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Spring 4-19-2021

Zara Strategic Analysis

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 Zara Strategic Analysis

An Undergraduate Honors Thesis Submitted

By Jessica Ha, Bachelor of Science in Business Administration

April 18, 2021

Faculty Mentor:
Marijane England, Ph.D., Management
 Abstract

Zara is the Spanish flagship store for one of the world's largest and most successful

fashion retailers, Inditex. The brand is an overarching global clothing brand with thousands of in-

store locations and presence in e-commerce. This strategic audit on Zara will take a deeper look

into the company's business model and strategies through an external and internal analysis. The

analytic tools: Porter's Five Forces, PESTEL, and SWOT analyses are utilized to understand the

fashion retail industry's competitive environment and how Zara sustains its leadership through its

niche in fast fashion. Strategic recommendations and implementation ideas are also extended

with the brand's future growth in mind.

Keywords: Zara, strategy, analysis, fast fashion, competition

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 Zara Strategic Analysis

Company Overview

Background

Zara has grown to be one of the most successful fashion retail brands today, with a brand

value of $14.7 billion and sales of $21.9 billion in 2020. The brand offers men, women, and kid’s

clothing, shoes, and accessories along with its extension into the textile industry with its merger,

Zara Home. With approximately 3,000 stores worldwide and a presence in 96 countries, the

company expands across the globe and leads as an international fashion brand. Zara is the first

and the most prominent brand under Inditex, which reigns the retailing market with over 176,000

employees in its subsidiaries such as Bershka, Pull&Bear, and Massimo Dutti, to name a few.

Zara operates on its core values of beauty, clarity, functionality, and sustainability to “give

customers what they want, and get it to them faster than anyone else.”

History

In 1963, Amancio Ortega and his wife, Rosalia Mera, began a small family business in A

Coruña, Spain making women’s clothing for distribution. After 12 years, the workforce grew to

over 500 employees, and Ortega decided to open the first Zara in 1975 located in A Coruña. The

store featured recreations of popular and high-end fashion for affordable prices. Zara’s business

model of “shrinking the gap between fashion creation and the customers” was a big hit, and in

1983, the company began expanding all across Spain. As the customer base and demand grew,

Zara opened its first international store in Porto, Portugal, in 1988 before going transatlantic to

New York City in 1989. Zara Home was created in 2003, selling textile ranges from home

interior goods, dishware, and more. Zara Home was the first subsidiary of Inditex to hit the

online market in 2007 before Zara launched its e-commerce website in 2010. Today, it is

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headquartered in Arteixo, Spain, and operates worldwide, consistently striving to bring fast

fashion for reasonable prices.

Business Model

Zara's value proposition is to give customers fast access to fashion trends seen on the

runway, in magazines, and by high-end designers at a more modest price. By targeting young

adults and middle-aged people, the brand's business model attracts a cycle for consumers who

buy trendy products, and once it goes out of style, they will come back to find the following

popular items. Many brands like Forever 21 and H&M have adopted the same strategy; however,

Zara plays as the key leader by incorporating flexibility, digital integration, and sustainability to

differentiate themselves.

The business model of Inditex and Zara go hand-to-hand and is responsible for the

success of the brand. Zara utilizes a high vertical integration level as it manages its designs,

production, distribution, management, shipment, promotion, and sales. The company holds a

majority of the control in each aspect of its operations, allowing more efficient communication

and flexibility between its supply and distribution chains. Moreover, Zara holds its design and

manufacturing front near management in Europe, ensuring high-quality clothing and skilled

employees. As a result, it has a rapid product replacement cycle that is advantageous to staying

in touch with ongoing trends and adapting to the consumers' demands.

External analysis (Macroenvironment)

The fashion retail industry is becoming increasingly saturated with numerous competitors

entering and competing in the market. Zara prioritizes the importance of examining the clothing

industry's external factors to fulfill its mission of being the fastest to satisfy consumer demand.

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Porter’s Five Forces

Porter's Five Forces analyzes the competitive forces in the external environment in which

Zara competes and is evaluated on a high, medium, or low scale.

Competitive Rivalry (High)

The global apparel market is rapidly growing as the demand for clothing and other

accessories are rising worldwide. The market value is projected to grow from $1.5 trillion in

2020 to about $2.25 trillion by 2025 (Shahbandeh). Within the numerous apparel retailers

worldwide, Inditex’s Zara, H&M, and Fast Retailing’s UNIQLO are the top international

competitors. The competition in the apparel industry is high due to its fragmentation, the large

presence of big to small businesses, and the extensive number of brands offering similar

products. Brands like Zara can compete, and drive customer loyalty based on quality and

features. However, retailers with a strong brand image, such as luxury brands, can charge much

higher prices. The industry is mature and has low entry barriers; thus, the market is quickly

becoming saturated and is difficult to survive.

