COVER SHEET

Programme MSc Management with Project Management

(PDP)
Module name Global Strategy and Sustainability

Schedule Term ONE

Student Reference Number (SRN) BP0266211

Report/Assignment Title ZARA CASE STUDY

Date of Submission January 26, 2023

Declaration of Original Work:

I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my
original work, researched, undertaken, completed and submitted in accordance with the
requirements of BPP School of Business and Technology.

The word count, excluding contents table, bibliography and appendices, is 3286 words.

Student Reference Number: BP0266211 Date: 26/01/2023

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Please note, submission is your declaration you are fit to sit.

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BPP School of Business and Technology

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MSc Management with Project Management (PDP)

Global Strategy and Sustainability

FORMATIVE Coursework Assessment

Submission mode: Turnitin online access

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Table of Contents

Introduction ............................................................................................................................................. 5
TASK 01: The External and Internal Environment of Zara ................................................................. 6
Zara External Environment ........................................................................................................... 6
PESTEL Analysis of Zara ................................................................................................................ 6
Political Factors ........................................................................................................................ 6
Economical Factors .................................................................................................................. 7
Social Factors ........................................................................................................................... 7
Technological Factors............................................................................................................... 7
Legal Factors ............................................................................................................................ 7
Environmental Factors Affecting Zara ...................................................................................... 7
Porter’s Five Force ....................................................................................................................... 7
Zara Internal Environment ........................................................................................................... 8
Primary Activities ......................................................................................................................... 9
Inbound Logistics ..................................................................................................................... 9
Operations ............................................................................................................................... 9
Outbound Logistics .................................................................................................................. 9
Sales and Marketing ................................................................................................................. 9
Service ................................................................................................................................... 10
Secondary Activities ................................................................................................................... 10
Infrastructure......................................................................................................................... 10
Human Resource.................................................................................................................... 10
Technology ............................................................................................................................ 10
Purchasing ............................................................................................................................. 10
VIRO Analysis ............................................................................................................................. 11
3 Most Critical Factors Emerging From the Analysis ................................................................... 12
Increasing cost of production ................................................................................................. 12
Limited use of advertising ...................................................................................................... 12
Competition in the market ..................................................................................................... 12
ZARA Sources of Competitive Advantage ....................................................................................... 12
o Pricing Strategy: ..................................................................................................................... 13
o Quality products: ................................................................................................................... 13
o International expansion: ........................................................................................................ 13

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 o Fast Fashion model: ............................................................................................................... 13
o Customer service: .................................................................................................................. 13
o Brand image:.......................................................................................................................... 13
o HR management: ................................................................................................................... 13
o Customer loyalty: ................................................................................................................... 13
Task 2 – Strategy in the Global Environment .................................................................................. 14
Yip’s internationalisation framework.......................................................................................... 14
Competitive Driver ................................................................................................................. 14
Cost Driver ............................................................................................................................. 14
Market Driver......................................................................................................................... 14
Governmental Driver ............................................................................................................. 15
Internationalisation Strategies of ZARA ...................................................................................... 15
Standardization Strategy ............................................................................................................ 15
Transnational Strategy ............................................................................................................... 15
Export Strategy .......................................................................................................................... 16
Multidomestic Strategy .............................................................................................................. 16
Entry Strategies of Zara .............................................................................................................. 16
Franchising............................................................................................................................. 16
Joint ventures ........................................................................................................................ 16
Own subsidiaries .................................................................................................................... 16
Task 3 – Corporate Strategy ........................................................................................................... 16
Vertical Integration .................................................................................................................... 17
Horizontal Integration ................................................................................................................ 17
Advantages .................................................................................................................................... 17
Disadvantages ................................................................................................................................ 18
BCG matrix ................................................................................................................................. 18
Stars....................................................................................................................................... 18
Question Mark ....................................................................................................................... 18
Cash Cows .............................................................................................................................. 18
Dogs....................................................................................................................................... 19
CONCLUSION ................................................................................................................................. 19
PART B ........................................................................................................................................... 23
- POWERPOINT PRESENTATION - ....................................................................................................... 23

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Introduction

In 1975, Amancio Ortega, a local clothes producer who had progressed from serving as a shirtmaker's
delivery person, opened a modest Zara store in A Corua, Galicia, Spain. This was the germ that grew
into Inditex, an epoch that overcame Spain's financial difficulties to becoming the best fashion retailer
in the world (Butler, 2013).

