Essay About Old World Mentality Of Some Zara Managers And Customer Demand

Zara : It for Fast Fashion
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Zara : IT For Fast Fashion
This recommends a course of action involving the upgrading of POS terminals, the
addition of speedier wireless modems, and the functional augmentation of Zaras current IT
system to Inditex. These changes, while attempting to keep the essential human-centered culture
of Zara, will initiate necessary and market-driven improvements to the current system.
Implementation will take place within 30 days of approval. Improved reaction time to
trends, quicker responses to store inventory levels, strengthened competitive advantages, and
more effective communication will result from these actions. These changes will not only enable
Zara to keep up with the state of the industry, but will also facilitate the companys continued
commitment to future growth.
Background
* Zaras POS terminals are currently being run on a DOS-based system (which is barely
supported anymore)
* The current culture places importance on human conversation-based fieldwork, intuitive
analysis, forecasting (via Commercials), and decentralized decision-making.
* The Old World mentality of some Zara managers asserts that the old, but operational, system
is not broken, and therefore, not in need of fixing. They are only half right.
* Since the business model places an emphasis on a rapid response to trend-influenced
customer demand and relies on no advertising, growth through IT-fused change contrasts
with both the existing processes and the culture which made them.
Recommendation
* We are going to install modern POS terminals in each Zara store, strengthen the human
network that has made Zara a fashion mecca (quicker wireless connections will facilitate
instant communication), and train employees on the non-DOS based new commercial
software.
* Our objectives involve the alignment of our forward-looking fashion senses with similar
forward-looking POS terminal updates. We also aim to facilitate the exchange of critical
information (via