponents is H&M (Hennes and Mauritz). It has also been fast
to internationalize, allowing it to sell in nations other than its home country of Sweden. In
comparison to Zara, which multitasks worldwide, H&M is more careful when entering new
markets and prefers to approach one state at a time. In order to minimize timeframes and
associated logistical expenses, H&M establishes distribution hubs in their foreign sites.
Another competition to Zara is H&M, which sells stylish clothes that they have created based
on a fusion of international fashion tastes. Mango, a Spanish clothes store, is noted for its
exceptional supply chain and operating model. Mango, like Zara, is a Spanish firm with
around the same network of stores in roughly the same number of countries throughout the
world and a modern past of significant success. All of Mango's stores, like Zara's, are in great
locations, whether in major shopping malls or city-center locations. Mango, on the other
hand, differs significantly from Zara in terms of organizational strategy, as it is founded on a
franchise model, and in regarding the marketing strategic plan, as it mainly relies on
marketing campaigns[ CITATION won14 \l 1033 ].

External Analysis

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Zara is a Spanish firm that mostly works in that country. Working conditions, industry environment,
growing competition, and other contributing elements are discussed in this section. This chapter also
looks at the options available in terms of possibilities and potential dangers in the current climate.
Zara's PESTLE Analysis examines the brand's business strategies. Zara's PESTLE Analysis looks at
how politically, financial, social, and technical (PEST) aspects, as well as legal and environmental
issues, affect its business. The PESTLE Analysis identifies the various extrinsic circumstances that
have an effect on the brand's revenue.

1. Political Aspect

A state's political scene is made up of its administration and political parties. It is a well-known fact
that the government performs a silent but crucial impact on the operation of a firm, as it can help an
industry by adopting policies. Zara's headquarters and a significant distribution center in Europe are
currently located in Spain. Zara needs to gain participation in the democratic support and workings of
other nations in order to explore growth. Zara, on the other hand, can choose to expand its operations
in Europe due to stable economic circumstances. The sector accounted for 74% of the EU's overall
exports, allowing Zara to reach a larger client base across all European nations without having to pay
additional border tariffs, boosting sales[ CITATION MBA19 \l 1033 ].

2. Economical Aspect

Zara has made a conscious effort to deal in a currency union since its inception. Zara is gaining
market share despite many oscillations in the global economy over the previous several years, and is
untouched by the recession. Zara is able to do so because it operates in one of the healthiest
transactions available, as opposed to dollars. Furthermore, before entering a country, it always
assesses and analyses the currency values and economic situation of that nation. Spain's industry and
supply are stable. Zara is a much affordable option as compared to other European manufacturers,
giving it a larger market share than its rivals. A complicated web of lower financial development
across the globe can adversely harm an organization's financial condition. A surge in labor costs or
overall manufacturing costs might put an industry out of business.

Social Environmental Aspect

Zara was subjected to the social impact of Spain because it operates primarily in that country, while
another Inditex firms took care of it. Spain has a long and illustrious history in the arts and design. It
is a popular tourist destination because of the tranquil social context and numerous vibrant cultural
events. Zara's objective of pleasing clients via quality has helped company attract and keep
clients thanks to travel. Zara's policy of often altering its selection and making it accessible at cheaper
costs encourages travellers to buy it in a single trip. Zara, thankfully, is independent of its nation's
cultural influences.

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 3. Technological Effort

Retailers in Spain are constantly updating their technologies. Zara's competitors use cutting-edge
technologies in their production and retail processes. Zara, on the other hand, chose the more ethical
method of presenting its technological advancements by opening environmentally friendly stores.
Simultaneously, it reduced its production process by breaking it down into smaller, easier tasks that
were completed by equipment and then integrated by individuals.

4. Legal Aspect

The Spain government creates rules to aid and encourage the nation's industrial growth. These
regulations give support for securing logistics industry operations. Zara is a firm that places a high
value on morals and sustainability. Their goal is to implement these ideas throughout their whole
entrepreneurial venture as well as their distribution network. Zara and other well-known brands must
adhere to a set of rules. The corporation pays its employees a living wage, for which they have
enacted special legislation. Compliance with regulatory requirements is becoming increasingly
important for the business, and the company has made investments in this area through its supply
chain.