The key to Zara's success is its ability to copy the hottest catwalk trends, get new things into shops in
less than 15 days, and do so at laughably low prices (KWAN, 2011).

Figure 1 Zara Headquarters / Arteixo, A Coruña (SPAIN) (Conti, 2019)

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 TASK 01: The External and Internal Environment of Zara

Figure 2 Internal and External Environment (iEduNote, 2017)

 Zara External Environment

1. PESTEL Analysis
2. Porter’s Five Force

 PESTEL Analysis of Zara

 Political Factors

One of Zara's main benefits is the advantage of having a European brand is that it enables the
company to market and sell its products throughout Europe. Zara operates across a number of
countries in the world. China and India have very strict banking regulations. They serve as

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bureaucratic red tape that hinders company’s ability to conduct business as easily as it does in
Europe.
 Economical Factors

In COVID-19 pandemic Zara's only option is to shut all its retail stores throughout the world.
One of the finest decisions the company has ever made was to go online. Europe's biggest
exporter of Zara clothing is the UK. However, Zara was heavily impacted by the Brexit accord.
Clothing and garment sales have dropped significantly. The company cut back on production
and fire more workers because of the decline in sales. The higher retail price would reduce
Zara's sales (Shaw, 2020).

 Social Factors

Zara's customer base is huge and quite varied. Customers can browse the company's huge
product selection. When a niche market first emerged, it was an unwelcome and strange idea.
They increasingly choose companies that provide a wide range of goods within a single
category.
 Technological Factors

Business closures occurred when the COVID-19 outbreak first appeared. Zara moved swiftly to
buy shares in the digital shopping and e-commerce industries. Brand uses RFID technology in
its stores to take care of the logistics and assets problems.

 Legal Factors

Clothing brand Zara has a complicated history with copyright and patent challenges. Zara has
regularly been charged with stealing Balenciaga and Adidas clothing and models. Zara should
consider enacting copyright and patent restrictions to safeguard its digital and creative assets.

 Environmental Factors Affecting Zara

To create products that are environmentally sustainable, Zara has publicly committed.
Additionally, the company has demonstrated its dedication to environmental problems like
fresh water, wildlife, and animal care (Shaw, 2020).

 Porter’s Five Force

 Competition (High)
Many businesses in the market, including H&M, Benton, and Gap, are already using their own
specific products. Zara outperforms Benton & Gap regarding sales, whereas the brand H&M,
which qualified, is ranked on line with Zara. By launching a new apparel line, Zara responds to
the continually changing demands of the fashion business twice a month, whereas other
brands often take months to release their most recent collection (adamkasi, 2017).

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 Customer Power (Medium)
About 0-0.3% of Zara's budget is allocated to advertising (adamkasi, 2017). In order to attract
and maintain consumers, retailers must not only answer customer needs but also differentiate
themselves from the competition. Buyers have various alternatives and freedom to find what
they're looking for because of the fierce competition and quantity of several brands.
 Supplier’s strength (Low)
The negotiation power of suppliers is very low in the retail fashion industry. Due to the oversaturation
of the market, the majority of garment companies outsource their production and raw materials to
emerging countries such as China, Bangladesh, Vietnam, and India. Zara's suppliers being bound by the
terms of licensing contracts, which provide little to no leeway for design flexibility, their market share
decreases.

 Threats of Substitutes (Low)

There are numerous markets in business where merchants can sell various goods while still making a
profit. Manufacturers constantly seek out cheaper alternatives, so there will be an excess of
manufacturing.

 Threats of New Entries in the Industry (Low)

It is challenging for newcomers to stand out and draw clients in the fashion retail sector because there
are so many businesses offering identical products. Thus, there is less risk from newcomers.

 Zara Internal Environment

1. Primary Activities
2. Secondary Activities

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 Figure 3 Zara Value Chain (Edraw Max, n.d.)

 Primary Activities

 Inbound Logistics

The department of incoming logistics at Zara transports, distributes, allots, and keeps stock of
supplies, raw materials, and finished goods that are available for retail sale. The incoming
logistics of Zara show its control over the supply chain.

 Operations

The primary design departments may be housed here, making communication with the
procurement section simple for them and make swift changes and selections, according to an
examination.

 Outbound Logistics

Zara's clothes are often distributed during the start of the new fashion periods, which match
the absolute climate. Zara's ultimate objective is to shorten the progression of makers to
purchasers whenever possible.

