This model allows for direct distribution of products from the central store in Spain to efficiently located stores twice a week. This eliminates the need for warehouses and huge inventories thereby eliminating supply chain backlog. More essentially, Zara has developed the capacity to invent a design and have it transmitted to stores within two to four weeks. It also restocks and modifies its products within a span of two weeks. This is in contrast with traditional industry models that involve cyclic periods of almost six months for designing and additional months for manufacturing and distribution. Such an intimately knitted supply chain keeps the customers on toes as they attain surprises each time they visit the store.The brand emphasizes on scarcity in its production and distribution. In turn, Zara crafts a sense of exclusivity in its products through minimal production for each distinct style. In turn, Zara creates a feeling of scarcity hence influencing desirability for its apparel. This also lowers the cases of unclear stocks that are usually sold through hefty discounts. This explains why Zara uses a slight discount of 18 percent during season ends rather than the industry average of 36 percent. The value of Zara products heightens as consumers feel that they have to rush to buy the minimal products in stores. In the end, this creates a climate of opportunity as Zara endlessly sells its products at competitive prices throughout the year.Zara relies on the brand of fast fashion. This risky strategy requires that the company quickly customizes designs from the catwalk and delivers the same to target consumer base. This suggests that consumers of Zara fashion brands are a fashion-conscious group that are keen on trends. In addition, they are keen on details and distinctions that set them apart from their peers. This consumer group, however, does not mind the mass customization of products that are still unique. This occurs given the Zara group quickly changes its designs and introduces creative shifts that set the clothes apart from the raw designs in catwalk. In addition, such groups do not worry about mass-customized products because they are able to mix different types of clothing from different fashion houses. A customer, for instance, would buy shoes only from Zara and t-shirts from other fashion houses. It is crucial to
Tungate, M. (2012). Fashion brands: branding style from Armani to Zara. London, UK: Kogan Page Ltd.
Zara (2014). Zara history. Zara. Retrieved from http://www.zara.com/us/en/sale-c643504.html#utm_referrer=http%3A%2F%2Fwww.zara.com%2F.
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