A superioridade do modelo Zara

Em linha com o que escrevemos aqui há anos sobre a batota da proximidade, o poder da interacção, a co-criação, a rapidez e flexibilidade, este artigo, "The Zara Gap – And Retail Denial",  sobre a superioridade do modelo económico da Zara e a dificuldade de mentes presas ao passado mudarem, apesar dos números.

"The pressure to buy at lowest cost and to focus on Free On Board prices (ignoring costs of markdowns and lost sales) reflects outdated industry culture. Speed-to-market is a merchant and financial mindset, requiring cultural commitment in order to be competitive in U.S. and international retailing. The “Zara Gap” explains the magnitude of opportunity for those who are able to merchandise in shorter and shorter cycles.
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Hausman documents through financial analysis that supply flexibility (or postponement) in retail can achieve the following:

• Increase profits by as much as 28 percent

• Increase market capitalization by as much as 43 percent

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In an era of seismic technological change, the consumer and financial imperative is a rapidly transformed and collaborative supply chain. While many retailers excel at low cost sourcing and warehouse-to-store distribution, the unexploited management area to master is product speed, cost and flexibility across the enterprise supply network. How will industry culture transform itself? As Pogo instructs, “We have seen the enemy and he is us.”"

Recordar "A Stitch in Time (parte II)" e este texto.