 Sales and Marketing

Zara spends less on marketing and promotion than other firms and brands because they apply
a variety of savvy commercial methods. Zara owns the majority of its retails, but It is also

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available to collaborative ventures and franchising in "high risk" countries because of
differences in culture.

 Service

The first rule that Zara follows is to prevent lengthy lineups or wait times in stores. Zara adheres
to numerous rules to sustain consumer pleasure and interest.

 Secondary Activities

 Infrastructure

In addition to maintaining close contact with the corporate office, the CEO is in charge of brand
management, human resource management, IT, transport, and real estate.

 Human Resource

Human resource management is critical to Zara's business strategy. They prioritise staff
training, which normally lasts at least one week across all sites.

 Technology

Zara made considerable IT expenditures to create several assessment tools, such as their
"Personal Digital Assistance programme", are used in stores to maintain the supply chain
current with sales and distribution statistics, enabling for a quick response to market changes
as needed.

 Purchasing

Through regional divisions and offices in “Europe, Asia, and Australia”, Inditex Group acquires
bare essentials. Moreover, they obtain certain products and imported items from sellers who
usually operate in markets for cheap inputs. They also have a vast facility in “La Coruna” where
they quickly turn the fabrics they had amassed across Spain (EdrawMax Online, n.d.).

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  VIRO Analysis
As part of Zara's VRIO Analysis, each of these internal resources will be looked at separately to see if
they consistently give the business a competitive edge (Edwards, 2018).

Table 1• Zara VIRO Analysis

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 Figure 4 SWOT Analysis of Zara (edrawmind, n.d.)

 3 Most Critical Factors Emerging From the Analysis

According to the analysis based on the data searched, there are many factors which are affecting
Zara, but these 3 factors are the most critical factors in which Zara must have to focus to prevent
losses and flourish in the retail market.

 Increasing cost of production

The cost of raw materials is increasing now a days for fashion retail firms, because producing nations
are putting pressure on wage increases. Zara has noticed a tighter labour market, which means the
company must pay higher costs, which is compressing profit margins (Ghemawat, Nueno and Dailey,
2003).

 Limited use of advertising

Zara doesn't employ conventional marketing strategies. (Retail Development, 2021).

 Competition in the market

Zara has very high competition in the market. The biggest threats to Zara's market dominance
are “H&M, Gap, and Uniqlo”.

 ZARA Sources of Competitive Advantage

The success of ZARA can be largely ascribed to its focus on quality and flair, as well as its
aggressive pricing strategy. Zara is equally committed to providing exceptional customer
service and the greatest possible shopping experience to its clients, who are mostly upcoming
consumers.

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 o Pricing Strategy:
Herein lays the core of Zara's power. It provides trendy, comparable in price to the high-end goods sold
by upmarket fashion firms. For the average middle-class customer who wants to buy a lot but is unable
to do so due to budgetary limitations, Zara is therefore wonderful news for them.

o Quality products:
Zara has done a great job of managing the prices of its products and sells them for reasonable prices.
Middle-class consumers really value it as a result. Quality, though, remained a major priority even as
costs were kept under check. It still provides products of a high standard. The company doesn't skimp
on fabric quality in order to offer lower pricing and outstanding styles. The products are made with
high-quality, suitable textiles.

o International expansion:
Zara gains from having a significant global presence. The retailer's internet presence has grown
significantly in recent years, along with the number of Zara stores. Zara has a significant number of
outlets in China, making it a crucial market for the company. There are currently more than 2,200 Zara
stores worldwide. It also operates online storefronts in 48 different locations.

o Fast Fashion model:

The use of the fast fashion business model is another significant source of competitive advantage for
Zara. Within Zara stores, fashion is changed more frequently and quickly. Because a style that is in vogue
now won't be in style in a few weeks, Zara's decision to not overstock its stores also contributes to the
company's ability to sustain strong demand for its goods. This helps to maintain the high demand for
Zara products.

o Customer service:
Another significant area of focus for Zara is customer service. Online and in-person marketing are the
main methods used by Zara. In addition to the stores being elegantly constructed to provide a better
experience, the company staff is well-trained to provide the greatest customer care to the crowds of
customers who throng to Zara stores.

