策略管理個案報告 - PowerPoint Presentation

Slide1

策略管理個案報告

Case Studies on Strategic Management

西班牙

ZARA

的快速時尚

ZARA – Fast Fashion

指導老師：羅世輝教授

第 四 組：

張瑞釗

D0533004

李　靜

D0533011

　　　　　鄭瓊淑D0533012日 期：107.1.8

1

Slide2

Culture is the habit of being pleased with the best and knowing why.

西班牙

ZARA

的快速

時尚

ZARA – Fast Fashion

References

1. Charles W. L. Will,

Strategic Management, Theory

, 12e

2017 Cengage Learning

2. “Rapid-Fire Fulfillment,”

Harvard Business Review November 20042

Slide3

3

Zara

時裝品牌

1975

年創立於西班牙

隸屬西班牙服裝巨頭 Inditex 集團。

學徒出身的 Amancio

Ortega Gaona

在西班牙西北部偏遠市鎮開小服裝店 - Zara，開創 Fast Fashion

模式。Zara

造就平民 High Fashion名不見經傳的 Zara

成為全球時尚品牌。 Zara 的故事The Story of ZaraCulture is the habit of being pleased with the best and knowing why.

Slide4

創辦人

Amancio

Ortega

Gaona

創辦人－

Amancio

Ortega Gaona, Mar 28 1936

14

歲接觸服飾業，在La Coruña服裝店當送貨員

1963

年成立睡衣、襯衫的小製造工廠1975年在La Coruña成立第一家Zara1985年以Zara為核心創立Inditex集團2001年西班牙首富2010年富比士排行全球第9

4

Culture is the habit of being pleased with the best and knowing why.

Slide5

5

Zara

母集團

-

Inditex

Culture is the habit of being pleased with the best and knowing why.

Slide6

6

1975:

在西班牙

La

Coruña

市開設第一家零售門店，銷售積壓貨物。

1976 -1988:

在西班牙各大城市開設Zara分店。

1988: 在葡萄牙波爾圖市開設第一家海外門店，邁出了集團海外擴張的第一步。

1989: 在美國紐約開設第一家門店，打入美國市場。1990:

在法國巴黎開設第一家門店，打入法國市場。2001/5/23:

Inditex集團上市；當天認購額超出發行量26倍，募得資金21

億歐元。2004: 在香港開設集團的第2000 家門店。2006: 在上海開設門店，首次進入中國大陸。2006/6: 集團在全球64 個國家和地區開設了2899 多家專賣店。發展歷程

Culture is the habit of being pleased with the best and knowing why.

Slide7

7

on Paper Selection

Zara

的競爭優勢

Competitive Advantage at Zara

Culture is the habit of being pleased with the best and knowing why.

Zara

的競爭優勢

快速回應瞬息萬變的時尚潮流

一般服裝從設計到配送至店舖，需時

6

至9個月，而Zara僅需5週打破服飾營運規則Zara擁有自己的工廠，維持一半生產在自家工廠，不像其他業者外包Zara擁有自己的設計師與實體店鋪

Slide8

8

on Paper Selection

Zara

的競爭優勢

Competitive Advantage at Zara

Culture is the habit of being pleased with the best and knowing why.

即時資訊系統

設計師與店舖保持聯繫，了解即時銷售情況

熱賣商品資訊，和收集到的實際消費與應用資料相互印證分析

據分析，

Zara

團隊每年創造約4萬件新款式，1萬件進入量產資本密集的生產活動在自家工廠進行採電腦控制設備裁切衣料不為規模經濟而大量生產，採小批量生產勞力密集活動則由合約工廠製造

Slide9

9

on Paper Selection

Zara

的競爭優勢

Competitive Advantage at Zara

Culture is the habit of being pleased with the best and knowing why.

創造稀有價值感

成衣完成先運送

Zara

倉庫，再每週配送至實體店舖

刻意控制產量，熱銷時反而供應小批量產品

快速轉換到下一個流行趨勢常銷售一空，空貨架創造稀有性的價值感顧客會迅速買下唯恐款式絕版

Slide10

10

on Paper Selection

Zara

的競爭優勢

Competitive Advantage at Zara

Culture is the habit of being pleased with the best and knowing why.

較少的存貨較高的利潤率

透過設計、資訊系統、物流管理支援等策略達成效果：

比競爭者有較少的存貨，約

10%

，

Benetton, Gap約15%較低的未出售產品價格折讓損失，較高的利潤率

Slide11

11

Today, over 650 Zara stores in some 50 countries attract well-heeled (rich,

富有的) customers in luxury shopping districts around the world, and Senor Ortega is arguably (

毫無疑問的) the richest man in Spain.

快速履行

Rapid-Fire Fulfillment

Based on “Rapid-Fire Fulfillment,”

Harvard Business Review

November 2004

Culture is the habit of being pleased with the best and knowing why.

Slide12

12

Culture is the habit of being pleased with the best and knowing why.

In an industry which is extremely fast paced and demanding, Zara has got a

great competitive advantage

over the rest of the industry.

Their

innovative supply chain is responsible for this rise to glory.

There are two important steps

to become successful in the fashion retail business – Keep up with fashion

and make clothes that the customers want and

Have an effective marketing strategy. This has enabled them to be

fast and market responsive with the clothes taking less than 4 weeks to reach from the designers to the customers which is usually around 2-5 months for other companies.  

快速履行Rapid-Fire Fulfillment

Slide13

13

The lesson Ortega learned from his

early scare was this:

To be successful, “you need to have five fingers touching the factory and five touching the customer.

