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Zara e-commerce project

Marketing & Operations Management

DERBYSHIRE BUSINESS SCHOOL

MARKETING & OPERATIONS MANAGEMENT


Name: Cyril BAZIN

Module leader: Richard Hucker

Marking Tutors: Richard Hucker, Simon Dupernex

Course title: MA Management

Year: 2005/2006

Word count (without abstract and references): 3993 words.



1

Abstract

The following piece of work concerns a Zara e-commerce project aiming to reach

the necessary growth for its long-term expansion plan.

Zara aims to expand internationally (US and Asia) and the mean of e-commerce

provides a real opportunity to undergo it quickly and “easily”.

As the brand awareness is not important out of Europe and due to the inexperience

of Zara towards e-tailing, this piece of work qualifies Europe, and especially the UK

and France, as the best short mid-term strategy to tackle concerning its aim.

Also, it evaluates the advantages and disadvantages to implement such a project

and analyses it providing statements of the implications both in terms of operations

and marketing.

At last, those implications will be the object of recommendations so as to meet the

Zara’s expectations which are mainly to preserve it marketing and operations

management efficient concept through the e-tailing.



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Table of content

1) Zara e-tailing project ................................................................................................ 3

1.1) E-tailing implementation location .............................................................................. 3 1.1.1) Benefits to launch it in Europe ............................................................................................. 4 1.1.2) Especially in France and the UK .......................................................................................... 4

2) Mission statement ..................................................................................................... 5

2.1) Benefits of e-tailing project in the UK and France ................................................... 5

2.2) Operations implications, issues and recommendations ............................................ 6 2.2.1) Upstream competencies ........................................................................................................ 7 2.2.2) Downstream competencies ................................................................................................... 8 2.2.3) Structural competencies ...................................................................................................... 10 2.2.4) Delivery and returns policy ................................................................................................. 10

2.3) Marketing implications, issues and recommendations ........................................... 11 2.3.1) Zara Website marketing mix ............................................................................................... 11 2.3.3) Online experience ............................................................................................................... 13 2.3.4) Consumer perception .......................................................................................................... 14

3) Conclusion .............................................................................................................. 14

Appendices ................................................................................................................... 15

Appendix 1: Market data ................................................................................................. 15 Europe ........................................................................................................................................... 15 UK ................................................................................................................................................. 16 France............................................................................................................................................ 16

Appendix 2 ......................................................................................................................... 16 The e-commerce value chain ........................................................................................................ 16

Appendix 3 ......................................................................................................................... 17 Operations network ....................................................................................................................... 17

References ................................................................................................................... 18

Books .................................................................................................................................. 18

Articles ............................................................................................................................... 19

Websites ............................................................................................................................. 20



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1) Zara e-tailing project

According to Zara, the only restraining factor to its expansion is the availability of

suitable real estate. Also Keith Mortimer (cited in Hill, 2005, case study), a European

retail analyst, reflects that Zara will sell clothes on the Internet so as to avoid the

finding of new store sites issue.

To expand a business means going to market and sell where it does not already or

less than somewhere else. Thus, the Zara’s aim is to especially expand in the

Americans (USA: 8 shops; South America: 67 shops) and Asian markets (7 shops)

where its presence is very little compared to the European market (419 shops).

Such an expansion could be helped by the mean of the e-commerce also termed e-

tailing. The e-commerce refers to selling goods to customers using the Internet

(Chaffey, 2004). This Business to Customer (B2C) concept allows to sell directly to

the customer while cutting out the mediator and presents many benefits including

virtual geographic expansion. Also, the e-tailing option represents an “easy” and

quick mean to reach any market and customers all over the world, provided that of

course those latter have access to the Internet (Kotzab & Madlberger, 2001).

Therefore, the e-tailing could be the solution to market Americas and Asia.

1.1) E-tailing implementation location

Because Zara does not have a vast number of outlets in the Americas and in Asia,

the Zara brand is not very known. Also, consumers are more likely to buy online from

brands they are familiar with. According to Blackwell (2001), the online purchase

intention represents “what we think we will buy”. And this purchase intention is,

among others, influenced by the brand familiarity. Brand familiarity is composed by

the number of brand experiences that have been accrued by the consumer, and it

includes exposure to the brand in a store, and purchase or usage of the brand (Park &

Stoel, 2005).