Bargaining Power of Buyers (Medium)

Customers in the fashion retail industry do not have much direct bargaining power when

lowering prices. Nonetheless, the buyer power is a strong force as customers

have indirect bargaining power. Retailers must not only satisfy consumer needs but differentiate

themselves to attract and retain buyers. The steep competition and access to multiple different

brands give buyers flexibility and many options to find what they are looking for—having

alternatives and various points of supply allows consumers to switch easily between brands at

zero cost.

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Bargaining Power of Suppliers (Low)

Supplier's bargaining power in the fashion retail industry has a minimal and insignificant

force. Due to the saturated market, most clothing brands outsource their raw materials,

production, and manufacturing in developing countries such as China, Bangladesh, Vietnam, and

India. The purchasing power lies in the brand's hands as they can switch and substitute for other

suppliers at a low cost or adopt forward integration. Therefore, clothing suppliers' customers are

not fragmented and must abide by the apparel companies' rules. Textile suppliers do not have

control to raise prices and have low input prices as they receive only small portions of the profit.

Threat of Substitute (Low)

Clothing is a basic need as it protects the human body and provides warmth. There is no

substitution for clothes; therefore, the threat of substitutes does not affect the apparel industry's

profitability. Without the retailers, people either have to make clothes themselves or tailor-made,

not popular and time-efficient options. However, there is the presence of subgroups in the retail

industry, differing from price points, quality, and product offerings. Consumers can move from

group to group; for example, a buyer interested in high-end fashion but does not meet the

financial means may opt to shop at stores that offer similar styles at an affordable price, e.g.,

Zara. Nonetheless, this is not seen as a substitution.

Threat of New Entrants (Low)

The threat of new entrants in the fashion retail industry is weak because it is heavily

populated with numerous brands offering similar products, making it difficult for a new entrant

to differentiate themselves and catch consumers' eyes. To survive, they must market themselves

through a unique strategy that will allow them to have a powerful platform. Brand identification

and product differentiation play a significant role in the industry as it creates a barrier to entry.

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Other barriers include investments in infrastructure, marketing, supply chain, and human

resources. Although it may not be difficult to imitate existing styles and fashion trends, brands

must also consider the economies of scale in production when entering. Being a high risk, high-

reward industry for entrants, they will have to manage production at a large scale or a cost

disadvantage.

PESTEL Analysis

The PESTEL analysis monitors factors in the macroenvironment that may have a

substantial impact on the industry. The six factors are considered: political, legal, economic,

social culture, technological, and environmental.

Political/Legal

Many political and legal factors directly affect the retail industry. Depending on the

political climate, the ease of retail brands to operate business internationally can change

drastically. Extensive trade agreements and free trade policies encourage smooth business

exchanges and the flow of exports and imports. However, high taxation and trade barriers can

easily disrupt supply chains and sales and cause many challenges with managing manufacturing

and other overseas activities. As a result, the government may boost the act of buying resources

locally to avoid increased taxes.

With many brands outsourcing their manufacturing to different countries, workers’ rights

and child labor laws also come under scrutiny. Under the Fair Labor Standards Act, it is a federal

law to “establish a minimum wage, overpay eligibility, recordkeeping, and child labor standards

affecting full-time and part-time workers in the private sector and federal, state, and local

governments.” Global or local, emplacing proponents of workers’ rights such as protecting

fundamental human rights and prohibition of forced labor is a standard of conduct. Offenders in

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utilizing sweatshop labor can severely damage the brand’s reputation, with buyers viewing them

as unethical and taking actions to boycott if caught in a scandal.

Economic

The state of the economy can shift purchasing behaviors as it can either drive or

discourage customer spending. During seasons of high economic growth, the population has an

increased disposable income and consumer confidence. Correspondingly, people have the extra

money to spend on fashion and accessories, driving up sales for the retail industry. Whereas

periods of recession and steep unemployment rates dampen consumer confidence. With a lesser

disposable income, money is prioritized to go towards basic needs such as food and shelter. The

retail sector can see a drop in sales and revenue. Therefore, the better the economy, the more

revenue, and profits the retail industry can generate.

