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Subject category: Marketing
Authors: K Bala Praveena
Published by: Amity Research Centers
Published in: 2011
Length: 15 pages
Data source: Published sources

Abstract

The Indian Apparel Industry had a prominent place in Indian retail market. As being the focal point of continuous growth and development, India from 2001-10 had been one of the fastest growing economies of the world. There had been a 10% increase in the Indian apparel sales from 2005-09, a major development in the overall retail market. Urbanisation clubbed with increased knowledge of fashion had rendered the consumers to look into international brands. The viable government policies and better market trends had attracted many international brands to India. Inditex had been one of the world’s largest fashion retailers, with eight different versions of fashion clothing under its name - Zara, Pull & Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Uterque. And the company had 5,154 stores in 78 countries around the world. The company had a distinctive business model that relied heavily on innovation and flexibility as well as its approach to fashion through creativity, quality, design, and setting pace with constant market change. These were the success factors of the Inditex group. Zara had been the largest as well as the most acclaimed international brand in the Inditex group. It had been the chief brand which rendered a lead role in Inditex’s growth in profit and sales. Inditex decided to expand the unique Zara brand in various places, among which India was also under its expansion radar. Zara debuted in the year 2010 in Delhi; from there it had opened 5 more stores in major cities in India. Zara attracted the Indian market with its international standard stores and pricing of the products. The case study analyses whether the Indian customers would accept the international brand and whether expansion in India by Inditex through Zara would be a successful venture.
Location:
Industry:
Other setting(s):
2010

About

Abstract

The Indian Apparel Industry had a prominent place in Indian retail market. As being the focal point of continuous growth and development, India from 2001-10 had been one of the fastest growing economies of the world. There had been a 10% increase in the Indian apparel sales from 2005-09, a major development in the overall retail market. Urbanisation clubbed with increased knowledge of fashion had rendered the consumers to look into international brands. The viable government policies and better market trends had attracted many international brands to India. Inditex had been one of the world’s largest fashion retailers, with eight different versions of fashion clothing under its name - Zara, Pull & Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Uterque. And the company had 5,154 stores in 78 countries around the world. The company had a distinctive business model that relied heavily on innovation and flexibility as well as its approach to fashion through creativity, quality, design, and setting pace with constant market change. These were the success factors of the Inditex group. Zara had been the largest as well as the most acclaimed international brand in the Inditex group. It had been the chief brand which rendered a lead role in Inditex’s growth in profit and sales. Inditex decided to expand the unique Zara brand in various places, among which India was also under its expansion radar. Zara debuted in the year 2010 in Delhi; from there it had opened 5 more stores in major cities in India. Zara attracted the Indian market with its international standard stores and pricing of the products. The case study analyses whether the Indian customers would accept the international brand and whether expansion in India by Inditex through Zara would be a successful venture.

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Location:
Industry:
Other setting(s):
2010

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