Environmental Problems

The corporate environment is made up of a mix of clients, rivals, and internal corporate elements.
Zara's commercial growth is positive, but it is time for fresh initiatives and cross-border expansion.
Consumers change patterns and tastes frequently, therefore the entire world of fashion is incorrectly
associated with wastage. This can be a big reason why a quick fashion label like Zara gets scrutinized
by buyers. Because today's customers are more environmentally sensitive than ever, firms like Zara
must embrace sustainable practices to avoid unwanted consequences. Zara has been preparing and
getting ready to make all of its stores 100 percent environmentally friendly.

Internal Analysis

Let us evaluate the strategic implementations of Zara based on the concept of Porter’s Three
Generation Strategies. The concept has three sections i.e. segmentation, cost leadership, and
differentiation strategy. Zara is a perfect example of implementing an optimum combination of all
these. The product line of Zara is divided into three major sections; female, male, and kids. But the
extensive characterization of clothes is not being done, like clothes are not characterized differently
for young girls and mid-age women, rather the focus is on providing latest fashion trends, with a high
turnover of 10,000 new designs in a year. Even though it manufactures products as per market’s daily
changing trends, it has developed a system by which it has a low manufacturing cost enabling it to
provide great latest designs at lower prices to the customers.

SWOT Analysis

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The SWOT analysis is made up of four aspects, the first of which is strength, which highlights the
internal characteristics that help Zara develop. This is being investigated in order to capitalize on
existing capabilities in areas where there are opportunities. Zara's flaws, which reflect internal reasons
impeding growth, are examined in this section in comparison to competitors. The potential denotes
external variables that can assist in Zara's development, and the risks denote external things that can
cause issues for Zara or hinder its expansion.

Strengths Weaknesses

 Fast delivery of new trends  Not sustainable in the era of sustainability

 Well known and established brand  Most reliance on physical stores
 Centralized distribution system  controversial website
 Competitive Employee  No channel for consumer feedback

Opportunity Threats

 Pre-owned clothes  sustaibable era

 Personalization  government regulations
 Improve website  Over saturation of markets

Figure: “SWOT analysis of Zara industry”

Zara's offices in Spain handle the manufacturing of various components; the company has flatly
rejected the notion of low-cost exporting. The business has a respectable reputation in the industry for
quality management, but it must now allow its procedures to branch out into new sectors. This should
be done with extreme caution, or the organization may face several questions and uncertainties about
its product regarding human resource management systems. It can, however, succeed in
internationalization through an audio system.

New Opportunities

-Pre-owned clothes: Given the lack of sustainability of Zara in a sustainable era and Zara’s well
establishes customer base hooked by the ability to deliver the latest trends in a timely manner, the
recommendation is that Zara starts pre-owned clothes selling point. Zara has a large customer base
and has gain popularity in the field of delivering the latest trends in a timely fashion. However,
recently people are getting more conscious about the effects of fast fashion on the environment.
According to Data by environmental protection, 13 million tons of textile waste is produced globally.
An average customer throws away 31,75 kilograms of clothing per year. Meanwhile social media and
the fashion trends keep growing. People still want to always show of their new style and keep up with
the latest trends hence the ongoing success of Zara. However, in a changing world it is important to

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adapt to the changes without having to disrupt the core strengths on the Zara. Giving the costumers
the option to bring back their used clothing for a discount on new clothes aids to the sustainable circle.

-Personalization: Collecting data and segmenting the customer base after analyzing the data is
becoming easier than ever before thanks to AI. This allows for providing personalized suggestions to
customers. Zara should capitalize on this technology. Mass customization has become a rising trend in
the 21st century with companies like ikea, nike and car manufacturers making use of this trend. This
trend adds value to the customer experience by not only giving feeling of contribution but also a sense
of unique identity [ CITATION Col11 \l 1033 ]. Mass customization allows a customer to design
certain made-to-order features of a product while still keeping costs closer to that of mass-produced
products. When looking at the main resources of the company previously analyzed in the BMC and
the strengths of the company analyzed in the SWOT. It can be derived that Zara does have the
resources and ability to make this work. This strength in distribution and manufacturing can be
unutilized by adding an extra step of mass customization.

