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ZARA:  Fast Fashion Case Study M anagement  I nformation  S ystems January 26, 2010 Presented By: Group- 1
Agenda About Company Information Systems Analysis & Conclusion
About the Company
ZARA ,[object Object],[object Object],[object Object],[object Object]
FAST FASHION
ZARA- Goals These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. 
ZARA- Business Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Information Technology @Zara DBMS A DBMS is a set of software programs that controls the organization, storage, management, and retrieval of data in a database. E.g  MySQL , Oracle  ERP ERP software applications to improve the performance of organizations' resource planning, management control and operational control. e.g SAP ,people soft Centralised server  managing and controlling of data and command from single point e.g Napster RFID  Radio-frequency identification (RFID) is a technology that uses communication via radio waves to exchange data between a reader and an electronic tag attached to an object, for the purpose of identification and tracking. E.g Barcode detector
Information Technology @Zara ,[object Object],[object Object],[object Object],[object Object],[object Object]
IS practical  Implementation , showing its potential for supporting  enterprise   growth
ZARA-IS Implementation
Design ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Manufacturing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Distribution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Distribution center in La Coruna Factories in Arteixo
Zara’s inventory model
Advantages ,[object Object],Zara’s Business System  through the Value Chain Forward Vertical Integration –  Reduces Bullwhip effect Backward Vertical Integration –  Reduces Cost and Improves Quality
Retailing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Potential for supporting  enterprise   growth
Enterprise   growth Correct prediction of Buying Behaviour and trend analysis Market research on university campuses, discos, mall etc. Feedback from stores Sales report Helps in taking quick decisions Regional managers analyse the collected feedback. Analysis used by designers to introduce new product line and modify existing ones Designers decide with commercial teams on fabric, cut, price of new garments. Inventory Control Distribution Constant stream of information Leads to constant input in product development process. Control early investments in raw material, direct and indirect of process and  production  capabilities. Communication and IT are essential in maintaining constant interface of various  functions of  management  and production control.
Enterprise   growth Cont ,[object Object],[object Object],[object Object],[object Object],[object Object]
CHALLENGES ENCOUNTERED
People ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Database  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hardware/Software ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Procedures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Success Factors for Zara ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object],[object Object],[object Object]
Thank You ?

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Zara Fashion : Marketing Strategy and M.I.S.

  • 1. ZARA: Fast Fashion Case Study M anagement I nformation S ystems January 26, 2010 Presented By: Group- 1
  • 2. Agenda About Company Information Systems Analysis & Conclusion
  • 4.
  • 6. ZARA- Goals These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. 
  • 7.
  • 8. Information Technology @Zara DBMS A DBMS is a set of software programs that controls the organization, storage, management, and retrieval of data in a database. E.g MySQL , Oracle ERP ERP software applications to improve the performance of organizations' resource planning, management control and operational control. e.g SAP ,people soft Centralised server managing and controlling of data and command from single point e.g Napster RFID Radio-frequency identification (RFID) is a technology that uses communication via radio waves to exchange data between a reader and an electronic tag attached to an object, for the purpose of identification and tracking. E.g Barcode detector
  • 9.
  • 10. IS practical Implementation , showing its potential for supporting enterprise growth
  • 12.
  • 13.
  • 14.
  • 16.
  • 17.
  • 18. Potential for supporting enterprise growth
  • 19. Enterprise growth Correct prediction of Buying Behaviour and trend analysis Market research on university campuses, discos, mall etc. Feedback from stores Sales report Helps in taking quick decisions Regional managers analyse the collected feedback. Analysis used by designers to introduce new product line and modify existing ones Designers decide with commercial teams on fabric, cut, price of new garments. Inventory Control Distribution Constant stream of information Leads to constant input in product development process. Control early investments in raw material, direct and indirect of process and production capabilities. Communication and IT are essential in maintaining constant interface of various functions of management and production control.
  • 20.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.