INDITEX International Business and Management
Team project 2015Presented toPhD.MatevRakovic
Calvera, Eduardo Cuba 19136346Lauer-LEsprance, Sarah Canada -
19135761MuniategiEtxabe, Ibane Spain 19135892Konjuak, Nikola
Croatia 19135721RashadMiknas, Haakon Norway 19135248Shin, Chanyong
South Korea 19136681
Friday, April 10, 2015
TABLE OF CONTENTS1MANAGERIAL SUMMARY22INTRODUCTION33ANALYSIS OF
THE ORGANISATION33.ABRIEF HISTORY33.BBRIEF DESCRIPTION43.CKEY
RESOURCES, STRATEGIC CAPABILITIES AND SOURCES OF RELATIVE
COMPETITIVE ADVANTAGE53.DANALYSIS OF ORGANIZATIONAL
STRUCTURE93.ESTRATEGIC FOCUS103.FCOMPANY
MENTALITY124HEADQUARTER-SUBSIDIARY RELATIONSHIPS AND SUBSIDIARY
ROLE IDENTIFICATION145ANALYSIS OFINTRA-ORGANIZATIONAL
KNOWLEDGE-FLOW BASED ON GUPTA & GOVINDARAJANS (1991)
FRAMEWORK166IDENTIFY ISSUES, WEAKNESSES AND PROBLEMS IN THE
ANALYZED CASE SETTING187ANAGERIAL SUGGESTIONS/RECOMMENDATIONS (WITH
ESTIMATED TIMELINE AND
RESOURCES)208CONCLUSION219APPENDIXES2210BIBLIOGRPAHY35
1
MANAGERIAL SUMMARYMain purpose of this team project is to
examine the Inditex Group, its resources and experiences,
organizational structure, strategic orientation, headquarter
subsidiary relationships, intra-organizational knowledge flow, in
order to make a connection between organization transnational
typology, mentality, business model and reasons of its
successfulness. Analyses have shown that company has a high degree
of centralization of assets (mainly around the headquarters in
Spain), a high responsiveness and the large portfolio in terms of
clothing concepts and the lack of adaptation in terms of size and
design.The research draws attention to a specific business model of
Inditex Group and analysis the key processes of its value chain,
especially logistics and information systems.Inditex does not try
to guess design and fashion trends but collects all information
about sales each day and according to the gathered information is
changing design of the clothes according to the costumers demand.
They are creating instant fashion as they say.Further
investigations reveal that the company is quite centralized and
efficient, but also quite flexible and responsive. Each Inditexs
store has a high level of autonomy and store managers are able to
choose which products they want to have in their stores. However,
all products are designed and produced under the strict control of
the headquarters with a strong emphasis on efficiency. It takes 15
daysto the company to design and produce a piece of cloth and ship
it to the stores. Modern and highly efficient distribution centers
are the key points of the added value of the company.The main
conclusions of this team projects are that Inditexs over-dependence
on their main brand Zara which represents 65% of Groups global
revenue and over-dependence on the European and domestic markets
raises some important challenges for the sustainability of the
company. Also Inditex Group has logistical problems with American
and Asian market because of greater distance from distribution
centers in Spain. In that sense, this report offers following
managerial suggestions: having separate distribution centers and
production facilities in each world region and stronger
differentiation of Massimo Dutti as luxury brand for the customers
with higher purchasing power.
INTRODUCTIONThe overall purpose of this team project is to apply
and integrate the discussed theoretical concepts in class to a
real-life organizational setting in order to analyze a specific
organization that we chose. In this project, we will provide some
solutions and recommendations to a specific organizational problem
in a company.Rare are those who have never paid attention to
fashion. We are surrounded by it with an infinite number of
television and magazine advertisement. Moreover, store imposes on
us fashion by changing their collection almost every season. In
fact, what you wear is quickly outdated.Since we were all
interested and affected by fashion, Inditex has seemed like the
perfect choice since this company is one of the biggest fashion
retail groups with eight known brands in the world. Also, not well
known since Inditex lives in under the spotlight of its popular
brands like Zara, this company seemed for us an interesting
organization for this project.In the following text, we will do a
complete analysis of the organization, we will discuss about the
headquarter-subsidiary relationships and about the subsidiary role
identification. Also, we will analyse the intra-organizational
knowledge flow according to Gupta & Govindarajans (1991)
framework. Then, we will identify the issues, weaknesses and
problems in the analyzed case setting and we will finally make some
managerial suggestions and recommendations.ANALYSIS OF THE
ORGANISATIONBRIEF HISTORYThe founder of Inditex, Amancio Ortega
Gaona started working in fashion business since he was 13 years
old. After decade he became a shop manager and then he thought of
selling his own design. He started to sell clothes that he designed
to local shops and by 1963 he built his own factory. After 12
years, he opened first Zara store. The man who started his business
with $25 has succeeded. His vision was to make instant fashion. The
fashion that customer does not have to wait to get it. This led to
partnership with Jose Maria Castellano who had expertise on
computer. With Castellano, Ortega could grow his company up a level
by controlling inventory more delicately and to react to change of
fashion more quickly. The concept of instant fashion was very fresh
to the market and even made a term for new arrival day in Zara, the
Z-day. The success in Spain market was great enough for Zara to
target foreign market starting with Portugal in 1988 and USA in
1989. Since then Zara expanded its store globally and now has 87
markets all over the world. Besides of global expansion, Inditex
also thought of entering other segmentations in the market,
launching Kiddys Class in 1990 which becomes Pull&Bear after a
year. Ortega was always behind a veil, not revealing himself until
2001. By that time, Ortega was preparing retirement and Inditex had
to find a safe insurance for impact and that was IPO (Initial
Public Offering), which was very successful. Then at 2005, Ortega
handpicked Pablo Isla Alvarez to be next CEO of Inditex and one of
the biggest innovations that Isla did was building online commerce
platform and by 2013, there are more than a hundred online stores
of Inditex globally. However Ortega did not fully retire but has
relinquished the CEO title but still holds 59% share of Inditex and
still influences in product((Vincent et al, 2013). [footnoteRef:1]
[1: See appendix I ]
BRIEF DESCRIPTIONInditex is multinational brand from Spain and
has multiple brands such as ZARA and Pull&Bear. It has shops
and factories all over the globe. Statistics under will show how
global Inditex is (Inditex Website, 2015).1. Numbers of Stores per
BrandAppendix VII shows the stores of Inditex divided into Europe,
America and the rest including Asia. As Zara is the most well known
brand, Zara is present in87 markets and 1991 stores[footnoteRef:2].
