First impressions of ZARA:
My visit coincides with the summer sales and Zara is, well, a bit of a mess. To the Bullring branch’s credit, they’ve tried to keep the front of the shop in some relative order – racks of dresses, jackets and skirts are hung up and organised by colour – but the back of the store is chaotic. It is the sale though, and incredibly busy.
First impressions of Mango:
There’s a sale going on here too, but you wouldn’t necessarily know it. The shop sits on the Middle Mall of the Bullring and is quiet and pleasantly calm for a Saturday afternoon (perhaps I missed the rush). It is bright and tidy – everything is folded or hung neatly by size – and displays are labelled with pink signs telling you how much clothes are reduced by. The branch is smaller than Zara, so choice is more limited.
I have to say I was really surprised; all pieces were well stitched, I could zip and unzip the dress easily – no problems with the Zipper. All of the buttons were sewed on tight without any thread excess. One thing I didn′t really like was the fabric of a couple of clothes. For example blouses (if they are not cotton) tend to cling to the body like balloon can stick to the wall.
First of all I tried some blouses to see if they also cling to the body- and them didn′t. My first plus point was given. I also found a similar black dress without any protruding threads. Second plus point for Mango. Another dress had some, but since it was knitted, and I really had trouble to find thread excess I decided to give Mango the third plus point. Compered to H&M the prices are definitively higher, but some clothes cost exactly the same and look similar too. The quality is also great.
I didn′t had look around a lot, because each piece had looked as if it was not finished. I just took similar pieces into a fitting room and took my pictures. Every item had shortcomings.Even the zipper doesn′t worked well. I′ve read in a Blog that after just one wash a T-Shirt looked like you′ve been wearing it forever. The prices for this low quality are too high.
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Owned by one of the world’s largest fashion groups, the giant Spanish corporation Inditex. The first Zara opened in 1975 in northern Spain, selling high street versions of designer styles; now there are 1,830 shops in more than 79 countries. It arrived in the UK in 1998 and has 66 branches each store is reported to get new designs delivered twice a week so stock is ever-changing. In 2011, it was accused of using Brazilian employees in sweatshop conditions but the accusation did little to dent Zara’s reputation as top fashion brand. In June, its owner recorded a 30% rise in profits.
All Zara products, including materials of animal origin, comply with the applicable Inditex animal welfare policy. This policy requires the products to come from animals treated in an ethical and responsible manner at all times. Under no circumstances may animal products deriving from animals slaughtered exclusively for the sale of their skins, shells, horns, bones, feathers, down or any other material be used.
Zara, being a member of the Fur Free Allience under the Inditex group, does not sell products containing fur, thus following the principles of the Fur Free Program.
No cosmetics sold by Zara, nor their ingredients, have been tested on animals.
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Zara’s understanding of customers drives its decisions for how it designs, produces product, and stocks its stores. Zara works to appeal to the emotional desire of “fashionistas” to be one of the first and one of the few to own a particular item of clothing. This emotional desire pulls customers back into the stores; it is their magnet for customer repurchasing. To constantly earn this devotion, Zara’s “Fast Fashion” operation integrates design, manufacturing, and distribution, all managed from their headquarters outside La Coruna, Spain. To create exclusivity, they produce small batches of each style.
Three hundred designers work to create the continuous stream of new looks in their stores, resulting in 20,000 new designs a year. Zara wants customers coming back into their stores, where they will always find new products, in limited quantities. This is how Zara creates urgency to buy now. The blue blouse she loves today may be gone tomorrow.
Spanish retailer Zara has yanked a children’s T-shirt from its shelves Wednesday, after a wave of criticism that the shirt resembled uniforms worn by inmates in Nazi concentration camps during the Holocaust.
The shirt is designed for kids ages 3 months to 3 years and features horizontal stripes with a six-pronged yellow star over the left breast.
The top was meant to be inspired by the Wild West, and when looked at closely, you can faintly read the words “Sheriff” over the star, but to many the combination of the stripes and yellow badge too closely resembles Holocaust prisoner uniforms.
And this isn’t the first time Zara has been in this position. Back in 2007 the company was forced to pull one of its embroidered handbags that featured a print of flowers, bicycles and four green swastikas—one in each corner of the bag.
Urban Outfitters faced similar criticism in 2012 when it ultimately pulled a shirt with a six-pointed star from its website after sparking controversy for resembling a Holocaust uniform.
After Zara came under fire for its design, the retailer quickly pulled the shirt and issued a statement via Twitter. “The item in question has now been removed from sale. The garment was inspired by the classic Western films, but we now recognize that the design could be seen as insensitive and apologize sincerely for any offence caused to our customers.”
Regardless of the outcome, Zara USA is the latest example of a company whose culture has come under public scrutiny following a public imputation. For other organizations forced to face down a crisis, a sticky situation can become an opportunity for change. It compels leadership to examine and question long-held beliefs that no longer work and then show the public that it knows how to create a lasting transformation. Here are four ways a company can create change and move on—or stay the course and get left behind.
The price paid for the Card shall be refunded using the same means of payment used to purchase it. The cardholder will need to provide the original sales receipt or dispatch document (depending on whether the Card was purchased at a ZARA Store or via www.zara.com) and, where appropriate, the debit/credit card used to purchase the Card in order to enable ZARA to refund the balance of the Card. Cards purchased in any other country or via any www.zara.com website for any other country may not be returned or refunded in the United Kingdom.
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Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia, and founded in 1975 by Amancio Ortega and Rosalía Mera. It is the flagship chain store of the Inditex group, the world’s largest apparel retailer. The fashion group also owns brands such as Massimo Dutti, Pull and Bear, Uterqüe, Stradivarius, Oysho and Bershka.
It is claimed that Zara needs just one week to develop a new product and get it to stores, compared to the six-month industry average, and launches around 12,000 new designs each year. Zara has resisted the industry-wide trend towards transferring fast fashion production to low-cost countries. Perhaps its most unusual strategy was its policy of zero advertising; the company preferred to invest a percentage of revenues in opening new stores instead. This has increased the idea of Zara as a “fashion imitator” company and low cost products. Lack of advertisement is also in contrast to direct competitors such as Uniqlo and United Colors of Benetton.