Also to envisage an expansion short and mid-term in those seems to be high risked

(lack of brand awareness) without a good certainty of potential opportunity for Zara.

Also, Zara’s current vertically integrated business model may not have the capacity to

support such an operation. In other words, this would have many implications for a

risked decision.



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Thus Zara should first realize if it has a real opportunity of success in these

markets in the long-term through market researches and if so develop a more sound

presence by the e-tailing mean.

Therefore the author advocates to experience e-commerce in Europe and

specifically in the UK and in France. The homeland country Spain is not chosen as

Zara’s presence is very important (200 shops), the consumers are used to buy Zara

products in physical shops and as Keith Mortimer states, Spanish consumers are

reluctant to buy online.

1.1.1) Benefits to launch it in Europe

Starting the site in Europe is beneficial because it is local to the companies’

headquarters. The company could maintain the service through its existing

manufacturing in Spain which could be an issue aiming to do it else where in the

world (US or Asia). Zara could expand its existing infrastructure through vertical

integration.

Also, since 2000, the EU “promotes the development of e-commerce as it is a key

factor to make the European Union the most competitive and dynamic knowledge-

based economy in the world” (europa website). In that purpose, a directive removed

obstacles to cross-border online services in the EU and provides legal certainty to

business and citizens.

Thus, the development of the Zara’s e-commerce will not be hindered by

government restrictions, regulations. Moreover the e-commerce situation market in

Europe has grown up (see appendix1) since 2003 (70,2 million of buyers) to 2005

(98,9 milion of buyers) and with forecasts for 2008 with 126 million online buyers.

This e-tailing project has two perspectives. One is short and mid-term, the other

one is long-term.

Short and mid-term, Zara will make profit and develop in Europe an awareness

towards the e-tailing by getting experience.

Long-term and from this acquired experience, to prepare at best the expansion into

the US and Asian markets.

1.1.2) Especially in France and the UK

The choice to do it in France and the UK is based on two of their different

characteristics. France is the European country where Zara is the most present (71

shops) after Spain. Also, the e-commerce market is in France growing up as in 2005,



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more than the half of the Internet user population (54%) bought online compared to

just 9% in 2003.

The UK is the biggest e-commerce market in Europe with 71% of online buyers

(22 millions) of the UK Internet user population. It leads the way in terms of online

distribution market and so in the forecasts.

(“Le journal du net”, see appendix1 for all the information and their sources).

Furthermore in Europe, comparable brands like American’s Gap and Sweden’s

H&M do not sell their products online which is not the case for example in the USA

with “Gap.com”. It would not be the first clothes brand to e-market as brand like

Mango is already doing it but Zara would develop a certain advantage over its direct

competitors (Gap, H&M) in Europe.

Besides getting the experience, Zara will determine which factor between the brand

awareness (France) and the importance of online purchases (UK) is the more likely to

influence the online sales in Zara case. This will provide a global online consumption

tendency Zara will consider to expand despite of culture, values, politic, economic

factors have to be considered.

2) Mission statement

Long-term aim of Zara is the expansion over the US and Asia markets. Thus, the e-

commerce project’s objectives should fit with Zara’s business ones (Travis, 2003).

Travis (2003) stated it is important to wonder what are the short-term and long-

term goals of the project.

Short and mid-term goals are to get experience, to understand all the implications

of e-tailing, give time for deep market researches in the US and Asia.

Long-term goal is the geographic expansion.

This mission statement will give an understanding, analyse, application and

synthesis of this European (France and UK) e-tailing project. Therefore, the first step

is to determine the benefits Zara and its customers will gain from it.

2.1) Benefits of e-tailing project in the UK and France

For Zara, position in both France and the UK will definitely be strengthened

generating new customers from the online market and so making further profits.



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Also, it will allow to collect data on new and old customers. The CRM will be

enhanced allowing to understand the customer online behaviour, and get a better

awareness of customer perception.

Cost will be saved by non investment in new retail shops and by an improvement

of value chain integration (Fraser et al., 2000). Indeed, e-commerce reduces

transaction costs, facilitates just-in-time delivery, and improves information gathering

and processing (Da Silveira, Feb 2003).

