7009MHR Global Strategic Management Assignment Sample
Module code and Title: 7009MHR Global Strategic Management Assignment Sample
Introduction
The entire paper discusses the strategic aims and objectives of the organization Zara. Generally, strategic objectives are the aim statements that help make an entire set of goals and vision measurable segments in favour of a sector in order to help extend the desired results. In this particular scenario, strategic aims are most efficient when it is assessable either by data of observable or outcomes of statistical.
Overview of Organization
Zara is a clothing retailer of Spanish that is based in country Spain, Galicia. Amancio Ortega established it in the year 1975 (Zara.com, 2022). It is also a store of the flagship chain of the group Inditex, and the Global’s biggest apparel retailer. Zara is also one of the biggest organizations worldwide. This particular organization controls store number 2264 as well as present in country 96 (Zara.com, 2022).
Task 1
VRIO
| Resource and Capability | Valuable | Rare | Inimitable | Organisational Support | Result |
| Business Process Automation | YES | YES | YES | YES | The temporary competitive advantage of the company |
| Product mix diversity | YES | NO | YES | YES | Sustainable marketing and business advantage |
| Research and Innovation | YES | YES | YES | YES | Sustainable in competitive advantage |
| Global Recognition | YES | NO | YES | NO | Competitive equality |
| Supply Chain | YES | YES | YES | YES | High competitive advantage |
Table 1: VRIO analysis (Source: self-developed)
The organisation can develop sustainable business due to the proper resources. According to table 1, it was found that the company is capable of developing a proper supply chain process to make more business in future. In this table, it was found that the overall organisation has a complete advantage in the market due to maintaining a sustainable environment. It can be said that the overall organisation has a huge competitive advantage in terms of market capitalization along with maintaining proper culture and structure inside the workplace.
As per the opinion of Mahardika and WayanSantika (2021), it can be seen that in the recent proper use of strategies are important in order to develop a high market advantage in future. According to the above table, it was found that the overall supply chain along with marketing challenges can be mitigated by developing new business strategies. The above table shows that the financial resources of the organisations are higher which can be useful to invest in new markets.
As per the opinion of Gallo et al. (2021), it was found that the overall marketing and developments can be fulfilled by valuable resources by which a significant amount of the workforce can deal with potential customers. As per the opinion of Mahardika and WayanSantika (2021), however, it was found that the cost structure of the organisation is not much accurate in terms of market capitalization along with more development and research that should be done in future in order to increase profit.
Value chain
| Firm Infrastructure: Due to the high market capitalization of the organisation’s high amount of production procedures should be gained in future. It can be found that the overall infrastructure of the organisation is important to invest in new markets (Zara and Ramkumar 2022). | ||||
| HRM: In the overall business environment human resource management is important to deal with critical problems. In this type of organisation, the human resource process is considered an important tool for development and training (Duoyan 2021). | ||||
| Technology Development: The overall technological development of the organisation is based on new business strategies. The overall organisation is important to deal with critical investments along with useful to make higher profit in future. It was found that the overall supply chain of the organisation is based on modern technologies and continuous development. | ||||
| Procurement: This organisation collects raw materials from offices and other regional departments. There are several countries from which the organisations collect raw materials. These countries are Australia, Asia and Europe along with Holland, China and UK (Chunling 2020). | ||||
| Inbound Logistics
The inbound logistics of the organisation are based on the movement and distribution of raw materials. Zara has maintained proper logistic support and supply chain in order to maintain the proper amount of resources (Zara and Ramkumar 2022).
|
Operations
Assembling
The headquarters of Zara is located in Spain. The overall organisational business processes are mainly managed by the headquarters. |
Outbound Logistics
This organisation has diversified business across the world. It was found that the outbound market of the organisation is based on seasonal clothing along with all-season products. |
Marketing and Sales
The marketing and sales of the organisation are based on new business promotions along with expanding the market. Zara does not outsource their products as the organisation changes their business strategies according to the market (Zara and Ramkumar 2022). |
Service
The company does not need strong services and product management as it maintains customer satisfaction. This avoids long queues in their outlets along with waiting periods for customers are less in comparison to other organisations (Zara and Ramkumar 2022). |
Table 2: Zara value chain (Source: Self-developed)
Table 2 includes information about the overall business model of Zara. According to the above table, it was found that the overall key point of the organisation is high market capitalization. As per the opinion of Piedrahita Orozco et al. (2021), it was found that the overall company has effective strategies in order to deal with the customer perspective. According to this table, the overall business advantage is due to the huge production line along with the low cost of materials. The reduction of costs in marketing and promotions has helps the organisation to invest in new markets.