Inditex has 43 markets and 4,589 stores in Europe (The markets of
each brand is overlapping so I will state the biggest one).
Following region is Asia and the rest of the world without America
26 markets and 1,203 stores. America alone has 18 markets and 548
stores. Inditex also has online sales platforms. In total, with
every brand, they have 131 online sales platforms globally and in
specifics Zara has 22 as top followed by Pull&Bear and Zara
Home by 21 stores. Uterque has least online platform by 9 (Inditex
Website, 2015). [2: See appendix I (2)]
2. Payroll distributionAccording to the regions, Europe
(excluding Spain) has the most payrolls adding up as 60,336 having
47% of the whole. Then surprisingly Spain comes next with 40,184
having 31% of proportion in whole. Actually payroll in Spain is
bigger than next two regions added up together as the rest of world
except Europe. America has 13,559 and Asia and rest of the world
has 14,234 both rating 11% of whole payroll. If we put whole Europe
as one, Europe has 78% and Spain is contributing 40% of the Europe
(Inditex Website, 2015).3. SuppliersSuppliers of Inditex can be one
of the indications of the scope of global activities Inditex has.
Asia has the most suppliers by 739 suppliers in China and Southern
East Asia. In Europe there are 648 suppliers, 151 for non-EU
countries and 497 for EU countries. Notably, America has least
number of suppliers by 82 while Africa has 124 suppliers. But
numbers of suppliers seem to be in inverse proportion with quality.
America has the best proportion for A-rated suppliers by 74%.
(A-rated suppliers complies with the Code of Conduct) Then EU,
Africa and non-EU comes each by 60, 53 and 45 percent of A-rated
suppliers. Asia has the least proportion of A-rated suppliers by
27%. Even including B-rated suppliers, the ranking will not change
(Inditex Website, 2015).4. SalesSales of Inditex have been growing
since 2009, growing from11,048,000,000 Euros in 2009 to
16,724,000,000 Euros in 2013. Most sales in 2013 came from Europe
(without Spain) earning 46% of total sales. Meanwhile America has
only 14% of proportion in sales. Spain, Asia and the rest of the
world have 20% of total sales each, 20%. According to the size of
the area, Spain would be most profitable market to Inditex(Inditex
Website, 2015).5. WorkersInditex employs 110 000 professionals
spread around the world from which 60% are outside Spain (Inditex
Spain Group report, 2013).KEY RESOURCES, STRATEGIC CAPABILITIES AND
SOURCES OF RELATIVE COMPETITIVE ADVANTAGEIn short, the main
competitive advantage of Inditex is the unique value chain they
work with.Inditex has changed the retailers way of working by
prioritizing time- to- market through a vertical integrated
logistic. While competitors traditionally prioritize the benefits
of reducing production costs and outsourcing the manufacturing to
China. Even though this strategy looks cheaper, it creates a larger
value chain, which is less flexible and thus, cannot respond so
fast to this fast-fashion world. Despite the higher costs in the
fashion world, the ability to react quickly is essential. Other
companies must predict trends, while Inditex can observe and
respond. They have been able to replace the need of advertisement
and massive publicity by using market observation.It takes 15 days
to the company to design a piece of cloth and ship it to the
stores. Inditex produces 50% of their items that come mainly from
Spain, Portugal and Morocco, creating a short, flexible, and more
responsive supply chain. This is why a good design of the value
chain, a high digitalization, a computerized inventory system,
state-of-the-art production and warehousing are vital for the firm
(Inditex Website, 2015).Both Zaras and Inditex business model is
characterized by a high degree of vertical integration and a JIT
(Just In Time) inventory system, that means that the company
carries out all the phases of the process (design, manufacturing,
logistics and sales). This is what makes them reach a high degree
of flexibility and a strong consumer orientation to respond in a
fast way to the needs of the market and change the production
depending on the sales of each store in the shortest period of time
possible (Cuenca 2011). In the appendix II, we can find the value
chain[footnoteRef:3]. [3: See appendix II ]
Production of Inditex is highly centralized. A very interesting
point about the procurement is the production of grey products,
which enables higher flexibility since they are able to change the
colour of the clothes just before selling depending on the trends
of the market, the colour that is being sold the most, etc. For the
same reason of gaining flexibility and supporting the JIT system,
most important and most risky pieces are produced internally in
small batches, and the basics are outsourced. Their factories are
highly automated, specialized according to fabric, focused on
prints and cutting and on finishing and control.Distribution is one
of the strongest strategic capabilities of Inditex. No matter the
origin of the production, it all goes to the logistics centers of
each chain in Spain, from which it is distributed to all the shops.
Each store places an order twice a week and the time lapse between
the ordering and the arrival of the goods in the shop is, on
average 24 hours for European stores and a maximum of 48 hours for
stores in the Americas and Asia (Inditex Spain Group report,
2013).The distribution is made from these hubs. It is a fast
process, in which clothes do not stay more than 72 hours in the DC,
since they are not warehouses but just a logistical tool to have a
quicker response towards the market (Rakovic 2015).The production
and distribution can be the key points of the added value of the
company and the core of the business model as well. These elements
are vital for maintaining its distinctive competence that is to
produce and distribute at all times what the market demands. Its
production changes every 15 days, depending on the trend derived
from sales of its stores. All departments work with a common goal
and logistics becomes the bridge between all areas, with
coordination from design to the point of total sales (Carramiana,
2014).Finally, when getting to the sales or the sales point, we can
say that Inditex really innovated, at least compared to its most
direct competitors in the role of the store.The store is the key
piece in the Inditex business model. As the meeting point with the
customer, it is the main source of information for the design teams
and the centre around which all the companys departments revolve.
Today we can find Zara shops, for example, in the main commercial
arteries worldwide, and in shopping centers that fulfill the
selective Inditex criteria, always in places that guarantee
visibility and accessibility(Inditex Spain Group report, 2013).The
stores are characterized by the followings: privileged locations,
carefully designed windows, not saturated layout, unique exterior
and interior architecture and customer care. Each store has a
specific and different layout, based in the specific
characteristics of the country, city, or neighbourhood. They adapt
the style of the store to the characteristics of the consumers in
the area, using it as main communication and information channel.
For example, Zara store in Milan, capital of fashion, is recognized
for its outstanding architecture and beautiful scenery. In fact,
Zara adapts and changes its store according to the environment.
