|
_SLIDE_1_
SPA BRAND��셲 OPERATING STRATEGY
VS
_SLIDE_2_
I
N
D
E
X
WHY
WHAT
HOW
4. SO
_SLIDE_3_
1
WHY
`Operating Strategy of spa Brand`
_SLIDE_4_
New Fashion Industry Trend =
Supplying
Power
1
A
Competitive Price
2
Planning Ability
3
`Global Top 10 Fast fashion Brand Outcome `
`STRENTH`
1. WHY
Fast Fashion!
_SLIDE_5_
1. Sustained Growth of Market Size & Profit
2. Superiority in Aspects of Operation Management
`Map of Spa Brand at Myeong-dong`
1. WHY
2 Reasons!
_SLIDE_6_
2
WHAT
`Operating Strategy of spa Brand`
_SLIDE_7_
Specialty store retailer of
Private label
Apparel
[DEFINITION]
2. WHAT
SPA BRAND!
_SLIDE_8_
1. VM STATEGY
2. FAS���(�깮�왂)
3. SMALL BATCH PLANNING/FLEXIBLE
|
n -
Price +
Price -
3. HOW
POSITIONING of SPA BRAND
_SLIDE_14_
Type
Maker type
Retailer type
Characteristic
Apparel maker sell their
product directly
They operate by their systems
Common retailer develop the
original products with outsourcing
Pros
Decreasing distribution cost
Catch what customer need
Possibility of immediate QR
Good cash flow with outsourcing
Possible strategic alliances with product vendors
Cons
From planning to distribution
all in one system, the huge
capital is needed
Rely on purchasing, they should
consider net profit, mobility and
inventory
Example
3. HOW
Comparison maker and retailer type
_SLIDE_15_
Sale
Analysis and product design
Redesigning
Purchasing
material
PRODUCING
-Cutting
-Sewing
-Finishing
-Shipping
To store
STORE
1 week
1 week
3 days
Producing in ZARA Factory
Minimizing Production Time
3. HOW
ZARA��셲 Supply Chain Management
Hand held
_SLIDE_16_
Partner
Factory
In China
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