Porters five forces
| Five Forces | Factors |
| Intense Competition (Strong) | ● Faces huge competition with GAP, H&M and UNIQLO (Cui and Fan 2021)
● The organisation has a brand value of around $14 billion |
| Threats of substitutes (Medium) | ● Problems with product offering along with quality and pricing issues
● Problems based on market threats (Seo and Suh 2019) ● Maintaining proper fashion in all seasons |
| Threats of new entrants (Week) | ● Brand establishment is affected due to the new entrance
● The proper supply chain the organisation helps to reduce the extra cost (Seo and Suh 2019) ● Customer switching cost is low |
| The purchasing power of buyers (Strong) | ● A high amount of bargaining power due to high competition (Seo and Suh 2019)
● The organisation follows a customer-centric approach for better profit. |
| The purchasing power of suppliers (Medium) | ● The power of suppliers is low along with insignificant
● The organisation outsources its production where most comes from Asian and European countries. |
Table 3: Porter’s five forces of Zara (Source: Self-developed)
Table 3 includes information about the challenges and threats that are faced by the organisation. As per the opinion of Piedrahita Orozco et al. (2021), according to the organisation, it was found that the overall organisation has a huge marker capitalization worldwide. This table is mainly based on partners and vendors by which the organisation is facing critical challenges along with includes information about external and internal factors. This table also includes information about future scope and financial strength along with alternative solutions for market growth.
PESTLE
| PESTLE | Factors | Impacts |
| Political | ● Stable administration
● The index of political stability is 0.54 (Theglobaleconomy.com, 2022). ● Issue of Brexit ● Very minimal corruption in the country United Kingdom
|
In the country United kingdom political factor are a positive impact this is because of stable administration in the year 2018 index of political stability is 0.08 and in the year 2021 0.54. |
| Economic | ● Position of 6th worldwide in the context of economic
● trillion of 3.32 GDP dollars in the year 2021(Statista.com, 2022) ● CPI percentage of 5.5 ● “Corporate tax rate 19%” (Gov.uk, 2022) |
In the country United kingdom economic factor is a positive impact this is because trillion of 3.32 GDP dollars in the year 2021and the 6th potion globally in the economic context |
| Social |
● The total number of citizens will extend million to 74 by the year 2039 (Gov.uk, 2022) ● Improved health and education facilities day by day in this country ● Most of the people who are high profile live in this country |
The social factor is a positive impact on this country causing improved health and education facilities day by day and many of the incidents create positive scenarios in this country |
| Technological |
● Cloud-native application ● The United Kingdom utilise AI and the technology of 5G ● The technology used to rank 6th |
In this country United Kingdom, they are utilised AI and technology of 5G and they are a technology used to rank 6th. This is the reason behind the positive impact of the technology factor |
| Legal | ● “Equality Act 2010”
● “Employment Act 1996” ● holidays in favour of many corporate sectors ● complex rules of wages distribution |
Legal factor is a positive impact on this country cause of “The Employment Act 1996” and “The equality Act 2010”. This is because complex rules of wages distribution |
| Environmental | ● Shortage of Water
● Instant change in climate ● “Pollution rate 10.5mg/m3″ |
The rate of pollution is approximately 10.5mg/m3 and instant change of climate, this is because environmental factors also negative impact |
Table 4: PESTLE Analysis of Zara (Source: Self-Created)
The above table 2 indicates that political segments are able to have a large influence on the total organization and general business of international as each and every government and nation does not have a relevant outlook on the organization. The economic activity segment in any market and nation also has a significant influence on the organisations are controlled and operate in the upcoming days.
In addition Social; factors are also very important factors in how Zara controls their operation in a particular country. Zara has minded the total aspect of marketing and business since trends of social have large influences on the total demand and supply of the product of the organization.
Task 2
Zara’s current competitive strategy
The model of fast fashion is generally adopted by this particular organization. This organisation is also a significant competitive advantage source and the total system of fashion changed after Zara. As per the viewpoint of Pei et al. (2020), styles and market trends are regularly updated and very faster inside the stores of Zara. The model of fast fashion allows the organization, Zara, to fill up its own stores very frequently.