Also, the merchandizing is done by frequent product line changes
and store outlook changes, which give the consumer a sense of
rareness and scarcity (Rakovic, 2015). That is their way of
communicating to the consumer. Indeed, while Gap, H&M, spend
around 4 or 5% of their revenues on advertising, Inditex only
spends 0,3% (Vincent et al, 2013).The fashion items found in most
of Inditexs retail formats are highly imitative of designer styles,
which Inditex scouts on runways in Paris and Milan and in
high-fashion catalogs. Inditex does not employ well-known designers
but instead draws from a team of 300 to come up with products that
mirror these trends in more affordable fabric(Vincent et al,
2013).The company has trend spotters who are constantly analyzing
trends, looking at what are the most used clothes and most sold
products. For the particular case of fashion, it becomes a virtuous
cycle, as it is creating trend at the same time. The company has
only 1% of failed creations compared to the industry average of 10%
(Rakovic 2015). For example, H&M produces all the clothes of
the whole season and this does not allow them to make changes in
case of failure designs (EL PAIS, 2015). These are examples of how
the client is the recipient of the added value of Inditex but in
turn is generating this value at the same time. Therefore, as it is
clearly stated in the website: In 40 years, the company has always
had one goal: to listen attentively to customers to offer proposals
fashion they want (Inditex Website, 2015).There is also added value
in the design process. A key point is that the budget cost of each
product is determined prior to its release. Inditex is
characterized by selling affordable fashion and that is another
value perceived by customers. They centralize the process where are
not only the designers involved, but also the pattern makers,
buyers of raw materials, manufacturers, logistics specialists and
store, in order to have good designs with affordable prices as
well. To have good design clothes Inditex is based on the
aforementioned shop spotters and Media clippings. Also attends
regular visits to fashion fair and shows (EL PAIS, 2015).Besides,
the distinctive thing about Inditex that leads to another
competitive advantage isthat it has created new concepts for
different segments in existing markets, enabling it to capture a
larger share. Differences between each concept (Inditex Website,
2015): ZARA: it targets both young (ZARA TRF) and more adult women
(ZARA WOMAN) as well as men and kids with an mix of urban, elegant
and casual style. Pull&Bear: It targets young men and women
from teens to early 20s, and offers the most casual clothing of
Inditexs formats targeting this age group. Massimo Dutti: Massimo
Dutti offers more tailored, sophisticated clothing that targets men
and women in their mid-20s and higher Bershka: targets the youngest
hipsters in the market. Stradivarius: Stradivarius takes a youthful
and feminine approach to fashion Oysho: provides the latest fashion
trends in the lingerie segment Zara Home: specialises in the latest
designs for the home Uterque: Uterqe is a sophisticated fashion
accessory brand which boasts excellent quality at attractive
prices.
Although every concept is managed in an independent manner and
has control over its own design, manufacture and logistic process,
All the chains share the same business model, the philosophy of how
to do things and the groups corporate culture. (Inditex Spain Group
report, 2013).In order to have such a well-designed value chain
that enables higher margins thanks to the cut in advertising and
the good design of the distribution and the centralization process,
we have listed the key resources that make this possible, in our
groups opinion: Human resources: The company policy to achieve a
greater degree of local sensitivity is recruiting local managers.
It is natural that nationals of that country manage the company in
each country, in so far as they know best the market in which they
operate, but the company does not establish any barrier to career
development based on nationality; rather, on the contrary, the
exchange of international experience is very valuable. At present,
the company is not implanted in any market in which they think they
may not have local managers to assume responsibilities delegated on
the subsidiaries (Carramiana, 2014). IT :Other competitors rely
just in the use of IT, but Inditex mixes with the human
intelligence and they gain a better link between demand and supply
and a level of inventories that reduce the costs from obsolete
product. For example, managers at Zara stores use handheld devices
to send standardized information regarding customer feedback and
ordering needs directly to in-house designers. This not only keeps
Zara's designers informed of fast-changing customer trends and
demand, but also provides the company with insight on
less-desirable merchandise.(Zaras business Model, Information and
Communication Technologies, and Competitive Analysis, 2015).
Physical assets (logistics centers): Inditex has a number of
textile design, manufacturing and distribution facilities, all of
which are located in Spain. Inditex has been headquartered in the
Spanish coastal town of A Corua in Galicia from the outset. As well
as the corporate head office, the town of Arteixo, very close to A
Corua and several Group-owned textile factories and logistics
platforms (Inditex Website, 2015).ANALYSIS OF ORGANIZATIONAL
STRUCTUREFrom a structural point of view, we could say that Inditex
has a flat organizational structure, almost with no levels between
the highest management and the local sales and production
points.Betting on this kind of horizontal structure makes them gain
flexibility, allowing an ordinary worker in any store can access
easily and very fast to the highest levels and communicate about
the last trends. As the GM said, we try to avoid the hierarchy as
much as we can, and that can only be achieved by giving people
responsibilities, we aim to be a very flexible company that is able
to adapt to changes in demand. With a very hierarchical company
this flexibility is lost " (Carramiana 2014). From a corporate
level, the management team is separated into three major areas. The
first area is complied by one direction for each of the clothing
concepts (Zara Massimo Dutti, Pull & Bear, Bershka, Oysho,
Zara-Home.); On the other hand we have the management for support
chains (international management, expansion, real estate,
logistics, raw materials, plant and last, themanagers for corporate
departments (administration and systems, human resources,fiscal,
finance and control, capital markets, communications, internet). In
the organizational leadership would be the president and CEO
(Carramiana 2014). The main characteristic of this structure from a
group perspective is the high departmentalization and a low
structure in terms of level of hierarchies. The corporate structure
leads to a greater efficiency. However, if we take into account the
business level, and go deeper in the brand management and business
units, the structure changes. The people in charge of stores
respond both to the boss of each brand and the boss of the
management support chains forming (Carramiana, 2014) a sort of
global matrix management in which the store is the center of it, as
it is one of the cores of the value chain. This global matrix
allows the flexibility and the speed in terms of deliveries and
supply to stores that we have already mentioned. This global matrix
is key to beat the competition with the fast fashion model. From an
operational perspective, the group assumes that the company is
highly centralized since the operational methods to implement the
tactics come directly from the headquarters[footnoteRef:4]. [4: See
appendix III]
STRATEGIC FOCUSStrategy is essential to a company and it should
be sufficient, selective, specific, sustainable and synchronized.