For the customers, their benefits will be what they want to be. In other terms the

website and the experience the customers will get from it have to reflect their

expectations that is to say the gain of time, the practicality and the comfort the online

purchase provides (JDN, 2003). The price and choice importance motivations are

coming after those.

Also, they will be able to buy Zara 24 hours per day.

But such a project has got many implications and could met issues:

- operations point of view: logistic and products delivery, range of products

available on the website, their duration on it, location of operation, returns etc.

- marketing point of view: advertising, segmentation, pricing, consumer behaviour

and perception etc.

2.2) Operations implications, issues and recommendations

Zara’s business model is interesting as it is vertically integrated from the products

design to the manufacturing process (in-house manufacturing plant). This allows Zara

to optimise the just-in-time working with almost no stock (case study).

Thus the main issue is how Zara incorporates mail ordering into the current just-in-

time framework. Internet users will want to purchase garments instantly and receive

them in a short space of time. This could involve that Zara will have to hold a certain

amount of stock levels in order to cater for their needs which would totally go against

the companies’ successful policy of turning over stock constantly.

In such a project different competencies are required which could be sorted into

three categories: upstream competencies, downstream competencies and structural

competencies.



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2.2.1) Upstream competencies

These include inventory management and database management.

Inventory management

Hill (2005) states inventory helps in the design of delivery systems in meeting

short customer lead times. Given that the delivery to final customers process will

represent the main new characteristic in the Zara business, the inventory point of view

is important.

In the project’s case, it will concern the process-related inventory (Hill, 2005) of

the finished goods that is to say the products that the website will offer. The issue will

be to take this inventory down to stay in line with the just-in-time framework of Zara.

A simple solution would be to decide to offer a very limited range of products like

just accessories, or just woman clothes or yet selected products so as to avoid

important stocks and so to limit inventory management. But Zara should not choose

this option as product availability online is a major competitive advantage over brick

shops. Also, online shoppers would not be more inclined to search for products in

competing sites (even if online competition is for the moment quite poor).

Thus it implies for Zara to build a broad online catalogue reflecting what physical

shops offer, increasing inventory levels (Da Silveira, 2003).

To sum up, Zara should offer a wide range of products in staying in its just-in-time

framework. Zara has to limit its stocks but not to limit what online customers can buy

in terms of products.

Thus, in the purpose to control its stocks and inventory levels but also to control

the demand level, the author advocates that Zara has to offer an online limited number

of garments. This will solve the inventory and stocks of the online products issue.

Also, this quantity available on the site question will be decided by the existing team

at the head office in Spain.

Moreover, this measure will have a real marketing impact which will be discuss

later.



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Database management

Zara will have to develop databases for products and customers.

The product catalogue will be held by the product database comprising product

names, description, price, product availability, delivery time and customer reviews.

The customer database will hold accounts with addresses, payment information,

order history, aiming at improving service, increasing personalization and reducing

transaction costs (Da Silveira, 2003). This would definitely reduce customer ordering

time thanks to the information possessed in the database.

However, this implies to update databases and to find ways to exploit that

information for commercial benefit. To hire database experts and develop IT seem to

be the solution. Good IT resources will allow the experts maintain the database, to

analyse customer behaviour and perception, and provide recommendation about

improvement concerning the online business (on the website; i.e. customisation of

pages, promotions; or delivery network etc).

2.2.2) Downstream competencies

This section deals with the “last steps” of the e-tailing. That is to say the

transactions between Zara and the customers. From the connexion on the site followed

by the handling of the orders and finished by the product delivery.

These concern the two middle step of the commerce value chain (see appendix2).

Online access

This part concerns the website itself. That is important as it represents what the

customer is going to deal with when he has the online intention to purchase. This is

the “virtual equivalent to location in traditional operations” (Da Silveira, 2003).

The issue is to attract the most of customers (from the novice online shopper to the

experienced one) and finally to spur customers on buying. Therefore, effort has to be

considered on the website design including ease of access and browsing (e.g. clear

menus and one-click links).



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As price reductions is not in Zara’s habit, main incentive to increase sale is about

the product presentation on the site. Indeed, the product presentation style will require

important attention (developed in the website design section).

Order handling

The question is where the mail orders are going to, and where the delivery process

to the customer is coming from. Zara could gather all the orders to the headquarter in

Spain and then through an in-house transportation network delivery the product. But

this is unfeasible given the distance from the headquarter to the potential customers.