Social Cultural/Demographic

The social-cultural and demographic segments are ever-changing, crucial factors that

impact the retail industry. Consumer preferences are frequently shifting, especially within

millennials and the gen z population, due to social media evolution. The number of active social

media users is expected to reach about 3.43 billion by 2023, and they spend on average 144

minutes per day online (Tankovska). Therefore, more and more brands are changing how they

communicate and market themselves to buyers as social networks work their way into people’s

daily routine. Industry players use paid aids, partnerships with celebrities and influencers, and

public relations to increase traffic and brand awareness. Popular platforms such as Instagram,

Tik Tok, Facebook, Pinterest, and Twitter are accessible outlets people use to look for fashion

inspiration and trending styles. Thus, in-style trends spread virally and change rapidly, causing

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consumers to search for new fast-fashion pieces continuously. For that reason, taking advantage

of social media and staying updated on trends is vital in remaining competitive.

As the market is saturated with many competitors and options to choose from, brands are

putting a greater emphasis on the customer experience. Customers benefit from low switching

costs; therefore, a negative impression and encounter with a brand could quickly tarnish their

image. On the other hand, having excellent customer service and leaving customers satisfied can

increase brand loyalty, word-of-mouth and increase revenue for the company in the long run. A

completely satisfied customer contributes 2.6 times as much revenue as a somewhat satisfied

customer and 14 times as much revenue as a somewhat dissatisfied customer (Frichou). It is

easier and more cost-efficient to maintain existing purchasers than to trying to acquire new ones.

Technological

Technology has been instrumental in developing better sales, supply chains, and

customer service. Further advancements in digital technology have also lessened the entry

barriers and increased the number of participants in the fashion retail industry. The internet

provides a platform for businesses and individuals to open online stores without investing in

infrastructure to sell goods. Thus, e-commerce is an accelerating market, providing customers

convenience and control to shop at their leisure and saw a high level of usefulness due to the

COVID-19 outbreak across the world. E-retail sales are projected to account for 18.1% of total

global retail sales in 2021 and impose an existential threat to the industry (Coppola).

Through Big Data such as blockchain technology, it is easier and more efficient for

companies to collect and keep track of information, like the origin of stock, manufacturing dates,

and records of transactions. Since the new age of digitally-savvy shoppers demands more

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transparency while shopping, it is becoming a fundamental norm to access data to share and

build trust.

Moreover, future improvements in the technological sector are expected to have

revolutionary impacts on the shopping experience. Artificial intelligence solutions are already

making their way into improving customer engagements with interactive chat functions online,

using algorithms to give relevant recommendations for products they might be looking for,

replacing sales personnel, and predicting next season's demands. Other tools such as distributed

and cognitive intelligence, cloud computing, and IoT are transforming how business is

conducted.

Environmental

The modern lifestyle trend of “Green consciousness” and being pro-environmental has

been growing increasingly popular in the 21st century. People are more conscious and aware of

what they buy and a growing concern about how their purchases will affect the earth. Customers

are now paying attention to brands that are committed to offering eco-friendly and sustainable

products. In a McKinsey & Company 2019 survey, 67% of consumers considered the use of

sustainable materials to be an essential purchasing factor, and 63% consider a brand’s promotion

of sustainability in the same way (Granskog). With ethical fashion on the rise, more apparel

companies are adopting a sustainability pledge to practice activities like recyclable packaging

and sourcing environmentally to lessen their footprint and appeal to growing awareness.

Internal analysis (Microenvironment)

Now focusing on the microenvironment, the internal analysis examines Zara’s business

strategies and operations. Through its cost leadership strategy, the brand offers high fashion

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products at a moderate price. The SWOT analysis will uncover the apparel retailer's strengths

and weaknesses and identify the opportunities and threats it can expect in the long run.

SWOT Analysis

Strengths

Zara competes on multiple strengths that have made the brand to be not only the most

popular and profitable subsidiary under Inditex but a significant presence in the fashion retail

industry. By practicing high degrees of vertical integration, it places 54% of its factories near its

headquarters in Spain and operates a strong supply and retail network (Inditex). The use of IT

technologies makes the flow of communication and data easy for information sharing to its 1,985

suppliers and 8,155 factories worldwide (Inditex). As a result, Zara's operations are expedited

and faster than any of its competitors. New designs enter the market in less than 15 days as

online and retail collection are refreshed twice a week, and deliveries to any location worldwide

are made within 48 hours on account of its ten logistic centers. The retail network of 2,118 stores

in 202 markets places them at the top of most fashion retail stores globally (Inditex).