In fact, a good strategy should answer three key questions: where
are we now, where we want to be and how will we get there.The
previous section focused on the first. This part about strategic
focus will focus on responding to the second and third. The OGSM
model of P&G will be used as methodological guide because
within this model are the questions above. So, a good strategy can
be setting through applying this model. Concrete examples of
strategy at the level of business will be used to illustrate it.
The definition of strategy by Porter also will be used as approach
in this section.Porters definition of strategy deals with the
following question: How the company will have a competitive
advantage and sustain it over time (Porter, 2009).Inditex's
competitive advantage is "to produce and distribute at all times
what the market demands (Inditex Website, 2015). Its particular
efficiency, flexible and fast system of logistic and production is
behind of "to produce and distribute at all times". On other hand,
What markets demands means well-design and trendy fashion with
affordable prices. This system is well linked with the essence of
the fashion industry with regard to trend. Strategic focus in a
Porter understanding should deal with how Inditex can achieve and
maintain this competitive advantage. Also, we have to know how they
can have fashionable and trendy clothing with affordable prices and
what they do in order to have that production and logistic system
that allows them to produce and distribute at all times. Here are
some examples in order to answer these questions.The annual reports
of Inditex (Inditexs Annual Report 2013) reflects that one of the
strategic commitments of the company is the continued opening of
stores looking for growth. In recent years, Inditex has kept pace
of openings. But they are increasing the size of the surface of new
stores (EL PAIS, 2015). The question is how this fits into the
strategy of the company.Previously, trendy designs of Inditex were
explained as competitive advantage. It has also said that Inditex
in order to get "what market demands have a system that is capable
of deliver clothing to a store within 48h and this system can also
complete the process: design-production-deliver in 15 days. This
context of rapid production and changing trends leads the company
to make 40,000 product campaigns a year (EL PAIS, 2015). More
campaigns means more product and more product needs more space. The
company has noticed that due to the advantages of its value
chainthey may have multiple campaigns simultaneously, leading to
more sales. So what to do in order to have simultaneous campaigns?
The company realized they need more space in their stores. This
will give them more square meters to implement different campaigns
alongside in time. This answers the question of why Inditex is
opening new bigger stores and how this fits with their strategy.One
key point in store designs is its big store forefront, in order to
have an effective communication of their products. The company
needs glamour and spacious storefront. For doing this, they should
have bigger stores because bigger stores lead to more spacious
storefront. More spacious storefronts mean more effective product
communication. This at the same time leads to reducing marketing
cost which allows them to have affordable prices (competitive
advantage). Now, the link is clear to see. This is another example
of connection between their competitive advantage and their
specific business strategy dealing with having more spacious
stores. There is our OGSM model in the appendix IV[footnoteRef:5].
[5: See appendix IV ]
COMPANY MENTALITYFirst of all, as we already explained, the
group achieves a great level of efficiency thanks to a
well-designed and vertically integrated production process. Having
a centralized logistics and headquarter enables a JIT way of
working, reducing costs and inventories. Besides, Inditex factories
are highly automated and even specialized depending on the fabric,
focused on prints and cutting and on finishing and control. With
this specialization the group gains major efficiency, as well as
thanks to a very developed IT for better procurement and
communication. Furthermore, the relationship with suppliers is also
a source of efficiency because they have a wide variety of
suppliers with long-term relationships and minimal formal
obligations, taking advantage of their size (Rakovic 2015).All
these are examples of characteristics that would much part of the
mentality of global multinational companies. However, Inditex is
also characterized by a good flexibility since the industry
dynamics is in constant movement. It is a flexible firm in terms of
customer response since they adapt their supply according to the
trends and sales data in each geographical area and in each store.
As we already explained in the value chain, the autonomy of stores
management leads to a high local responsiveness, which is only
possible thanks to a flat organizational structure with few
hierarchical levels as explained before and well designed
communication tools which make the information flow from each store
to the headquarter every day, being these characteristics of the
transnational company. In this sense, the store manager has
complete freedom to choose products which he believes will be more
successful in his store according to its characteristics,
especially the situation of the store and the culture and country
conditions (Carramiana, 2014).Besides, the production is another
source of flexibility since they outsource 50% of it, achieving the
perfect balance of controlling some items and the efficiency and
flexibility of having specialized suppliers (Inditexs Annual Report
2013).These examples would match more with the multinational type
of company, that together with balancing the global efficiency
already mentioned, it could also be argued the transnational type
of company. Regarding the worldwide knowledge and the relation with
the subsidiaries, the Inditex culture is very involved in building
a sustainable knowhow both from suppliers and subsidiaries. Amancio
Ortega (Inditexs founder) believes in these values: individual
talent, hard work, personal responsibility and commitment to fellow
faith in the possibilities of human beings. These values permeate
the functioning of the organization and they work as a common
culture within the company. The company has three training schools
that teach this philosophy to employees. Inditex brings together
professionals from over 40 countries that share an entrepreneurial
culture for which there is no borders. There is also a committee of
subsidiaries that holds regular meetings with all managers of
subsidiaries in order to exchange experiences and know-how, and
strengthen the culture of the company (Carramiana, 2014).Although
they have created tools for staff training and knowledge flow and
they learn from the experiences in certain geographical markets as
will we see later, the stores and subsidiaries do not take so much
part in the design of clothes which is highly centralized and
reliant in European market. In other words, the stores and
subsidiaries inform about the trends, but do not highly contribute
as center of excellence, for example. So some examples could match
with the third goal of the transnational type of company, but also
to the multinational type. The company balances the integration and
the local responsiveness thanks to their business model, which is
their main competitive advantage. Also the organizational structure
is a true source of efficiency and flexibility at the same time,
since they have centralized the organizational departments (fiscal,
financial, legal...) to save resources and they have one
headquarter per clothing concept. The tools that gear this
structure are both the stores and the logistic department.Another
idea to discuss about when trying to understand the company
mentality is the diversification of the group. As a corporate
strategy, the group has just presence in the fashion market, and in
that sense, we could say it is not well diversified, even though
Zara Home is more unrelated, but still enjoying high synergies
(Cuenca, 2011). The main diversification source for the group is
carried out at a business level through the development of eight
different brands that although belonging to the same industry,
cover a wide variety of styles and ages of final consumers.