Thus the author advocates Zara to develop a network in both UK and France

composed of a central office where the mail orders will go to and be gathered and

which then will dispatch them through a distribution centres network in key areas to

the concerned ones (see appendix3).

Concerning payment system, Zara has to assure security (payment) and privacy

(customer details). These constitute the main components of the customer trust

towards e-shopping (Ha, 2004). This will be assured by alliances with clearing

agencies like “netbanx” and “worldpay” (Collin, 1999), and also by clear accurate

information easily accessible on the website.

Product delivery

The aim of a physical distribution network is to “provide an effective service to the

customer” (Rushton et al., 1991) in terms of fastness and reliability of delivery. Thus

where and how many distribution centres are the questions.

As Hill (2005) emphasizes, location decision is important as Zara will live with

the consequences for a long time.

Zara will provide a number of centres on an area basis. Those centres will be

supplied by large trucks. It implies to choose location where road infrastructure is

sound (see further for delivery to customers).

Moreover, given that the production and so the availability of each product will be

planned, repeated distribution centres supplying will be avoid minimizing logistical

costs.



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2.2.3) Structural competencies

These are mainly concerned by the workforce and IT as they are going to support

the upstream and downstream competencies.

Workforce

An e-tailing project requires hiring and developing people that are creative,

technically competent, and knowledgeable (Da Silveira, 2003) to build the website.

Zara will hire such skilled people so as to develop the suitable website needed by

Zara in terms of design, and concerning the background of it (mail ordering system,

data handling system, secure payment system).

Concerning the design, the team who design the stores and probably the actual

website will guide this process in order to keeping on the Zara’s philosophy.

Information technology

As Franzak et al. (2001) state, “the online audience expects Web sites to protect

personal data, provide for secure payment, and maintain the privacy of online

communication”. The IT have to efficient so as to ensure:

- Security concerning mainly payments,

- Reliability referring to stability of connection and integrity of information

exchanged between commercial site and customer terminal.

Thus along the connection and the purchase, Zara has to present a visible policy

about security of the site and privacy of data.

2.2.4) Delivery and returns policy

Delivery

Delivery choice will be between a standard (between 4 to 7 business days) and an

express one (ship in one day in function of week-ends and holidays time).

For standard delivery, national mail companies will be choose (France: “La Poste”,

UK: “Royal Mail”).

The express delivery, requiring to pay more, will be undergone by an allied partner

such as FedEx which will definitely add value to Zara’s online business and enhance

customer’s trust.

Also, Free delivery could be considered as it represents a marketing tool.



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Returns or exchanges and refunds

As any “real” customers, “virtual” customers have the right to return or exchange

wrong, spoiled items. In that purpose, items could be returned to any Zara shop or by

mail to a sole address (one for France and one for the UK). This mail returns address

will be the address of the central office where mail orders are going to. Of course,

customers could also be refund directly from shops or by mail check or bank refund.

An essential element of successful e-commerce is building relationships with

consumers upon trust which is increased by the previous points as security, reliability

and integrity of delivery and return/exchange/refunds (Kolsaker&Payne, 2002).

2.3) Marketing implications, issues and recommendations

There are no benefits to have an online different offer with the shop one (Da

Silveira, 2003). Thus the online customer segmentation will remain the same.

The website is a new mean to sell for Zara. Also, it implies a specific marketing

mix strategy.

2.3.1) Zara Website marketing mix

Product

According to Siddiqui et al. (2003), consumers seek interactive websites. This

interactivity will emphasize on the product presentation aiming to overcome the lack

of “touchy feely” ability of shopping online which is the primary reason for not

purchasing clothes online (Elkin, 2001 cited by Siddiqui, et al., 2003).

This interactivity will include the ability to zoom on the garment, to see it in 3D, to

change the colour. The website will be furnished in pictures and video clips showing

celebrities, fashion shows who inspired new trends of Zara’s products. However, in

order to avoid long download time, there will be not too many or be gathered in a

special website’s area.

To develop the idea of virtual dressing, the possibility to build its own model

(height, weight, body shape, skin colour…) and to virtually dress it will be provided

to customers.

Of course, these virtual models will be able to be saved which imply the ability to

create a personal account.