Through Inditex, a team of over 700 skilled designers works to turn customer desires into

designs. To compete in the fast fashion market, Zara designers roll out 50,000 creativities a year.

While some brands take months to get products to the store, it only takes them three weeks to

bring life to design sketches. Hence, customers are satisfied by the large selection of relevant

fashion pieces as well as the price on the tag. Zara's pricing strategy is targeted towards the youth

who want but cannot afford high fashion trends. This strategy drives up popularity and loyalty

amongst customers as they can keep coming back to buy new styles routinely without breaking

the bank.

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 The brand places the customer at the center of its business model, stating its primary

objective as "responding to the needs of our customers through the best experience." Zara can

improve the quality of the customer experience by incorporating technology such as Radio

Frequency Identification (RFID), helping staff find items for buyers instantly in stores and

online. Zara also has a solid commitment to the environment and takes extensive measures to

protect biodiversity, reduce waste, fight climate change, and promote sourcing sustainably.

Weakness

Although Zara leads the fast-fashion market, it poses spots of weakness for the business.

Due to the need to constantly replace old styles and introduce new designs, the clothing quality is

not high, and it is hard to balance its commitment to sustainability. The brand must remain

honest and follow through with its commitment to the environment to combat its clothes' short

lifetime and the carbon emissions released during manufacturing. Additionally, Zara's extensive

array of clothing and accessories for men, women, and children lacks specialization and focus.

Zara offerings are generalized and dependent on what is currently trending. Therefore, customers

may turn to other brands that concentrate on what they are looking for, like jeans or dresses.

When the pandemic hit in 2019 and people worldwide were forced to social distance and

were confined to their homes' seclusion, it revealed Zara's reliance on its physical stores.

Although online sales eased the significant drop in business, it was only at 89% of 2019 rates

(Sudhakara). In June of 2020, Inditex announced that it would close 1,200 or 16% of Zara stores

to steer towards selling online.

Compared to other industry players, Zara does limited marketing, mainly driving brand

awareness through social media networks and public relations. It has been able to generate strong

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recognition by pulling consumers in by meeting its demands. However, as the competition grows

increasingly cutthroat, it lacks a solid marketing strategy and face future challenges.

Opportunities

By leveraging the strengths and advantages Zara has as a brand, the business has

excellent growth opportunities. The center of Zara's business model is the consumer, it pays

great attention to improving the customer experience. In this digital era, artificial intelligence is

progressively disrupting the retail industry as it is predicted that global AI revenues will grow

from $643.7 million in 2016 to $36.8 billion in 2025 (Mani). By investing and applying artificial

intelligence and technologies alike, it could create a new shopping future for buyers. Capitalizing

on these advancements could offer a greater collection of data to personalize the consumer's

experience or even create a virtual reality.

Zara is dependent on its physical stores and could see the potential to raise brand

awareness and revenue if it shifts its focus more on the online segment. Digitalization is

transforming how our society goes about everyday activities as more people use devices like

smartphones and laptops to connect online. In 2019, about 1.92 billion people bought goods or

services online, and e-retail sales exceeded $3.5 trillion worldwide (Coppola). However, Zara's

website is notorious amongst shoppers for being difficult to navigate due to the overwhelming

number of products, low readability, and usability. The brand could expand its customer base

and encourage more shopping by investing more time to market themselves on digital platforms

and improve its e-commerce sector's functionality.

Also, Zara has space to better its retail channels in countries it is less prominent in.

Although it is a global brand, it is less established in Malaysia, India, and Singapore. These

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countries see high potential in profitability with its large population and present a chance for

Zara to develop its international name further.

Threats

The biggest threat Zara is facing is the intense number and level of competition in the

industry. With the increase in entrants due to the help of the internet, Zara must go up against

online brands that are offering similar products for a lower price. With the rising popularity of

fast fashion, there has been an influx of businesses like Shien and Romwe that copy Zara and

high fashion designs and charge prices as low as $5 for a shirt. This puts Zara in a vulnerable

state as it enters price wars with imitators.

As an international brand competing in 202 markets worldwide, trade policies and

foreign business regulations place a threat on Zara’s operations. The brand must be compliant

with labor and trade rules that differ from country to country. When the pandemic first broke out

and hit Europe hard, many countries placed travel restrictions and shut down factories. In turn,

lockdown measures disturbed the flow of supply chains and manufacturing cycles. As COVID-

19 persists today, Zara must be wary of adapting to the new changes and preparing for post-

pandemic business.