o Brand image:
Brand equity is a crucial asset in the modern world. Customers only deal with businesses who have a
strong reputation for being reliable and choose to buy from them. In addition to having affordable
prices and superior goods, Zara is a business that puts the needs of its clients first. This has helped it
keep a good reputation and appeal to its followers.

o HR management:
Along with excellent salary and benefits, the company values its employees' drive and the environment
at work. Zara gives its employees special consideration and has established a dedicated training
programme to aid staff in honing their talents and seeking higher education. This is how Zara and the
larger Inditex firm have efficiently handled their human resources.

o Customer loyalty:
The most amazing thing about Zara is that it doesn't spend a lot of money on marketing and advertising
to generate demand, unlike many other brands. Instead, it makes an investment in fostering trust and
loyalty by better managing costs, quality, and customer service.

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 Task 2 – Strategy in the Global Environment

 Yip’s internationalisation framework

Figure 5 Globalization drivers according to YIP (Delfmann, 2000)

 Competitive Driver
High exports and imports, competitors from other continents, country interconnectedness, and
globalised competitors are competitive globalisation drivers. In order to join the global market, the
company Zara chose three alternative formats. Own subsidiaries, form a partnership, and open a
franchise. A firm's parent company owns all of the common stock in an own subsidiary. Own subsidiary
was selected as most people favour Zara's manner of entrance in the South American and EU markets
that were deemed high risk. A business agreement called a joint venture, two or more parties pool their
resources to complete a certain job. To access a foreign market, it is frequently used to collaborate with
local companies. A party can purchase a franchise, a type of licence, to gain access to a franchiser's
confidential information, business methods, and trade secrets in order to market a product.

 Cost Driver
Zara sells the latest fashion at far cheaper prices than other multinational corporations that compete
with it in every one of its sites worldwide. Zara has a “low-cost strategy”. It can afford to do so since it
spends little money on advertising. Its whole cost structure is less expensive than those of its
competitors. The company presents itself as a manufacturer of high-quality, low-cost apparel. Zara's
pricing approach is market-based, which defines the target price that customers are willing to pay (Zigu,
2021).

 Market Driver
The globalisation of Zara places minimal emphasis on different cultural practises. For this reason, "just
10% to 15% of the collection differs by country, whereas 85–90% of the goods in every store around
the globe are the same." However, not even those items that differ from store to store are specifically

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created for a culture or a country. Zara does not produce apparel and accessories. Instead, the
designers strive to create a line of products that may be distributed during various climatic phases
(Leidiger, 2017).

 Governmental Driver
Political issues can have a big impact on a business, especially an international corporation, because
every nation and its government has a different perspective on how to do business. Zara also benefited
from the European Union since it was able to expand its consumer base throughout all of Europe
without having to pay additional border taxes, which increased sales. Due to Spain's established
structure of extensive trade agreements, Zara can import raw materials and sell finished goods and
commodities globally with little effort and expenditure (Roll, 2021).

 Internationalisation Strategies of ZARA

Figure 6 Local responsiveness and global integration must be balanced in international company strategy(ER Services, n.d.)

 Standardization Strategy
When a corporation uses a standardisation approach, it sees the entire globe as a single market with
no significant differences. Zara is employing a standardising strategy. A standardisation method
provides efficiency by centralising several common functions, such as product design, producing scale
savings in manufacturing, simplifying the supply chain, and cutting marketing expenditures.

 Transnational Strategy
A multinational strategy includes both standardisation and a multidomestic scheme. It is utilized when
a corporation is confronted with considerable cost pressure from global competition while also offering
products that fulfil the demands of local clients. A worldwide strategy is tough to sustain since the

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company must realise economies of scale through standardisation while staying adaptable to local
circumstances.

 Export Strategy
When a company's major focus is on its domestic activities, it adopts an export strategy. It has no plans
to grow worldwide, although it does export some items to capitalise on overseas markets. It has no
desire to respond to unique conditions in other countries or to establish a coherent global strategy.

 Multidomestic Strategy
A multidomestic strategy tailors items or processes to each country's specific demands. The overall
administration of a multinational firm with a multidomestic strategy is centralised in the home country,
but country managers have the authority to make adjustments. Businesses benefit from a
multidomestic approach because country managers understand local laws, traditions, and tastes and
can choose the best way to fulfil them (ER Services, n.d.).