-Improve website: It has been an ongoing problem on the Zara website that shoppers are claiming it
is impossible to shop on the Zara website due to the weird modeling poses. In the past this was not a
problem considering most shopping was done in physical stores and the website was mainly for
promotion or aesthetic purposes. To fit the Zara aesthetic the model like pictures could have worked
in the past. However, now that the online market is growing substantially It is important for Zara to
utilize their website in a way to better show the product, they are trying to promote to be directly sold
form the website. With this it is important show the relevant aspects of the piece of clothing and not
just tries to make a unique photo. The competitors of Zara are doing noticeably better at the online
market. It can also be stated that one of the main strengths of Zara is the fats delivery of new trends.
In the online market this strength can be utilized fully considering the online market relies on fast
deliver[ CITATION Mar14 \l 1033 ]

It can be concluded that based on the strengths and weaknesses assessed in the SWOT there are three
main opportunities that can be explored. However, the opportunity that will be analyzed in this report
is the pre-owned clothes option. Due to the large reach of Zara because this is an innovation to the
way clothes are used and adds new value for customers.

Strategy canvas

Zara's preferred option, as mentioned in the preceding chapter, is pre-owned clothing. To take
advantage of the prospects, it's necessary to first assess the variables on which the industry now
competes and invests. It will also be investigated how much value is currently being offered to buyers.
The strategy canvas will be used to present this summary. When comparing the old and new Zara.

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 Chart Title
6

0
latest trend fast fashion upcycle website personalization

current new

Figure: “Zara strategic canvas”

Four Actions framework

Create Raise
- Opportunity to bring back clothes - Improve the brand name in the
- Opportunity to resuse clothes field of sustainability
- Opportunity to contribute to the - A circular approach
sustainable development - Improve name humanity
- Raise more interest from the
ecologist

Reduce Eliminate
- Environmental footprint
-Sustainable chain ending factor
- Used materials
-Burning clothes
-Trowing away clothes

Figure: “Four Actions Framework”

Segmentation, targeting and positioning

Geographic

This segment is chosen because the used clothes need to be brought to a physical Zara store. For this
reason, it is needed that the target customer lives in one of the 13 countries where Zara has physical
stores operates. According to Statist Zara has physical store in, Spain, France, Russia, Italy, Germany,
Portugal, Turkey, Saudi Arabia, Greece, Belgium, and the Netherlands.

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Psychographic

Psychographic segmentation breaks down your customer groups into segments that influence buying
behaviors, such as: beliefs, values, lifestyle, social status, opinions and activities. By its affordability,
Zara target customers are part of the middle class but especially young adult from 15 to 40 years old.
However, considered the most sustainable class, the middle class will appreciate and easily adopt the
concept of pre-owned clothes to preserve the environment. Therefore, it’s will conduct Zara to
increase their sales make people promote that brand by the word of mouth.

Demographic

Demographic segmentation is the process of categorizing a target market based on factors such as age,
school, and gender. Women's and men's clothing, as well as children's clothing, are sold by the
company. Another differentiating element or demographic that clothes companies use to select their
target markets is age. Because they grasp the concept of pre-owned, Zara designers target young boys
and women. Even when they are stranded at home, shoppers are searching for long-term savings.
Buyers are not only buying pre-owned sustainable gear, which is ecofriendly because it increases the
life of products, but they are also looking to go the extra mile. In other words, fashion firms can use
the pre-owned industry to attract new clients.

Buyer Persona

Figure: “Displays a buyer persona for the ideal consumer to make a clear insight of what the
target segment might seem like”
Positioning statement
Zara's website states that the company's vision is to help to the long-term growth of people
and the environment in which they engage. Therefore, after investigating the Zara brand and
looking at how most individuals see Zara, the goal Zara presently has does not match the goal
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Zara now has. The objective is to supply Zara the brand reputation of a firm that helps to the
healthy advancement of society and evolution after merging the Pre-owned technique and
Zara repurpose. As a result, the offering's standing will be based on its potential to be both
sustainable and stylish. Zara's major customer demographic is young people, particularly
millennial, and it takes a new sense of fashion. Zara fiercely gives the latest fashions at low
rates, knowing that they seek fashionable yet economical fashion things. However, the fabric
is not sacrificed; the cloth used is still of acceptable quality, but it is only intended to be worn
for one year.

Positioning Map

Figure: “Zara Global Positioning Map”

Zara's position in the market is depicted in this positioning map, which shows how it compares to that
of competitors. Due to the fierce competition for market dominance, there is a lot of animosity
between rivals. In regards of shopping habits, nearly a third of the Buyers group purchased
secondhand clothing in the previous month, with 18% purchasing in the previous month and 12
purchasing in the previous week. It is apparent that the second-hand sector has a lot more potential.
Price awareness, self-sufficiency, and conscientious buying, giving your wardrobe a second life, and
looking nice in front of others were considered as the highest five incentives to buy secondhand items
in the poll, based on the average number. Furthermore, 46% of participants were dissatisfied with
high-priced brands/low-quality items such as H&M and Zara.

