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Zara在所有经营的市场面临来自当地和国际竞争对手的激烈竞争。本节中的分析仅评估Zara的全球竞争对手,这些对手被公认为与公司相当。这些公司是美国间隙公司,瑞典H&M Hennes&Mauritz AB和意大利Benetton集团SpA在四个竞争对手Zara控制设计,生产和分销过程中,Gap和H&M外包他们的生产,而Benetton虽然管理生产商店不是由公司经营,而是由被许可人经营。除了商业模式,四家公司在定位上有所不同。 (Ghemawat和Nueno,2006)

Gap Inc拥有各种标签,Gap,香蕉共和国,老海军和Piperlime。 Gap将全部1100家供应商的全部产品外包出去。 Gap在20世纪80年代和90年代制造的衣服被认为是“智能休闲”。展览1展示了GAP从客户被认为是一个有点贵。此外,也被认为不是那么时尚的前进。该公司试图适应各种客户的需求和喜好,以在英国,德国和日本竞争。尽管努力,公司未能调整,问题蔓延在美国市场。这些问题是由于供应链长,市场饱和,公司子公司之间的内部问题,以及未能促进对市场的明显定位的事实。 (Lopez和Fan,2009)


Zara, at all markets that operates, faces tough competition from both local and international competitors. The analysis in this section evaluates only the worldwide rivals of Zara that are commonly accepted as equivalent with the company. These companies are the American The Gap Inc., the Swedish H & M Hennes & Mauritz AB and the Italian Benetton Group S.p.A. Among the four competitors Zara controls design, production and distribution processes, Gap and H&M outsource their production whilst Benetton although manages production the stores are not run by the company but by licensees. In addition to the business model the four companies differ in positioning. (Ghemawat and Nueno, 2006)

The Gap Inc owns various labels, Gap, Banana Republic, Old Navy and Piperlime. Gap outsources all of its production by 1100 suppliers worldwide. Gap developed during the 1980s and 1990s creating clothes recognised as “smart casual”. Exhibition 1 presents that GAP is perceived from the customers as a little bit pricy. Furthermore is also recognised as not so fashion forward. The company tried to adapt to various customer needs and preferences in order to compete in UK, Germany and Japan. Despite its efforts, the company failed to adjust and the problems sprawled in USA market. The problems were caused to long supply chains, saturated markets, internal issues among the subsidiaries of the company and the fact that failed to promote an obvious positioning to the markets. (Lopez and Fan, 2009)