Besides, as seen in the international presence of the company
Inditex has located its stores in more than 88 different
geographical markets and is still growing in terms of stores
opening and e-business platforms trying to geographically diversify
(Spain still has a huge stake in sales). The businesses being
highly related is also a proof of the company not being so
transnational (Inditex Website, 2015).In conclusion, the high
degree of centralization of assets (mainly around the headquarter
in Spain) and value chain would be characteristics of global MNC
companies even though the high responsiveness and the large
portfolio in terms of clothing concepts would be feature of
multinational type of company. The design of clothes and the lack
of adaptation in terms of size can be considered as a
characteristic of an international type of company. In that mixed,
could be approaching the transnational type, but still remaining
closer to the global though. In the following sections of the paper
we will address the issues of the headquarters and subsidiaries
relationship and the knowledge flows of the company and link it to
their mentality. HEADQUARTER-SUBSIDIARY RELATIONSHIPS AND
SUBSIDIARY ROLE IDENTIFICATIONAccording to the website of Inditex,
there is 9 headquarters; Inditex headquarter, located in Spain and
there is a headquarter for each brands of Inditex; Zara,
Pull&Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara
Home, Uterqe and Tempe. They are all independent from each other,
indeed, each head office is equipped with its own unique design
facilities and logistics centers from which merchandise is shipped
to the Group's stores worldwide twice weekly (Inditex Website,
2015).The only information we can find on Inditexs website about
subsidiaries is a list of different countries so we can assume that
in those countries there is a group of local managers in charge of
recruiting local staff and adapting the marketing to the
geographical area. Some marketing issues (merchandising, window
dressing, customer service, decor, etc.) have been decentralized to
the subsidiaries. Today the subsidiaries are responsible for
maintaining the identity of the chain and communicate it through
the product, the store and customer service. Each branch can vary
the above commercial aspects while maintaining the identity
consistent over time. Conversely, for those elements that are vital
to maintaining its distinctive competence,the company establishes a
strict control that limits the autonomy of local managers
(Carramiana, 2014). Therefore, product and raw material policies
are centralized at headquarters. Products and campaigns are the
responsibility of the design department based on the information
received from different countries and markets. As mentioned before,
the price is determined by the headquarters before launching the
product and is usually homogeneous by geographical areas, depending
on the value of the currencies. Thus, for example, Scandinavian and
British markets have a spread upward from the rest of Europe
(Carramiana, 2014).We assume that the subsidiaries have an
Implementer role. Zara headquarter has many
subsidiaries[footnoteRef:6] for example, Zara UK and Zara Germany.
The headquarter subsequently charges royalty fees for each
subsidiaries. If a subsidiary is not profitable, it affects the
performance of the headquarters, as subsidiaries are seen as
deliverers of MNC value-added(Rakovic 2015). Indeed, subsidiaries
are taking decisions about which clothes are going to be sold in
the stores. However, we think that all the subsidiaries will
probably not have the same role because it will depend on which
market they are. [6: See appendix V]
Linking this with their mentality, we could say that the control
upon the subsidiaries is high even though the stores and country
managers have gained autonomy. The subsidiaries role does not
contribute that much to the main source of the competitive
advantage of the group (business model), even though it is very
important to success in the store layout to gain local
responsiveness and communicate to the consumer, so we can say that
the subsidiaries are gaining autonomy, moving the mentality from a
centralized and global type to a bit more decentralized towards the
transnational type.ANALYSIS OFINTRA-ORGANIZATIONAL KNOWLEDGE-FLOW
BASED ON GUPTA & GOVINDARAJANS (1991) FRAMEWORKAccording to the
Gupta and Govindarajan (1991) subsidiary roles can be divided in
four groups based on outflow of knowledge from local subsidiary and
inflow of knowledge to local subsidiary. This framework can be seen
in table scheme in the appendix VI[footnoteRef:7]. Inditex has a
very specific organizational model based on very fast transaction
of key information. Information about purchasing is automatically
sent to headquarters and then is being used for creating a better
product supply based on customers demand. [7: See appendix VI]
Inditex is using very good information system, but it is again
more efficient that ones that are being used by other retailers. In
Inditex they are not guessing what customers would like, they just
see what products have a good demand and then just produce more of
it. According to the John Gallaugher (2011), store managers and
staff are using modern technology to gather and analyse customer
performance data, rather than make future plans based on hunches
and guesswork. Inditex is also targeting technology investments at
the point in their value chain where it will have most significant
impact. Every spent dollar needs to have a payoff. Although this
information system works very good and this business model is
pretty efficient (Flat World Education Website, 2015). Information
about sales is automatically sent to headquarters that means that
there is not real outflow of knowledge. Every piece of information
goes through headquarters. In that sense, outflow of knowledge from
the local subsidiary or stores to the rest of the corporation is
basically very low. However, we found out that there is also a
committee of subsidiaries that holds regular meetings with all
managers of subsidiaries in order to exchange experiences and
know-how, and strengthen the culture of the company. Once a year
there is a general meeting at which the strategic plans for the
entire company in a consensual set. Each subsidiary sends a
business proposal that reflects their intentions for the year in
terms of new products, sales incentives, window dressing,
investment opportunities, and then the committee conducts a study
of them and determines which could be applicable to all
subsidiaries and what would be country specific and finally
determine the strategic decisions. The committee subsidiaries also
develop internal audit function to check periodically that agreed
at the meeting is being held. The auditors, who usually belong to
the design department of the headquarters must be able to work with
professionals from other cultures, learning from each contact not
only to exercise control, but also to integrate, coordinate and
pass on what they learned over network in order to increase
organizational learning. We learn from each of the markets in which
we operate and this learning facilitates our growth. In the case of
Mexico, the experience has been very important at all levels. Not
only with respect to subsequent expansion into other Latin American
markets, but in general business knowledge of another culture
(Carramiana, 2014).In any case, even though there is actually a
knowledge outflow from local subsidiaries, it can be argued that it
does not have a continuous character on daily basis and that the
subsidiaries do not contribute in terms of high specialization,
research or certain knowledge. We assume that inflow of knowledge
is higher that outflow, this knowledge flow is the one giving the
international character to the company.Moreover, inflow of
knowledge from the rest of the corporation to the local subsidiary
or stores is quite high. All new items are sent form distribution
centre to the stores based on their demand. Local subsidiaries do
not participate in creating new items, but stores are able to order
the most appropriate items (Carramiana, 2014). This could be
considered as an inflow of knowledge to the local subsidiaries
based on clothes design and production. Furthermore, headquarters
are having pretty strict controls of stores and employees. One of
the most common methods is false customer report (Carramiana,
2014). This all implicates that level of inflow knowledge is much
higher than the outflow. Moreover, Inditex has a specialized team
of technicians for educating sellers on proper distribution and