The top three aspects that second-hand businesses might strive to address in order to boost buyers'
chance of buying second-hand web are greater quality, reduced price, and reduced risk. Consumers in
Finland are interested not just with the appearance of garments, but about its quality of materials. The
second-hand clothing market, or "circular economy," has been growing in recent years, fueled by
financial constraints, a desire to make more liable and less highly inefficient fashion choices, and a

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start waving of digital services that are going to bring the buyers and sellers of used clothes outside of
the goodwill store. Today, one of Europe's largest companies operating in the third of these areas
announced a massive round of funding to continue the pattern. Some of the nation's biggest "fast
fashion" firms are based in Europe: corporations like H&M, Zara, and Primark have created significant
brands around creating quick replicas of the trendiest styles hot off the fashion presses and selling them
for affordable prices. However, it turns out that Europe also has a robust second-hand clothing market.
According to one estimate, two out of every three Europeans has purchased a used item, while six out of
ten have sold their goods using sites specialized to secondhand commerce.

Secondhand things are frequently available for a fraction of the cost of new items. This is
not to say that all secondhand models are inexpensive. Luxury fashion resale has exploded
in popularity over the years. Consignment firms like the Real-Real are cooperating with
brands like Burberry and Gucci to gather and resell their pre-owned merchandise. Buyers
can sell secondhand luxury products to their peers on platforms like Vestiaries Collective.
Private sellers, like purchasers, are typically motivated by financial incentives - the chance
to make a few extra dollars while cleaning out their wardrobes.

Clothing resale grew 25 times quicker than the rest of the fashion retail sector in 2019.
Retailers, understandably, want to be a part of this exciting new marketplace. However,
second-hand isn't just about the profit possibilities of reselling used goods. Companies
may develop new value for their customers – and the world – by developing circular
economic models around second-hand items. Several traditional organizations that have
begun to engage in resale business models have established pilots and spin-off solutions
that keep the main business distinct while allowing the company to learn how to deal with
such a nontraditional business strategy. H&M and Zalando have each launched their own
platforms for selling quality-controlled used clothing.

Zara is likely to modify its business models as global concerns such as global warming,
contamination, and habitat destruction move to the top of customers' agendas. Despite the
higher emissions caused by the logistics of rotating used goods between owners, reselling
models outperform classic "take, make, trash" models on the majority of environmental
measures.

Business Model Canvas

The business model canvas is chosen to give a broad idea of the key resources and capabilities of the
company. A deeper look is taken at the value the company offers to its customer and how it competes
against its competitors. After that a conclusion will be given on the strategic values of the resources

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and capabilities. The Canvas Business Model allows users to view a combination of product and
market model that will help the company compete better.

Figure: “Business Model Canvas of Zara”

Value Proposition Canvas

Customer Profile

1. Gains:
 Buy clothes which are brand recognition with less money
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  Have a collection of sustainable brands
 Save the environment
 Able to buy clothes that have good condition and high quality material
2. Pains:
 There are too many of different clothes, no easy way to filter
 Have to deal with hygiene issue
 Unable to find an offer of modern items
 Difficult to buy online with a guarantee of quality
 Not convenient to access second-hand stores
3. Customer jobs:
 Buy secondhand clothes seasonally
 Look for value for money
 Want to look good in front of others

Value Map

1. Gain creators:
 Collection of sustainable brands
 Guarantee of good condition
 Lower price than traditional secondhand shop by cutting off fixed and variable costs
 Conscious living inspiration
2. Pain relievers:
 Easy to find clothes through physical outlets
 Return policy
 Personalization
 Experienced manager and quality staff of Zara in physical stores
3. Products and services:
 Buy clothing online or physical stores
 Delivery services offered for Buyers

Marketing mix

The marketing mix is a concept used in business to describe a marketing department's operational
capabilities. The 7Ps, or product, price, place, people, process, physical evidence and promotion,
make up the initial marketing mix. You need to look at pre-owned clothes of marketing to acquire a
better grasp of Zara's marketing approach.

