ZARA: Subversive Innovation Or Chaos.

What is innovation?

The core of "Internet thinking" is to innovate. It is to be different from others to achieve a unique experience and create a unique service. ZARA is the same. Although it is an international chain brand, there should be a mature and orderly management system. This is not the case.

Since 1986, the American fashion giant GAP has put forward the SPA model in its annual report. It has been highly praised by the apparel retailing industry and has been promoted by the successful practice of UNIQLO. The purpose of the SPA model is to "effectively link customers and suppliers to meet consumer demand as the primary objective, and achieve rapid response to the market by innovating supply methods and supply chain processes."

ZARA is also considered a practitioner of this model. Indeed, we say ZARA is an Internet based enterprise. One important basis is that its new product launch and inventory control make full use of the idea of iteration. Combined with the efficient "user first" logic mentioned above, ZARA has indeed made a rapid response to the market.

But in turn, from the perspective of the formation of ZARA-SPA mode, it is not SPA mode at all. In terms of production and supply, printing and dyeing outsourcing, sewing outsourcing and garment purchasing are all used. It does not form a so-called efficient and unified supply chain. Instead, it is simply how to get in trouble, and at the same time, it has many complicated and complex supply patterns.

Although ZARA is well known for its direct stores, before being a direct store, it was specialized in production and later acted as an agent. After opening a franchise store, it also represented other brands.

All of these have to make people wonder if ZARA knows what it is. SPA mode At the moment, the result is more like the leadership's step by step and the way it is groped out by losing money.

It is in such a difficult exploration that ZARA can be seen. Management Ideological flexibility does not restrict brands by means of rules and regulations, but is recklessly driven by the way forward and grows in trial and error.

from ZARA From the leadership level, the proportion of highly educated personnel is less than that of other international companies, which can be said to be a lack of advanced management system, and can be interpreted as breaking away from the constraints imposed by experience. This makes it difficult for others to anticipate what ZARA will develop next, and what unconventional decisions it will make. This kind of flexibility is the key to Internet thinking and the fundamental reason for leading the three characteristics.

In the final analysis, it is precisely because from the leadership level, from the brand concept, we can truly achieve "user first", according to the needs of users, feedback quickly adjust themselves, and do not care about the means and rules, so ZARA can be regarded as the most "Internet thinking" business. This is why there are many enterprises that study and imitate ZARA, but there are no second ZARA reasons in the world.