display of products. It is very easy to notice that Inditex is
quite centralized in information sense and that most of the
decisions are actually made at headquarters.Considering everything
mentioned, one can conclude that Inditexs local subsidiary role is
likely an implementer. According to the Gupta and Govindarajan
(1991) that means that local subsidiary engages in little knowledge
creation of its own and relies heavily on knowledge inflow from
headquarters. This is linked with the relationships analyzed in the
previous section.Information and logistics system is the same for
all Inditex. Each brand stores are sending all sales information to
headquarters and headquarter designers is designing new products
based on customers demand.On the Inditex group headquarters level
it seems that there is not much cooperation and knowledge
transactions between brands. Each headquarter has a different
location and their own teams of designers. However, based on the
fact that they have the same information and logistics systems it
is obvious that they do cooperate and share some experiences. It is
hard to say if they are local innovators because they are not
local, but it is also hard to say that they are integrated players
because they do not share a lot of information. IDENTIFY ISSUES,
WEAKNESSES AND PROBLEMS IN THE ANALYZED CASE SETTINGKnown in the
fashion industry as the leading and fastest growing fashion
producer and retailer in the world, The Inditex Group is noted to
have a unique business model that controls the entire fashion
process. Fast-Fashion as its called, Inditex has established itself
by pioneering shortened supply chain and centralized distribution
in order to respond quicker to the fashion trends. Having such a
competitive advantage had certainly aided Inditex Groups growth
over the past years through its flagship brand, Zara, accounting
about 66% of sales in 2012 also Inditex experienced a surge in
stores from 3,000 to 6,000 from 2007 to 2012. However, with the
underdeveloped brands compared to Zara such as Pull&Bear and
Berksha and the over-dependence on the European and domestic
markets raises some important challenges towards Inditexs
increasing influence (Inditex Website, 2015).Zara is responsible
for 65% of global revenue for the Inditex Group and the other 7
brands make up for the rest of the revenue. Relying so much on one
brand leaves Inditex vulnerable to consumer trends shifting away
from fast fashion trends. Brands such as Massimo Dutti offers a
complete different product offering to the consumer and its
expansion will lead to the company broadening their portfolio and
hedging against consumer trends (Vincent et al 2013).In order to
diversify their portfolio, this is an issue that regardless has to
be addressed by Inditex.Europe reported around 66% on Inditex sales
and 25% of that came from the Spanish domestic market, so with both
Europe and the domestic market being in a recession such dependence
on one region leaves Inditex exposed to economic fluctuations
(Vincent et al, 2013). As a result of this, Inditex has sought to
expand outwards towards Asia and the US. Given the internal
structure that Inditex has championed, the expansion towards other
markets that the company so desperately needs has already shown
signs of stretch marks. With the shortened supply chain and
centralized distribution, Inditex faces different cultural
preferences towards fashion that are unlike those in Europe. After
opening Zara in New York and Asia, Inditex has struggled in America
and has had marginal success in Asia. The European fashion of
trendy cut and slim fits does not fit the American classic, roomier
fits (The Economist, 2012). Zara was mentioned in many articles of
Fat-Shaming the American consumer due to their unwillingness of to
resize their clothes for the American market (Lutz, 2012).
Nonetheless in China, Zaras sizes are fitting Chinese women but
come at a higher price than its competitors. Due to the long
distance from Inditexs headquarters in La Corua, the prices in
China are much higher than the prices in Europe for Zaras products.
Also, Zara was again mentioned in many articles for lacking in
quality compared to competitors (The Economist, 2012). By having
centralized distribution, it begs the question whether Inditexs
business model can survive by expanding outwards to other regions
and still retaining their competitive advantage. It seems that
Inditex requires an update of their business model in order to
become responsive to important markets that has made Inditex such
as success in Europe by keeping their finger on the fashion pulse
of the region.With inevitable expansion to different regions due to
their over reliance on Zara and the Spanish and European market,
regionalization of Inditexs business model is certainly a long term
issue that the company faces. Inditex employs fashion scouts that
track designer ideas that are displayed on runway in Paris and
Milan that then imitate their designer clothes in more affordable
fabric. The manufacturing all happens within close proximity of
Inditexs headquarters. This strategy has served well in European
markets where they have developed a supply chain to accompany it
designed to keep costs at a minimum. While keeping to the status
quo and expanding to other regions, Inditex will find it difficult
to offer the same product offering and also keeping up to date with
local fashion trends and designer outfits. Therefore, a long term
project that will require Inditex evolve their business model to
fit the regions that they operate in by establishing production
facilities that functions as a central regional hub, fashion scouts
that attend regional fashion runway shows and creating fast and
short supply chains. In order to retaining Inditexs competitive
advantage and expanding to other regions at the same time it would
only be logical that Inditex to address this problem sooner rather
than later. ANAGERIAL SUGGESTIONS/RECOMMENDATIONS (WITH ESTIMATED
TIMELINE AND RESOURCES)Issues have emerged during Inditexs
expansion into other regions such as America and Asia whilst also
being overly dependent on Zara, the company can seek to minimize
growth problems by regionalizing their business model and
diversifying their portfolio. Inditex, as documented, is
experiencing growing pains and it is impacting on their main brand
Zaras image. In America, European sizes just dont fit the American
waistline while Zara is suffering from high prices and poor quality
clothes in Asia. By replicating their successful business model in
Europe in regions America and Asia, Inditex can recover from the
troubles that have plagued their need to be more present in other
markets than Europe.Managing a bank account of 3.8 billion euros in
cash, Inditex has sufficient funds to fund a long-term project of
regionalizing their business model. This means to become more
responsive and cost-effective in the American and Asian market by
establishing production facilities, distribution centers that
functions as a central regional hub, fashion scouts that attend
regional fashion runway shows and creating fast and short supply
chains. Basically replicating their successful methods of
designing, producing, distribution and arrival to the shops in such
swift manner in Europe to American and Asian markets. As
demonstrated, Inditex has shown great responsiveness in the
European market but has had suffered from cultural mistakes due to
not understanding the American and Asian fashion market. Therefore
to become more effective in those markets, Inditex will have to
better comprehend regional consumer behaviour because in the
over-competitive market of fashion, yesterdays luxuries are todays
necessaries (Prakash, 2010), highlighting the need to address
consumer wants and preferences. Employing regional fashion scouts
are significant to become aware of the consumer behaviours in those
markets in order to gain back the competitive advantage Inditex
enjoyed in Europe. Being too reliant on European styles in other
markets has proven not to work and being more observant of culture
and fashion will lead to regional consumers accepting Inditex. With
Asias increasing influence in the global market and the established
American market, Inditex has to look in the long run to establish a
centralized distribution center in Asia and America responsible for
both markets much like Inditex has its headquarters in Arteixo,
Spain. Every piece of garment be it procured from Hong Kong, sewn
near by in Spain or produced in Turkey, they all have to pass
through the centeralized distribution center in Spain that in turn
sends the garment further on to all their stores around the world.
