As it makes the clothes itself, it can react quickly to changing market trends. While others, including rivals Gap and H&M, take up to nine months to get new lines into their shops, Zara takes just two to three weeks. The company’s success lies in it having total control of every part of the business. It designs, produces and distributes itself. By controlling the entire process from factory to shop floor, Zara can react quickly to changing fashion trends and customers’ tastes, providing a “newness” that has taken Europe by storm. With its range of clothes constantly being updated, one or two unpopular items are unlikely to hurt its profits and customers are more likely to visit its shops regularly to see new stock. Customers also have direct input into what the shops sell as their feedback is sent back to the designers. It has achieved this without any advertising or promotion and without outsourcing its manufacturing to countries where labour is cheap. As a result it is more useful to pay attention to the customer, see what items the customer buys, and fill the shops with that style.
Article taken from: “Zara: Taking the Lead in Fast-Fashion – BusinessWeek.”BusinessWeek – Business News, Stock Market & Financial Advice. N.p., n.d. Web. 30 Nov. 2010. <http://www.businessweek.com/globalbiz/content/apr2006/gb20060404_167078.htm>.