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Product

Zara by planning to implement a new concept into their journey, there are targeting more potential
customers and gain more credibility. The company believes in sustainable development and strives to
limit trash output. Zara is seeking more prospective customers and gaining reputation by planning to
adopt a new concept into their trip. The company is committed to environmental sustainability and
seeks to reduce waste production. It should identify opportunities within the market and introduce
new products that make use of these opportunities such as pre-owned clothes. Intangible aspects such
as brand name and customer service are included in the definition of product. It was formerly thought
that a good product would sell itself. As a result, businesses must concentrate on selling pre-owned
clothes that meets the needs of consumers. Performance, durability, design, brand service, support,
and guarantee must all be stated as product features.

Price
Zara offers the latest fashion at significantly lower costs in all of its international outlets than
competing international brands. Zara's items are both fashionable and reasonably priced. However,
the concept on pre-owned clothes which consists of selling recycle clothes reduce the Zara’s cost of
sale. Indeed, this can result on the reduction of the price even sale liquidation. Zara's clothing is both
trendy and affordable. However, Zara's expense of sale is reduced by the pre-owned clothing idea,
which entails selling recycled clothing. Therefore, even a retail liquidated can lead in a price decrease
as a consequence of this.

Place

Zara has roughly 2200 locations in about 90 countries. The bulk of Zara stores are corporately owned
rather than franchised. The businesses are located in upmarket neighborhoods and have a large,
contemporary look. However, because it is a novel phenomenon, pre-owned clothing has not yet been
introduced in every country, including South Africa.

Promotion

Zara's commercials are not broadcast on television. On the other hand, its traditional advertising is
stunning and concentrates on the youth's favorite apparel trends. Young people who desire a variety of
fashion options but don't have the money to purchase designer fashions are flocking to pre-owned
clothes outlets. Local music journals, event listings publications, and college campus papers, for
example, may be read by this group. With your print ads, you can target any periodicals that cater to
stylish youth. Models can be hired to participate in local fashion shows for you. Dress the models in
your shop's used apparel; advertise your store while you explain the ensemble, and add the entire cost
of the garment in your description. This can thrill local fashionistas about the prospect of crafting
spectacular ensembles for a fraction of the price. Take advantage of the opportunity to distribute

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flyers or other marketing materials for your business during the event. Open a shop in a remote
location and advertise that you purchase and sell worn clothing with large signage. Passersby will
remember your position in their memories, talk about your shop with others, and start coming in to
shop or make a little donation [ CITATION Sam21 \l 1033 ].

Process

Sizes are always a major source of buyer discontent when it comes to second-hand clothing. Buyers
were irritated by the lack of sizes. When their favourite goods aren't available in the sizes they want,
they're quickly dissatisfied. Various brands have various sizes requirements. As a result, not only the
sizes matter; buyers should also be aware of the clothing's measurements. When buying used clothing
online, they get annoyed since they have to inquire for the dimensions practically each occasion. Not
to mention that while purchasing online, if the product does not fitted, it is a waste of money and time.
Buyers also stated that they spent a significant amount of time perusing the store. Few of them
mentioned that the organization of secondhand stores is unclear and disorganized. Zara should ensure
that its products are always available in stores and that processes are in place to alert retailers when
inventory levels are low. The company gives them more products while also placing orders for extra
production to replace its inventories. Customers will always have access to products when they need
them.

People

People working under its sales team that play a vital role in its marketing efforts. These people have
been trained in persuasive techniques, but also to show respect to the business customers taking into
consideration their preferences. Not all of these people were aware of specifications of products that
they sell. Therefore, customer service was the second tough field that they have difficulties during
their selling experiences. Another normal problem is that if the clothes are not presented in a nice
way, the consequence of not attracting many potential buyers will follow. People working in its
customer service department these are contacted by customers in case of any issues within the
product, and these people guide customers through the process of getting the issues resolved. These
people are trained to respect the customers and try their best to get their issues resolved. Company
should undergo trainings for its sales force, customer services and purchasing people as this play a
vital role in delivering value to the customers. Company should provide incentives to its sales force
through bonuses for meeting targets, or through commissions for the sales made. Company should
hire people that show respect towards customers, and are committed to the company.

Physical Evidence

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The response of others to a client's sale and acquisition of second-hand clothes was one of the primary
elements influencing consumers' decisions to buy second-hand items. This is a big issue that requires
extensive public awareness efforts as well as an increase in the buying and sale of repurposed
clothing. As more people embrace the notion, supply chain visibility, as well as raising public
awareness of the benefits of secondhand clothing, will play a big part in expanding sales.