As per the opinion of Shabir and AlBishri (2021), generally, the strategy of the organization Zara is to totally provides a higher available number of products than its all competitors. While much retail produces and provides to the total public in favour of sale the number of 2000 to 4000 severe; clothing articles. As per the viewpoint of Rahman and Nguyen‐Viet (2022), the production of Zara has been markedly very larger, and at over prices of 10000 manufactured each and every year.
Figure 1: Brand Profile of Zara in the country United Kingdom, 2022 (Source: Statista.com, 2022)
The above figure 1 indicates that when it’s talking to fashion users of online shopping, awareness of the brand of organization ZARA is at a percentage of 86 in the United Kingdom. The total survey highlighted utilising the aided concept recognition of a brand, it is totally indicating participants both the logo of the brand and the brand name written.
In the entire, a percentage of 24 United Kingdom online shops of fashion indicate they like this particular organization. However, in reality, among the percentage of 86 of participants from the United Kingdom know this organization and the percentage of 28 individuals like this particular brand Zara. [Refer to appendix 1]
Porter Generic strategies
| Low Cost | Differentiation | ||
| S
C O P E |
Broad | Cost Leadership | Differentiation Leadership |
|
● Zara Controls acceptance satisfaction level of all the buyer’s needs ● Conflict with Differentiation ● Extend costs of differentiation adds
|
● provide a higher available number of goods than all the competitors
● They are based on minimal prices and high quality ● Zara wants in order to be desired and fashionable for each and every one.
|
||
| Narrow | Cost Focus | Differentiation Focus | |
|
● They utilise approaches of value-based pricing ● Focus on the perception of a consumer of total value rather than the success of the organization ● They count unsalable products and broken code each and every day
|
● Their focus on the customers is the major of the success of a brand ● It also co-makes its goods leveraging its input from consumers. ● Zara generally focuses on market segments and particular age segments
|
||
Table 5: Porter Generic strategies (Source: Self-Developed)
The above tables indicate that this particular organization is a firm of multinational with very high identification in market segment of targeted. As per the observation of Popović-Šević et al. (2021), the total competition in the particular industry has created it very challenging in favour of this organization to sustain the position of market leadership and raising its share of the market without effort.
Zara has totally adopted a cost leadership combination, focus and differentiation plan to control the huge competitive pressure. The consumer base sales and expansion improvement objectives are totally obtained by highlighting very proper intensive improvement strategies based on focus and cost differentiation. As per the opinion of Mahardika and WayanSantika (2021), the strategy of cost leadership, this strategy includes gaining a total advantage at a minimal cost.
The primary aim of utilising this particular strategy is to preserve the position of market leadership through effective management of the value chain. As per the opinion of Moreira (2020), this particular strategy indicates this organization to enlarge its share of market by targeting the people of middle class. This totally indicates that it creates the biggest proportion of entire customer market combined in many of the nations.
Ansoff Matrix
| New Markets | Market Development | Diversification |
|
● They offer a larger assortment of designs and styles ● They also provide over a million of 450 Products each and every year
|
● This is not related to the apparel and fashion industry
● Conglomerate diversification ● Horizontal diversification and diversification of concentric
|
|
| Existing Markets | Market Penetration | product Development |
|
● Zara has gained total revenue of billion 18.9 worldwide in the year 2018 ● Total of approximately stores 3000 globally ● Stay competitive and a Global Leader
|
● This organization complement their total process in days of thirty or one months
● regular improvement in several products and aspects |
|
| Existing Product | New products |
Table 6: Ansoff Matrix of Zara (Source: Self-Developed)
The above table 3 highlights that the focus of this particular organization to penetrate the market is evidenced by its total revenue collection and stores many stores in several locations. In the year 2018, this particular organization collected total revenue of billion 18.9 worldwide more than a total stores 300 globally. As per the opinion of Yide (2019), the fashion of Zara’s trust in regular and consistent in many product development and aspects is one of the areas of major improvement by the organization. The total competition would get rid the organization of a situation of no focus on growing new types of markets.
It is not possible to favour any type of organization to sustain international success and improve unless it is included in the development of the market. As per the viewpoint of Berbiche et al. (2020), “Zara Home Décor” is an outcome of the strategy of diversification of the organization, which is not very relevant to the apparel and fashion industry. The improved-oriented strategy of product development has contributed largely to the success and reputation of this organization as a very successful fashion brand of international.