 Entry Strategies of Zara

 Franchising
Particularly in the Middle Eastern countries, Zara developed franchisees in nations that were remote,
unsafe, or prone to significant cultural differences or legal obstacles including Andorra, Iceland, and
Poland in Europe (Ghemawat & Nueno, 2006, p. 17).

 Joint ventures
Zara used joint five bigger enterprises, more significant economies, including “Japan, Germany, Italy,
South Korea, and India,” where direct entrance was challenging due to factors such as the difficulties
of finding premium retail space in city centres (Inditex, 2012a).

 Own subsidiaries
At the end of 2011, Zara operated 1,648 company-owned stores, accounting for 87% of all outlets. This
was how the brand initially went global (Inditex, 2011a). This direct market entry technique was
typically used by Zara in Western regions with similar social expectations and aesthetic standards, such
as the large percentage of EU and South American nations (Inditex, 2012a).

 Task 3 – Corporate Strategy

There are two types of corporate strategies

1. Vertical Integration

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 2. Horizontal Integration

Figure 7 Vertical Integration & Horizontal Integration

 Vertical Integration
A single retail organisation is in charge of the complete supply chain, from design to sale. Zara's next
steps toward vertical integration might include any of the following:

o Adding extra retail locations or a website to combine consumer sales

o Purchasing a logistics facility as well as trucks in order to consolidate distribution across the
EU.

These s steps will Benefits Zara in vertically integrated and this leads in increased control over the
whole supply and distribution process:

o increased predictability and quality control

o Capability to invest directly in process bottlenecks
o Controlling expenses through process control

 Horizontal Integration
There are three types of horizontal integration

1. Mergers,
2. Acquisitions
3. Internal expansions

In Case of Zara, horizontal integration can affect Zara in two ways eithers it can be beneficial or can be
a threat

Advantages
o Additional cross-selling opportunities may increase profitability.
o Diversification of products and markets may lessen corporate risk.

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 o Improved processes and knowledge may result in cost savings.

Disadvantages
o If a dominant market share is established, regulatory issues may occur.
o The combination is likely to disclose inflexibilities that will not be resolved.
o Management styles may conflict when many leadership teams collaborate.

 BCG matrix

Figure 8 BCG Matrix (franceslowe98, 2018)

 Stars
Zara's Trafaluc fabric collection, Jeans, shoes, and skirts bring in enough money for Zara to be
considered successful while also having the potential to become a star item. The highlights include
Zara's fashion denim, fashion jersey, and one-of-a-kind bag and accessory collection. Zara TRF and Zara
Guy are also popular. Zara keeps its position by employing effective marketing strategies such as
product development and market penetration (Bhasin, 2018).

 Question Mark
Zara has the potential for future growth, despite such company divisions' bad financial standing, but
the scenario is yet uncertain. If market conditions remain stable and favourable, these things have the
potential to gain a significant business share. Zara's market share is threatened by Pull & Bear, Bershka,
and Stradivarius. Zara's youth section is also its cash cow, accounting for 21% of market share (Adam,
2015).

 Cash Cows
The bulk of the organization's monetary inputs are accounted for by this group of items. Such items are
efficient in establishing a strong market presence and a high degree of market demand. Zara's cash cow
is the Trafaluc clothing brand, which comprises jeans, shoes, and skirts. Zara has established itself in
the most competitive segment, accounting for 45% of the market (Ketsadayurat, 2012a).

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  Dogs
Dog items are products that continually underperform and consume more than they produce. Zara's
maternity clothing and underwear are included in this quadrant since the industry is saturated by
multiple competitors, and Zara has been unable to carve out a niche for itself (Ketsadayurat, 2012b).

 CONCLUSION
According to what I discovered during the analysis, one of the competitive advantages that Zara
possesses that its competitor lacking is the customer
responsiveness. Despite its lack of marketing expenses, but Business
Zara is reliant on the most important aspect of the business, Operation
the client. They focus on their consumers, listen to what they
have to say, collect their comments and feedback, and then
use that information to evaluate future production, which
implies they will produce based on the information offered. As
a result, customers will be delighted with the results. Zara's Customer - Customer
whole business operations, including design, production, and responsiveness Loyalty

distribution, are so sophisticated that the company has

ascended to the top of the industry. Zara is the only company
that can create the most recent design requested by customers and have it in stores in just 14 days.
Finally, better firm operations paired with excellent customer service will result in customer loyalty,
resulting in a growth cycle, Zara's secret success.

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 PART B

- POWERPOINT PRESENTATION -

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