- Harvard Business School →
- Faculty & Research →
- May 2003 (Revised May 2009)
- HBS Case Collection
ZARA: Fast Fashion
- Format: Multimedia
More from the Author
- December 2011
- Faculty Research
Haier's U.S. Refrigerator Strategy
Cases about redefining global strategy.
- February 2011 (Revised April 2011)
Haier's U.S. Refrigerator Strategy (TN)
- Haier's U.S. Refrigerator Strategy By: Pankaj Ghemawat, Thomas M. Hout and Jordan Siegel
- Cases about Redefining Global Strategy By: Pankaj Ghemawat and Jordan I. Siegel
- Haier's U.S. Refrigerator Strategy (TN) By: Pankaj Ghemawat, Thomas M. Hout, Jordan I. Siegel and Steven A. Altman
- Case Studies
Strategy & Execution
ZARA: Fast Fashion
Write a review, are you an educator.
Register as a Premium Educator at hbsp.harvard.edu , plan a course, and save your students up to 50% with your academic discount.
Product Description
Publication Date: April 01, 2003
Source: Harvard Business School
Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what's selling and what's not and continuously adjusts what it produces and merchandises on that basis. Powered by ZARA's success, Inditex has expanded into 39 countries, making it one of the most global retailers in the world. But in 2002, it faces important questions concerning its future growth.
This Product Also Appears In
Related products.
Zara: IT for Fast Fashion
ZARA: Fast Fashion (Multimedia Case)
Zara: The Evolving Fast-Fashion Industry
Copyright permissions.
To obtain copyright permission to share this PDF with your team, purchase one copy per user.
Order for your team and save!
Brought to you by:
What Business Is Zara In? (Revised)
By: Daniel Doiron
Industria de Diseño Textil, SA (Inditex), primarily through its flagship brand Zara, had grown to be the world's number-one fashion manufacturer and retailer with the introduction of what many…
- Length: 13 page(s)
- Publication Date: Apr 18, 2019
- Discipline: Strategy
- Product #: W19157-PDF-ENG
What's included:
- Same page, Teaching Note
- Same page, Educator Copy
$4.95 per student
degree granting course
$8.95 per student
non-degree granting course
Get access to this material, plus much more with a free Educator Account:
- Access to world-famous HBS cases
- Up to 60% off materials for your students
- Resources for teaching online
- Tips and reviews from other Educators
Already registered? Sign in
- Student Registration
- Non-Academic Registration
- Included Materials
Industria de Diseño Textil, SA (Inditex), primarily through its flagship brand Zara, had grown to be the world's number-one fashion manufacturer and retailer with the introduction of what many considered a disruptive fast-fashion business model. However, Inditex's chief executive officer insisted that this term failed to describe the company's business model accurately. Like other successful business model innovators, Inditex in 2019 was faced both with new competitors who had successfully copied and enhanced key components of its approach and with the growing desire of fashion conscious consumers to shop online. Inditex needed to find a way to continue to differentiate Zara in this evolving industry while capturing more than its share of the tremendous market growth anticipated for the future.
Daniel Doiron is affiliated with University of New Brunswick Saint John.
Learning Objectives
This case can be used in an undergraduate- or graduate-level course on business strategy or managing innovation to illustrate and discuss the benefits and challenges of disruptive business innovation in a competitive marketplace. Working through the case will give students the opportunity to do the following: Understand how a company's business model directly relates to how it achieves profitability. Realize how fundamentally different business models can coexist within an industry. Understand the concept of a disruptive business model and examine its impact on an industry. Discuss how incumbent competitors can or cannot effectively react to a disruptive business model. Learn how to visualize a business model.
Apr 18, 2019
Discipline:
Geographies:
China, North America, Spain
Industries:
Retail trade
Ivey Publishing
W19157-PDF-ENG
We use cookies to understand how you use our site and to improve your experience, including personalizing content. Learn More . By continuing to use our site, you accept our use of cookies and revised Privacy Policy .
IMAGES
VIDEO
COMMENTS
Ghemawat, Pankaj, and Jose Luis Nueno. "ZARA: Fast Fashion." Harvard Business School Case 703-497, April 2003. (Revised December 2006.)
In 2010, amidst the growth of ecommerce and the emergence of new, purely online, fashion players, Zara launched its first online store, Zara.com. Since then, Zara’s online business had grown at a fast pace. By 2018, 12% of Inditex Group’s total sales came from the online channel. Since the inception of the first online store, Inditex ...
photocopying, recording, or otherwise—without the permission of Harvard Business School. PANKAJ GHEMAWAT JOSÉ LUIS NUENO ZARA: Fast Fashion Fashion is the imitation of a given example and satisfies the demand for social adaptation. . . . The more an
Ghemawat, Pankaj, and Jose Luis Nueno. "ZARA: Fast Fashion." Harvard Business School Multimedia/Video Case 703-416, May 2003. (Revised May 2009 ...
Zara was the Group’s oldest and largest brand, representing around 69% of sales, or €18 billion in 2018 (see Exhibit 1). At the core of Zara’s success was an innovative business model based on a very responsive supply chain and quick merchandise turnaround.
Source: Harvard Business School. Product #: 503050-PDF-ENG. Length: 26 page (s) Fashion retailer ZARA has achieved spectacular growth via a distinctive design-on-demand operating model. This case describes this model and outlines.
Product Description. Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what's selling and what's not and continuously adjusts what it produces and merchandises on that basis.
Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to…. Length: 1 hour. Publication Date: Jun 23, 2003. Discipline: Strategy. Product #: 703416-HTM-ENG.
Industria de Diseño Textil, SA (Inditex), primarily through its flagship brand Zara, had grown to be the world's number-one fashion manufacturer and retailer with the introduction of what many considered a disruptive fast-fashion business model. However, Inditex's chief executive officer insisted that this term failed to describe the company's business model accurately. Like other successful ...
Zara can design, produce, and deliver a new garment to its 600-plus stores worldwide in a mere 15 days. So in Zara’s shops, customers can always find new products—but in limited supply.