Multinational companies have to realize Asias growth potential due
to its high-growth markets (Guild, 2009), therefore Inditex should
look to replicate its Arteixo model in Asia and America by
investing towards a distribution center like the one in Arteixo
(Butler, 2013). Inevitability this will reduce the distribution
cost and subsequently increase the profit margin while also
retaining the competitive advantage of imitating regional designers
instead of only European ones.Zara accounts for 66% of sales from
the portfolio of brands that Inditex has, which leaves the company
vulnerable to swaying consumer demand. By diversifying Inditexs
portfolio by expanding Massimo Dutti brand, minimizes the risk and
dependence on Inditex on the Zara brand. Analyzing Inditexs
portfolio shows that the segmentation of the brands is overlapping
each other that inevitably mean that these brands are competing
against each other and overall their portfolio targets a wide range
of the population. For example, Pull&Bear, Stradivarius and
Bershka to the regular consumer seems all the same even though
their stated segmentation outlines different target groups. A
solution to this is to differentiate the Massimo Dutti brand more
towards high end consumers through a trail product line which if
successful can form the basis of launching a new brand that caters
to those consumers. Due to the economic crisis and the widening gap
between the rich and poor, Inditex can capitalize on this by
marketing Massimo Dutti for more luxury-seeking consumers. Through
this, Inditex can accommodate for more segments of the population
and diversifying their portfolio because their dependence on Zara
might be a crippling stance. Following is timeline for Asian and
American market. The main point is having separate DC and
production facilities in each market. Plus, having market research
and correct differences from Europe to Asia and America.
CONCLUSION Inditex has positioned itself as the worlds leading
fashion company by developing a revolutionary supply chain and
distribution channels whilst remaining very customer centric.
Detailing the information flow through Inditex, placing the store
and the fashion scouts at the forefront of their information
gathering to their short supply chains summarizes the value adding
activities which contribute to their competitive advantage. However
as Inditex realizes the need to diversify their portfolio and
expanding presence in different markets, this competitive advantage
will become stretched if not threatened if the status quo remains.
Strengthening Inditexs position within the fashion world can be
done through regionalizing their business model and differentiating
Massimo Dutti for consumers with a stronger purchasing power. With
this, Inditex can look in the future to reap the benefits of a
strong market share. APPENDIXES
APPENDIX I : Inditexs history and main strategic movements
2013Inditex rolls out its new brand images at its flagship
stores. High-profile store openings in cities such as Paris
(Massimo Dutti at Rue de la Paix and Zara on the Champs Elysees),
Shanghai (Oysho and Zara Home), St Petersburg (Pull&Bear) and
Brussels (Bershka), among others. Meanwhile the Group continues to
expand its brands online, going live in new markets such as Canada
and Russia.
2012Inditex opens its first stores in Armenia and the former
yugoslav Republic of Macedonia. The inauguration of the new
eco-efficient store on London's Oxford Street brings the Group's
store count to 6,000. Inditex presents Zara's new image at its
Fifth Avenue store in New York. Massimo Dutti enters the US and
Canadian markets. The Group builds a cutting-edge logistics centre
in Tordera (Catalonia, Spain).
2011Stores opened for the first time in Taiwan, Azerbaijan,
Australia, South Africa and Peru, bringing Inditex Group's
commercial presence to five continents. Inditex thus passed the
5,500-store mark, with shops in 82 markets. Building on its
multi-channel retail strategy, the company launched online stores
for all of the Group's brands and opened online Zara stores in the
United States and Japan. At the company's General Shareholders
Meeting, Pablo Isla was appointed Inditex Chairman and CEO.
2010Inditex opened its first stores in Bulgaria, India and
Kazakhstan, bringing its presence to 77 countries. The Group
reached the 5,000-store mark with the launch of a cutting-edge,
eco-efficient Zara store in the heart of downtown Rome (Italy). In
September, Zara began selling its products online and by years end
the online store was available in 16 European countries. At the
Annual General Meeting of Shareholders, Mr Pablo Isla, CEO and
Deputy Chairman of Inditex, presented the Group's new Strategic
Environmental Plan: "Sustainable Inditex 2011-2015".
2009Inditex signs a joint venture with the Tata Group to open
stores in India beginning in 2010. The Group debuts its first
stores in Syria, while the concepts Stradivarius, Bershka and Pull
& Bear open its first stores in China. A new distribution
centre begins operating in Palafolls (Barcelona), next to the
existing logistics platform in Tordera.
2008Launch of Uterqe, a retailer specialising in accessories and
other fashion extras. Inditex reaches the 4,000-store milestone
with an opening in Tokyo. The number of countries on its global
store map rises to 73, following openings in Korea, Ukraine,
Montenegro, Honduras and Egypt.
2007Zara Home introduces Inditexs first on-line store. Two new
Spanish distribution hubs begin operating in Meco (Madrid) and
Onzonilla (Len). Zara celebrates the launch in Florence (Italy) of
Zara shop number 1,000, while Bershka and Pull & Bear each pass
the 500-store mark. The Group opens establishments in four new
markets: Croatia, Colombia, Guatemala and Oman.
2006Serbia, mainland China and Tunisia join the Inditex global
store map.
2005Inditex opens its first stores in Monaco, Indonesia,
Thailand, the Philippines and Costa Rica.
2004The Group unveils store number 2,000 (in Hong Kong),
expanding its global footprint to 56 countries in Europe, the
Americas, Asia and Africa. It celebrates the launch of its first
stores in Morocco, Estonia, Latvia, Romania, Hungary, Lithuania and
Panama.