” Translation:

Control what happens to your product until the customer buys it.

In adhering to (黏得緊緊的

) this philosophy, Zara has developed a super-responsive supply chain.

The company can design, produce, and deliver a new garment (

衣服)

and put it on display in its stores worldwide in a mere 15 days

快速履行

Rapid-Fire FulfillmentCulture is the habit of being pleased with the best and knowing why.

Slide14

14

During the last three years

W

e’ve tried to discover just how Zara designs and manages its rapid-fire supply chain.

We didn’t find any. Instead, we found

a self-reinforcing system built on

three principles:

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide15

15

Close the communication loop.

(縮小溝通迴路

)

The goal is to close the information loop

between the end users

and the upstream operations of design, procurement, production, and distribution as quickly and directly as possible.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide16

16

This Fast Fashion System

Depends on a

constant exchange of information throughout every part of Zara’s supply chain

From

customers to store managers, from store managers

to market specialists and designers, from designers

to production staff, from buyers

to subcontractors, from warehouse managers to distributors, and so on.

Most companies insert layers of bureaucracy (官僚規章

) that can bog down (耽擱沒進展

) communication between departments. transfer easy.

快速履行Rapid-Fire FulfillmentCulture is the habit of being pleased with the best and knowing why.

Slide17

17

Empty racks (

空貨架) at Zara don’t drive customers to other stores.

Being out of stock (

沒庫存

) in one item helps sell another.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide18

18

Stick to a rhythm across the entire chain.

At Zara, it spends money on anything that helps to increase and enforce the speed and responsiveness of the chain as a whole.

The entire chain moves to a fast but predictable rhythm that resembles

Toyota’s “Takt time”

for assemblyBy carefully timing the whole chain, Zara avoids the usual problem of

rushing through one step and waiting

to take the next.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide19

19

The precise rhythm begins in the retail shops.

Store managers in Spain and southern Europe place

orders twice weekly, by 3:00 pm Wednesday and 6:00 pm Saturday

And the rest of the world places them by 3:00 pm Tuesday and 6:00 pm

Friday. These deadlines are strictly enforced: If a store in Barcelona misses the Wednesday deadline, it has to wait until Saturday.

Order fulfillment follows the same strict rhythm

Stick to a Rhythm

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide20

20

When the trucks arrive at the stores, the

rapid rhythm continues.

Finally,

because regular customers know exactly when the new deliveries come, they visit the stores more frequently on those days.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide21

21

Leverage your capital assets to increase

supply chain flexibility.

technical machines,buildings,

and other property

belonging to a companyZara has made major capital investments in production and distribution facilities and uses them to increase the supply chain’s responsiveness to new and fluctuating demands. It produces complicated products in-house and outsources the simple ones.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide22

22

It took Zara many years to develop its highly responsive system

But your company need not spend decades bringing its supply chain up to speed. Instead, you can borrow a page from

Zara’s playbook.

Zara’s practices may be directly applicable only in high-tech or other industries where

product life cycles are very short.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide23

23

In a volatile market (

瞬息萬變市場) where

product life cycles are short, it’s better to own fewer assets

--thus goes the conventional wisdom shared by many senior managers, stock analysts, and management gurus. (

專家)

Zara subverts (顛覆

) this logic:

It produces roughly half of its products in its own factories.

It buys 40% of its fabric

from another Inditex firm, Comditel (accounting for almost 90% of

Comditel’s total sales), and it purchases its

dyestuff (染料) from yet another Inditex company.快速履行Rapid-Fire FulfillmentCulture is the habit of being pleased with the best and knowing why.

Slide24

24

So much vertical integration

is clearly out of fashion (不是趕時尚，不是一時的

) in the industry; rivals like Gap and H&M, for example, own no production facilities.But Zara’s managers reason that investment in

capital assets can actually increase the

organization’s overall flexibility.

Owning production assets gives Zara a level of control

over schedules

and capacities that, its senior managers argue, would be impossible to achieve if the company were entirely dependent on outside suppliers, especially ones located on the other side of the world.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide25

25

Even though there’s ample (more than enough) capacity in this distribution center during most of the year, Zara opened a new €100 million, 120,000-square-meter

logistics center in Zaragoza, northeast of Madrid, in October 2003.

Why is Zara so generous with capacity?

Zara’s senior managers follow a fundamental rule of queuing models, which holds that

waiting time shoots up exponentially when capacity is tight and demand is variable

See the exhibit “For Fast Response, Have Extra Capacity on Hand

”

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide26

26

Slide27

27

Reinforcing Principles

None of

the three principles outlined above—closing the communication loop, sticking to a rhythm, and leveraging your assets—is

particularly new or radical.

Each one alone could

improve the responsiveness of any company’s supply chain

.

But together, they create a powerful force because they

reinforce one another.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide28

28

Perhaps the

deepest secret of Zara’s success is its ability to sustain an environment that

optimizes the entire supply chain rather than each step.

They have hardwired into the organization the lesson Ortega learned almost 30 years ago: Touch the factories and customers with two hands.

Do everything possible to let one hand help the other

. And whatever you do,

don’t take your eyes off the product until it’s sold.

快速履行

Rapid-Fire Fulfillment

Culture is the habit of being pleased with the best and knowing why.

Slide29

29

Zara

的競爭優勢

Competitive Advantage at Zara

Culture is the habit of being pleased with the best and knowing why.