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2 years ago

What organization design aspects of Zara make it so succuccessful ?

Business

1 answer:

Kamila [148]2 years ago

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Answer:

The secret to Zara’s success has largely being driven by its ability to keep up with rapidly changing fashion trends and showcase it in its collections with very little delay. From the very beginning, Zara found a significant gap in the market that few clothing brands had effectively addressed. This was to keep pace with latest fashion trends, but offer clothing collections that are a combination of high quality and yet, are affordable. The brand keeps a close watch on how fashion is changing and evolving every day across the world. Based on latest styles and trends, it creates new designs and puts them into stores in a week or two. In stark comparison, most other fashion brands would take close to six months to get new designs and collections into the market.

It is through this strategic ability of introducing new collections based on latest trends in a rapid manner that enabled Zara to beat other competitors. It quickly became the people’s favourite brand, especially with those who want to keep up with fashion trends. Founder Amancio Ortega is famously known for his views on clothes as a perishable commodity. According to him, people should love to use and wear clothes for a short while and then they should throw them away, just like yogurt, bread or fish, rather than store them in cupboards.

The media often quotes that the brand produces “freshly baked clothes”, which survive fashion trends for less than a month or two. Zara concentrates on three areas to effectively “bake” its fresh fashions:

Shorter lead times (and more fashionable clothes): Shorter lead times allow Zara to ensure that its stores stock clothes that customers want at that time (e.g. specific spring/ summer or autumn/ winter collections, recent trend that is catching up, sudden popularity of an item worn by a celebrity/ socialite/ actor/ actress, latest collection of a top designer etc.). While many retailers try to forecast what customers might buy months in the future, Zara moves in step with its customers and offers them what they want to buy at a given point in time.

Lower quantities (through scarce supply): By reducing the quantity manufactured for a particular style, Zara not only reduces its exposure to any single product but also creates artificial scarcity. Similar to the principle that applies to all fashion items (and more specifically luxury), the lesser the availability, the more desirable an object becomes. Another benefit of producing lower quantities is that if a style does not generate traction and suffers from poor sales, there is not a high volume to be disposed of. Zara only has two time-bound sales a year rather than constant markdowns, and it discounts a very small proportion of its products, approximately half compared to its competitors, which is a very impressive feat.

More styles: Rather than producing more quantities per style, Zara produces more styles, roughly 12,000 a year. Even if a style sells out very quickly, there are new styles waiting to take up the space. This means more choices and higher chance of getting it right with the consumer.

Zara only allows its designs to remain on the shop floor for three to four weeks. This practice pushes consumers to keep visiting the brand’s stores because if they were just a week late, all the clothes of a particular style or trend would be gone and replaced with a new trend. At the same time, this constant refreshing of the lines and styles carried by its stores also entices customers to visit its shops more frequently.

In the following sections, the key components of Zara’s winning formula in the fashion retailing industry are illustrated.

Explanation:

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Answer is explained in the explanation section below.

Explanation:

Solution:

First, we need to sort out the data given properly, so that we can answer to the best.

Data Given:

For Chamber D103:

Installed Cost = -400,000 USD

Annual Operating Cost Per Year = -4000 USD

Salvage Value 10% of P = 40,000 USD

Life = 3 years

Similarly,

For Chamber 490G:

For Chamber D103:

Installed Cost = -250,000 USD

Annual Operating Cost Per Year = -3000 USD

Salvage Value 10% of P = 25,000 USD

Life = 2 years

For Chamber D103

AW Chamber D103 = -400,000 x (A/P, 10%, 3) + 40000 x (A/F,10%, 3) - 4000

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(A/P, 10%, 3) = 0.40211 (from the compound interest table )

(A/F,10%, 3) = 0.30211

AW Chamber D103 = -400,000 x 0.40211 + 40000 x 0.30211 - 4000

AW Chamber D103 = -152,760 USD

For Chamber 490G:

AW Chamber 490G = -250,000 x (A/P,10%,2) + 25000 x (A/F,10%, 2) - 3000

So,

(A/P,10%,2) = 0.5762

(A/F,10%, 2) = 0.4762

AW Chamber 490G = -250,000 x 0.5762 + 25000 x 0.4762 - 3000

AW Chamber 490G = -135,143 USD

So, after evaluating both the chambers using the AW method, more economical is the chamber 490G.

Now, we need to change the values to check whether the chamber selection can be changed or not:

so, New values for Chamber D103

P = -300,000 and Salvage value of 30,000

For Chamber D103

AW Chamber D103 = -300,000 x (A/P, 10%, 3) + 30000 x (A/F,10%, 3) - 4000

So,

(A/P, 10%, 3) = 0.40211 (from the compound interest table )

(A/F,10%, 3) = 0.30211

AW Chamber D103 = -300,000 x 0.40211 + 30,000 x 0.30211 - 4000

AW Chamber D103 = -115,570 USD

New Values for Chamber D103

P = -500,000 and the Salvage Value = 50,000

AW Chamber D103 = -300,000 x (A/P, 10%, 3) + 30000 x (A/F,10%, 3) - 4000

So,

(A/P, 10%, 3) = 0.40211 (from the compound interest table )

(A/F,10%, 3) = 0.30211

AW Chamber D103 = -500,000 x 0.40211 + 50,000 x 0.30211 - 4000

AW Chamber D103 = -189,950 USD

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At P = 300,000 will definitely change the selection to D103 Chamber.

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2 years ago

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Judd Company has a beginning inventory in year one of $1,400,000 and an ending inventory of $1,694,000. The price level has incr

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Explanation:

The dollar-value LIFO method can be described as a variation on the last in, first out (LIFO) method which focuses on the estimation of a conversion price index that can be employed to compare the year-end inventory to the base year cost.

The ending inventory under the dollar-value LIFO method can be calculated as follows:

Beginning inventory at begining price level = $1,400,000

Ending inventory at ending price level = $1,694,000

Beginning price level = 100

Ending price level = 110

Beginning price index = Beginning price level / Beginning price level = 100 / 100 = 1.0

Ending price index = Ending price level / Beginning price level = 110 / 100 = 1.1

Ending inventory at base year prices = Ending inventory at ending price level / Ending price index = $1,694,000 / 1.1 = $1,540,000

Real-dollar quantity increase in inventory = Ending inventory at base year prices - Beginning inventory = $1,540,000 - $1,400,000 = $140,000

Value of real dollar quantity increase in inventory = Real dollar quantity increase in inventory * Ending price index = $140,000 * 1.1 = $154,000

Dollar value LIFO Ending inventory = Beginning inventory at begining price level + Value of real dollar quantity increase in inventory = $1,400,000 + $154,000 = $1,554,000

Therefore, the ending inventory under the dollar-value LIFO method is $1,554,000.

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