2003The first Zara Home outlets open, marking the launch of
Inditex retailer No. 7. The Group opens Zaras second distribution
hub, Plataforma Europa, in Zaragoza, Spain, to complement the
distribution centre in Arteixo (A Corua, Spain). The Group
celebrates its first store openings in Slovenia, Slovakia, Russia
and Malaysia.
2002Zara breaks ground on its new distribution hub in Zaragoza,
Spain. The Group opens its first outlets in Finland, Switzerland,
El Salvador, the Dominican Republic and Singapore.
2001Launch of lingerie retailer Oysho. Inditex begins trading on
the stock market on 23 May 2001. The Group opens its first shops in
Ireland, Iceland, Italy, Luxembourg, the Czech Republic, Puerto
Rico and Jordan.
2000Inditex headquarters moves to a new building in Arteixo (A
Corua, Spain). The Group debuts in four new markets: Andorra,
Austria, Denmark and Qatar.
1999Inditex acquires Stradivarius, the Group's fifth retailer.
Stores open in several new markets: the Netherlands, Germany,
Poland, Saudi Arabia, Bahrain, Canada, Brazil, Chile and
Uruguay.
1998
This year marks the launch of Bershka, a retailer aimed at young
women and teen girls, and store openings in new markets: United
Kingdom, Turkey, Argentina, Venezuela, United Arab Emirates, Japan,
Kuwait and Lebanon.
1997The Inditex store map expands to Norway and Israel.
1995-1996Inditex acquires 100% of Massimo Dutti. The Group
launches its first shop in Malta in 1995, and its first Cyprus
establishment opens the following year.
1992/1994
Inditex continues to disembark in new international markets:
Mexico in 1992, Greece in 1993, Belgium and Sweden in 1994.
1991Retailer Pull & Bear is founded, and Inditex buys 65% of
the Massimo Dutti Group.
1989-1990The Group begins welcoming shoppers in the United
States and France with stores in New York (1989) and Paris
(1990).
1988Zara opens its first store outside of Spain in December 1988
in Oporto, Portugal.
1986-1987
The Groups manufacturers devote their entire output to Zara. The
Group lays the foundations for a distribution system that can meet
the needs of its expected rapid pace of growth.
1985
Inditex is founded as the holding company of the group of
businesses operating at the time.
1976-1984Zaras approach to fashion is well received by the
public, which prompts the retailer to extend its network of stores
to major Spanish cities.
1975
Zara traces its roots to this years opening of the first Zara
store on a street in downtown A Corua, Spain.
1963-1974
Amancio Ortega Gaona, chairman and founder of Inditex, begins
his career as a clothing manufacturer. The business grows steadily
over the decade until Ortega owns several factories, which
distribute their merchandise to other European countries.
Source: Macarena Cuenca, Deusto Business School, 2011 ; Inditex
website, 2015
Appendix I (2) : Number of stores per brand
Source: Inditex website, 2015
APPENDIX II : Inditex value chain
Source: Inditexs Annual Report 2013
APPENDIX III : Organizational structure
Source: own creation with information from Carramiana, 2014.
APPENDIX IV : Strategy example using OGSM model
Objectives Increase the number of clothing campaigns by 8% in
2015 Due to the prior increase the sales by 5% in 2015 Reduce by 5%
marketing costs
Goals Increase by 4% clothing campaigns in first semester 2015
Reduce by 2% marketing cost in first quarter 2015
Strategies What are our marketing costs now? Ex: $4.000.000How
many clothing campaigns can we afford per year? 40.000How much we
sale? Ex: $100.000.000 Where we want to be?: Objectives How to get
there?Increase the total space in square meters of our storesClose
stores with less of 100m2Open new stores with more than
150m2Increase the ratio of numbers of campaigns/m2
Measures Number of new stores with more than 150m2 Number of
closed stores with less than 100m2 Ratio of campaigns/m2
Source: own creation
APPENDIX V : List of countries where there are subsidiaries
Source : Inditex website, 2015
APPENDIX VI : Gupta & Govindarajans framework
Source: Gupta &Govindarajans(1991) framework
Appendix VII : Timeline suggestion
Source: own creation
Appendix VIII : Timeline suggestion
Source: own creation
BIBLIOGRPAHY
Book1. Gupta, A.K. and V. Govindarajan, 1991, Knowledge Flows
and the Structure of Control within Multinational
Coporations,TheAcademy of Management Review, 16, 768-792.1.
Bartlett, C. A. and Ghoshal, S. (1986), Tap your subsidiaries for
global reach, Harvard Business Review, 64, 8794.Website1. John
Gallaugher (2011), Flat World Education Website, 2015, [Online],
http://catalog.flatworldknowledge.com/bookhub/9?e=gallaugher-ch01_s022.
INDITEX website, 2015, [Online],
http://www.inditex.com/home;jsessionid=BQXCzlpET1yBp4PUkxCtcQy3. El
Pais, Delgado Cristina, Inditex apuestaporcrecer con
menoscomerciosperoms metros cuadrados, March 19, 2015 [Online],
http://economia.elpais.com/economia/2015/03/19/actualidad/1426793205_781373.html4.
"Fashion Forward."The Economist. The Economist Newspaper, 24 Mar.
2012. Web. 06 Apr. 2015.5. Butler, S. (2013, December 15). Inditex:
Spain's fashion powerhouse you've probably never heard of.
Retrieved April 6, 2015, from
http://www.theguardian.com/fashion/2013/dec/15/inditex-spain-global-fashion-powerhouse
6. Guild, T. (2009, September 1). Think regionally, act locally:
Four steps to reaching the Asian consumer. Retrieved April 6, 2015,
from
http://www.mckinsey.com/insights/marketing_sales/think_regionally_act_locally_four_steps_to_reaching_the_asian_consumer
7. Lutz, A. (2012, August 16). Why Zara Is Having Trouble Breaking
Into The U.S. Market. Retrieved April 6, 2015, from
http://www.businessinsider.com/why-zara-is-having-trouble-breaking-into-the-us-market-2012-8
Video1. Porter, Michael.What is strategy? Online video clip.
Youtube. Youtube 18 Mar. 2009, 6 Apr. 2015
https://www.youtube.com/watch?v=ibrxIP0H84MOthers 1. Inditex
strategy report, Vincent, Jessica., Kantor, Phillip., Geller,
Daniel. 20131. Inditex Spain Group report, 20131. Inditexs Annual
Report 20131. Mr.MatevRakovics lectures, 20151. Enrique Nieto
Carramiana, 2014, Charles III, University of Madrid