BCG Matrix
| The annual real market rate of growth (%) | High | Question marks | Star |
| Product- kid’s segment
Cash Flow – Negative |
Product- Accessories and Bags
Cash Flow- Neutral
|
||
| Low | Dogs | Cash cows | |
|
Product- underwear and maternity wear Cash Flow-Negatives and neutral
|
Product- Skirts, shoes, jeans Cash Flow- highly Stable
|
||
| Low Relative market share High | |||
Table 7: BCG Matrix of Zara (Source: Self-Developed)
The above table 7 indicates the BCG matrix of Zara. This organization has very restricted outlets in the Global, this is generally because selective strategies and targeting approaches are utilised in favour of the availability of products in the entire market. As per the observation of Bauer (2021), cash Cows, This organization adopt several efficient strategies in favour of the enlarged purpose.
The goods in this segment are the main sources of the inflow of cash in the total organization. Several products are very successful in making a very significant market successfully and hold grows the market demand at a high level. As per the opinion of Yin (2022), stars, all these products help in producing sufficient revenues in favour of the organization to be indicated as very profitable.
The major reason for the upcoming improvement of star products is the industry improvement scope. However, still have an accurate chance in favour of enlarging as having products of a star. Fashion jerseys, fashion denim, and very unique collection of accessories and bags from Zara are all the star items.
Questions marks, there are several goods that have very minimal profitability than products of star and cash cow. In addition, along with the very poor position of financial of such units of business. As per the opinion of Adam (2018), Stradivarius, pull & bear and Bershka are Zara’s question mark, which has a percentage of six, a percentage of 9.3, and a percentage of 6.8 market share.
Dogs, the selected products, which are normally consumed, and underperforming more than producing a return, are highlighted as dog items. As per the viewpoint of Chanour (2022), there are several competitors in the existing industry, which are totally influencing the total market, and this organization is not able to create the space in favour of itself.
GE McKinsey matrix
| Strong | Medium | Low | Industry Attractiveness | |
| High | Protect Position | Invest to create Strength | Create selectively | |
| ● More focus on the maintenance
● invest in favour of improving at the higher possible rate |
● Challanges of leadership
● Reinforce total risky places |
● Specialization on very several strengths
● look in favour of alternates to get weakness rid |
||
| Medium | Protect position | Control or selectivity for income or returns | Expand or Harvest | |
| ● Ability to create to counter all the competitors
● More focus the organizational profitability through increased productivity |
● Exiting Protection Programme ● Segments with significant comparatively and profitability lower risk
|
● More focus on the strength maintenance
● Invest in favour of improving at a higher rate than possible (Rahman and Nguyen‐Viet, 2022)
|
||
| Low | Refocus and protect a position | control in favour of income | Divest | |
| ● Preserve strengths
● Attractive focus strength |
● Decrease investment ● Positioning of protection in factors that are very profitable ● Investment to be very minimised |
● Avoiding investment and cutting cost ● Sell when it produces a very high cash value
|
||
| Strength of Business unit | ||||
Table 8: GE McKinsey matrix of Zara (Source: Self-Developed)
The above table 8 indicates that the significant section for Zara to be in is the growth and investment factors. Zara is able to extend this particular situation if it is controlling a medium to a very highly attractive industry. In addition, while having a medium to very high position of competition within that particular industry. In such a scenario, there is a huge potential for improvement.
Task 3
Identify and discuss major challenges with SWOT
| Strength | Weakness |
| ● Designers team
● Stores ● Advantage of pioneer ● Supply Chains ● Investing in retail
|
● Aided by a prediction by a system of Artificial Intelligence ● Expansion to Asia-Pacific ● Instant trends in fashion ● Dependence on Physical Stores
|
| Opportunities | Threats |
| ● Sustainability
● Customisation ● Influence marketing ● Sustainability ● Reselling ● Rapid cycle
|
● Prices war
● Pandemic of Covid-19 ● Several restrictions and regulation ● High competition |
Table 9: SWOT Analysis of Zara (Source: Self-Developed)
The above table 9 indicate that Zara has recently faced two major challenges as per the SWOT analysis, such as sustainability and competition. As per the observation of Duoyan (2021), sustainability includes engaging stakeholders, decreasing carbon footprint, Collaboration, Sustainability plan, and Investment in technology. Competition includes comparative positioning strategy, market research, Innovative products, Strategic partnership, and Investing in sales and marketing.