Strategy

Strategy Goals

Zara's generic strategy is cost leadership. The brand holds a competitive advantage in the

market by offering products similar to high-end fashion and designer brands' styles at modest

prices. However, how Zara differentiates itself in the industry is beyond that extent. It believes in

a "complete cycle of life," creating value for its product through acting correctly and responsibly

in each stage of the fashion process. Therefore, its overall goal is to bring to the market quality

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products made ethically in every step to ultimately meets the customer's needs in-store and

online.

Strategy Recommendation

Marketing Strategy

To continue leading in the expanding fashion retail industry, Zara must tackle its

weaknesses and transform them into opportunities. Beyond active social media accounts on

mainly Instagram and Facebook and its name on the shopping bag, the retailer does minimal

amounts of marketing promotions and advertisements. It utilizes an anti-marketing approach by

pulling customers in, not pushing its products out, ultimately spending only about 0.3% of sales

on advertising (Payton). Zara has successfully procured a large following with 43 million

followers on Instagram, 29 million on Facebook, and 1.3 million on Twitter. Nonetheless, Zara

needs to establish a more robust marketing strategy to combat the numerous entrants trying to

mimic its business model and promote brand strength. H&M, a principal competitor, sends out

SMS coupons and sales promotions through email and partners with luxury designers like Karl

Lagerfeld, Jimmy Choo, and celebrities like Billie Eilish and Justin Bieber to drive traffic to its

stores. Zara could leverage its massive online following and engage in influencer marketing.

Influencer marketing comes at a cheaper cost than filming ads and is a popular form of

marketing in this digital world. Zara could easily reach a larger audience by sponsoring fashion

bloggers, YouTubers, and famous influencers that many look to for fashion inspiration. Now

through the use of Tik Tok, a short video-sharing media platform, influencers post viral clips of

try-on hauls, what they wear in a week, or favorite clothing items that reach thousands of views.

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E-Commerce

Another segment Zara needs to grow is its online platform. Brands like Shein, Yesstyle, Romwe,

Princess Polly, and several brands are entering the fashion retail industry through e-commerce

and could capture significant market share in the following years. Zara’s online store is not a

strong point in its business as it lacks areas of functionality. The brand needs to revamp the

website to make it more user-friendly, tailoring it to first-time and recurring customers.

Currently, the website focuses too much on the aesthetics that the minimal design and distracting

model poses make it challenging for the user to navigate the site and decipher what product the

photo is advertising. Other complaints point out that the online store is confusing to look through

tabs and does not transfer well while using different devices like smartphones or tablets. 37% of

users claim they get frustrated by poor design and navigation on the website, causing them to

leave—making Zara vulnerable to lost sales (Teller).

While still retaining its style, the website needs a more simplified interface and viewing

products collectively. Whether it is by using in-house UI/UX designers or outsourcing

professionals, Zara’s e-commerce segment requires more customization to meet the consumer's

needs. Inditex has been on the move to resolve this issue since the hit of COVID when it decided

to close 16% of its stores to boost online sales. As an effect of the pandemic, more people are

online and shopping digitally. Therefore, Zara must make improvements or will see the impact of

the lost business.

Sustainability

Fast fashion and sustainability do not complement each other. However, Zara competes

with a niche in fast fashion and promotes sustainability with its commitment to the environment.

Even though Zara stresses its promise to the environment through responsible and ethical

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sourcing and manufacturing, many still speculate how closely the brand will stick to its

statement. A way Zara could reinforce its eco-friendly pledge is to involve the customer in the

process. It is one thing for the consumer to know that they are buying from a sustainable brand

but playing a part in the process would make a greater impact. Like H&M’s garment collecting,

where it trades customers’ unwanted clothing for 15% off their next purchase, Zara could also

adopt an upcycling program. The customer could return unwanted, gently worn Zara clothing

that could be reused or donated to different countries of need.

Conclusion

Since the start of Zara in 1975, the Spanish apparel business has continued to grow,

becoming the world's largest fashion retailer today. With its presence in countries worldwide and

online, the brand leads the fast fashion market with its strong vertical integration and cost

advantage. Still, the industry is rapidly growing, and for Zara to maintain its continuous success,

it must build on its marketing strategy, improve its online segment, and stay committed to the

environment's health.

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