Discount coupons, free trial choices, and exchange options after use can all help to boost the sale of
second-hand clothing. Redesigning the product's appearance will also aid in luring customers to
purchase these items. Sells its products in brightly color packaging that are easily recognized on store
shelves. These are placed on company-provided customized racks that have a particular color and
style. Users will be able to find such shelves more easily in crowded retail outlets as a result of this.
Customers may view the company's items in high-quality photos taken from various perspectives on
its user-friendly internet page.

Future Recommendations

ZARA Up cycled

It's no more about having the most up-to-date looks. Rather than pursuing the newest must-have
brands and patterns, shoppers are now factoring in their clothing's ecological consequences. Many
people are opting for secondhand after learning that doing so helps to lengthen product lifespans,
prevent unsustainable new manufacture, and redirect waste from landfills. According to the most
recent data, while all sectors of sustainable way – recycled, repurposed, and rented – are growing in
popularity, secondhand clothing will lead the pack and experience the most rapid growth. Analysts
project that by 2029, the total secondhand market would have grown to US$80 billion, nearly
doubling the size fast fashion business. The reselling segment will account for US$44 billion of the
secondhand market, while the conventional thrift sector will account for US$36 billion. The
secondhand buying movement is being driven by Gen Zs, or customers aged 23 and under.

As per thred-UP, 80 percent of this age category believes that buying used clothing has no stigma.
According to the report, 90 percent of Gen Z customers are willing to shop secondhand, especially
when money is tight. Consumers are seeking for sustainability-related keywords more than ever
before, according to a 2019 fashion report from Lyst, the worldwide fashion search engine. Searches
for particular ecologically sustainable products have expanded in tandem with re-commerce keywords
like "resale" and "pre-loved." Sustainable fashion search terms have increased by 75% on average
year over year. Consumers are seeking sustainable bargains even though they’re stuck at home.  
Buyers are not only buying secondhand stuff, which is environmentally friendly because it extends the
life of products, but they are also seeking to go the extra mile by purchasing pre-owned sustainable
apparel[ CITATION Sal21 \l 1033 ].

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Conclusion

Zara, which was founded in 1975 and is now the world's largest fashion brand, has grown steadily
since its inception. With its excellent vertical integration and cost savings, the brand leads the fast
fashion market with its footprint in nations across the world and internet. Nonetheless, the business is
fast expanding, and Zara must continue to strengthen its marketing approach, expand its web segment,
and remain devoted to environmental health in order to preserve its continued success. Updating or
implementing new tactics is a tricky task, but Zara needs to introduce additional goals and strategy in
order to excel in company and cope with present growing industries. There is no single strategy that
can achieve the goal. Zara, like before, must choose a workable mix for the coming. It is suggested
that rather than implementing all of the decisions in one go, you should act first, wait for a reaction,
and then choose what steps to do next.

Considering this, it is critical that the organization recognizes the external factors affecting the market
and exploits its own internal capabilities to preserve a competitive edge, allowing it to keep its place
as one of the market's leading brands. The supply chain's capabilities should be highlighted because
they enable the company to bring goods to consumers at a rapid pace. Additionally, the firm is under
price pressures, requiring the creative team to be more productive when producing designs that can be
transformed into clothes at the lowest feasible cost, without sacrificing quality.

The sudden growth in apparel products in past few decades has significantly contributed to creating
environmental strain as a result of: increased utilization of natural resources and property; rising
carbon pollution; inordinate use of dangerous substances; pollution of air, soil, and liquid; and
increased waste. The European Commission's goal to achieve sustainable resource cost and emissions
preservation includes supporting and implementing more circular industries. The study's overall
conclusion is that attempting to deal with the obstacles that the secondhand market presents
necessitates concerted efforts and collaboration from all relevant parties in the value chain, such as
secondhand clothing businesses, funders and buyers of used clothing, government entities,
municipalities, legislators, and the finance industry. Manufacturers should respond to customer desire
for clothing that last longer and take use of this opportunity so that consumers can pass them on to
others rather than having them wind up in landfills. Simply put, it is suggested that Zara should
continue to do just what doing now, but do it smarter, with a higher focus on ethical behaviors,
customer expectations for fresh and inventive fashion while maintaining low prices across the board.

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