Strategic recommendations as per challenges
Sustainability
| Recommendation | Direction | Suggested strategy |
| Recommendation 1 | Reduce carbon footprint | Reduce Zara’s carbon footprint by implementing energy-efficient practices and technologies, such as using renewable energy sources and investing in energy-efficient buildings and equipment.
|
| Recommendation 2 | Engaging stakeholders | Engage with Zara’s stakeholders, including employees, customers, and community members, to understand their priorities and concerns related to sustainability. This can help this organization to identify opportunities to integrate sustainability into its business operations and decision-making (Rahman and Nguyen‐Viet, 2022).
|
| Recommendation 3 | Sustainability plan | Develop and implement a sustainability plan that outlines the organization’s goals and strategies for addressing environmental, social, and economic sustainability. The total plan should involve particular, achievable, measurable, and targets relevant to time-bound and transparent strategies for achieving them.
|
| Recommendation 4 | Collaboration | Collaborate with other organizations, including competitors, suppliers, and industry associations, to tackle shared sustainability challenges. In favour example, Zara could form a sustainability consortium or join a sustainability certification program. |
| Recommendation 5 | Investment in technology | Invest in sustainable technologies and practices that can improve Zara’s long-term competitiveness, such as adopting circular economy principles or developing sustainable products and services. |
Table 10: Strategic Recommendation 1 (Source: Self-Developed)
The above table 10 highlights that the key to a successful sustainability strategy is to take a holistic approach that considers the environmental, social, and economic dimensions of sustainability, and to engage with their stakeholders to ensure that their efforts are aligned with their priorities.
Competition
| Recommendation | Direction | Suggested strategy |
| Recommendation 1 | Market research | Conduct market research to understand Zara’s competitors and their offerings, as well as customer preferences and needs. This information can help them to identify opportunities to differentiate their organization from competitors and position their products or services in a way that sets them apart from the competition (Rahman and Nguyen‐Viet, 2022). |
| Recommendation 2 | Comparative positioning strategy | Develop a competitive positioning strategy that defines Zara’s unique value proposition and target market, and outlines the key differentiators that set them apart from all the competitors. This strategy should be based on an in-depth understanding of their competitors and the market and should be regularly reviewed and updated to reflect changes in the competitive landscape (Rahman and Nguyen‐Viet, 2022). |
| Recommendation 3 | Invest in sales and marketing | Invest in marketing and sales efforts to promote the organization and its offerings to potential customers. As per the opinion of Chunling (2020), this can include advertising, public relations, and direct sales activities, as well as online and social media marketing. |
| Recommendation 4 | Innovative products | Innovate and continuously improve Zara’s products or services to stay ahead of the competition. This could involve investing in research and development, launching new products or services, or improving existing offerings to better meet customer needs and preferences.
|
| Recommendation 5 | Strategic Partnership | In addition, form strategic partnerships or alliances with other organizations, such as suppliers, distributors, or complementary businesses, to gain a competitive advantage. In favour example, Zara could offer joint products or services, share resources or expertise, or jointly pursue new market opportunities. |
Table 10: Strategic Recommendation 2 (Source: Self-Developed)
The above table 10 highlights that the overall, key to effectively addressing competition is to regularly assess Zara’s competitive position and take action to improve it, while also staying focused on meeting customer needs and exceeding their expectations.
Recommendations as per the SAF model
Recommendation 1: Managing stores
It has been recommended that optimization of the inventory model are implemented in areas to help the total organization to evaluates the proper quantity that should be produced for each individual one of its retail stores. The total stock produced is very limited; make sure that each store only collects just wan Zara need.
Recommendation 2: Implement Artificial intelligence
It has been recommended that it is very important to implement AI in each operation. Moreover, save money and time by optimising and automating routine tasks and ways. AI helps to increase the total productivity of organizations and more smooth efficiencies, creating faster decisions for business based on the results from technologies of cognitive.
Conclusion
The entire paper summarised how organization Zara operates their entire operation in an effective way and how they are controlling its operation internationally. The total report also discussed Porter’s 5 forces, VRIO, value chain, and pestle of Zara. In addition, Porter Generic strategies, GE McKinsey matrix, Ansoff matrix and BCG matrix were evaluated in this particular paper. It is also summarised that Zara specialises in selling clothing, fast fashion, perfumes, accessories, shoes, and beauty products and also evaluates which are higher and lower sellers.
References
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Appendices
Appendix 1: Zara’s brand value worldwide from 2016 to 2022
(Source: https://www.statista.com/statistics/980126/brand-value-of-zara-worldwide/)
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