全球战略管理ppt3.pptVIP

Leveraging Resourcesand Capabilities (3) Outline Understanding resources and capabilities Resources, capabilities, and the value chain The VRIO framework Debates and extensions The savvy strategist Acknowledgement The following slides are based on Power Point slides, copyright Deng (2009), and Original slides prepared by the Lecturer Learning Outcomes At the end of this session Students should have an understanding of: How to conduct an Environmental analysis using SWOT and to undertake a Value Chain Analysis ZARA BREAKS INDUSTRY RULES Zara (parent Inditex) one of the hottest fashion chains Founded in 1975 Headquarters – Spain Global Business – Europe, Asia, N. America Since initial public offering in 2001 Tripled sales and profits Doubled numbers of stores for its 8 brands (Zara contributes 2/3 of total sales ZARA BREAKS INDUSTRY RULES 2008 total stores = 3,100 in 64 countries 3 newest countries – China, Serbia, Tunisia Zara occupies classy locations ZARA BREAKS INDUSTRY RULES GAP $16 bn sales 11% margins Around 6000 items annually Everything the same 3-4% of sales on advertising ZARA (Inditex) 12 bn sales 16.5% margins 20000 items annually Many different –look different 0.3% of sales on advertising ZARA BREAKS INDUSTRY RULES R:1 – Avoid stores running out of items Zara – Occasional run outs contribute to an ‘urge to buy’ New items arrive twice a week Buy now or miss out London shoppers visit Zara 17 times a year, 4 times more frequently than average ZARA BREAKS INDUSTRY RULES R:2 – Lots of Advertising Zara – High store traffic reduces need for advertising ZARA BREAKS INDUSTRY RULES R:3 – Outsource Zara – Most production is in-house and in Spain Extra responsive supply chain 15 days to in-store delivery (v 2 months) Most items sold at full price Discounts at 15% (v 40%) ZARA BREAKS INDUSTRY RULES Why has Zara been so successful in such a crowded industry? Zara has distinctive competencies – certain resources and capabilities within the company that are not