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Price

The price will not be cheaper than in the shops and from that, the delivery adding

cost could be a brake for purchasing online. Also, the adhesion to a “Zaracard” will

provide free delivery. This card will be free by adhesion at shops or by mail on the

website. It will thus give free delivery for any amount, give a percentage off the first

online purchase and at the “birthday date” (i.e. 10%), give discounts after a certain

amount of online expenditure (i.e. £10 discount for £100), and on one specific day per

month give a percentage off online purchases.

Also, this card will allow to buy online on credit up to a fixed amount and within a

certain period of time.

This Zaracard action will develop customer loyalty.

Place and the website design

The website is the primary interface with customers and will be definitely a part of

its purchase experience on it. It has to be the more memorable possible

(Armstrong&Kotler, 2005). Thus website design has to be fancy and must reflect the

Zara’s image (Collin, S., 1999, Kolesar and Galbraith, 2000) led by the same design

philosophy for the stores.

The website needs three characteristics to be thought pleasurable and satisfying to

customers. It has to be fast, uncluttered, and easy-to-navigate (Park&Kim, 2003).

Also, it has to cater for different categories of online shoppers, from “the

inexperienced to the experienced and from the goal directed to the experiential user”

(Hoffman and Novak, 1997; Sally et al.,1999 cited by Siddiqui, et al., 2003). Clear

menus and one-click links have to be used.

Security, privacy, delivery and return/exchange/refund policies will be easily

accessible.

Promotion (first step of the commerce value chain)

The website is the mean of attracting new and especially the online customers.

Thus, it has to be promoted out but also on the Internet.

Outside

This type of advertising will not have to be very important as it aims especially to

make old customers aware about it. Thus, the evidence of it will be indicated on the

receipts, on Zara’s bags and on store windows.

On the Internet.



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Banners advertising will be a good way to promote the site as it ensures that Zara’s

banner will be given to other sites.

Also, Zara will have to use Internet magazines which carry a “what’s new” and

“best site” feature (Collin, 1999).

2.3.2) Customer Relationships Management (last step of the commerce value

chain)

As Armstrong (2005) states, CRM aims to maximize customer loyalty by

delivering more value and satisfaction to customers.

The website will provide an area for customer commentaries reflecting that,

commercial director Rosanna Padine explained (case study), “it is particularly good to

listen our customers as they know better than anyone what they want”. In the same

purpose a customer service will be developed through the central office or by mail

concerning any request.

It will help to assess customer perception.

2.3.3) Online experience

As said previously, it will be determined by the design, the interactivity but also by

the customer data management.

Customer will have the ability to create personal accounts.

These personal accounts will concern two types of data.

Customer “clothes data” (size, weight, shape…), and customer details (bank detail,

delivery address) got from the order time.

The aim is to minimize at most the time spend on the website during the future

purchases.

Illustration: The customer logs in its personal account (virtual model). The

customer just has to choose the item, see the effect on its 3D model and click on

purchase and it is done, as its clothes data (sizes) bank details and delivery address are

already known.

Of course, opportunity to choose the size anyway is let (case of gift) and

security/privacy policies would have been shown before validating the purchase, but

this would increase the personalisation and accelerate purchases process.



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The interactive features succeeding in compensating the lack of “touchy feely”

ability, coming along a very fast, comfortable, easy, pleasant, satisfying purchase time

experience, an amazing value will be added to online shopping and value = sale.

2.3.4) Consumer perception

Zara has developed a marketing and operations concept creating a “sense of

excitement” (case study) in customers minds and attracting new ones, a kind of

competition between customers towards its products.

Also, the website has to change solely the consumer buying mean and not its

behaviour.

Therefore, the limitation of online garments number (see previously) will

contribute to protect this excitement feeling and ensure that customers will often

check the website.

Thereby, “customers will still be stimulated to buy quickly, creating a velocity of

online shopping” (Johnston, case study).

The stock left information has to be emphasized and clearly shown on the website

to reach the expected impact. This implies to update stock levels information.

Following the shop items flow, the online garment “in trend” will stay one month.

Stocks information will be updated every 24 hours while the two first weeks and

every three days while the two last weeks.

In case of unsold stock after the month, items will become “out of trend” ones

which will be the object of auctions keeping the competition idea between customers.

Also, it will allow “late customers” to get these. A name will have to be chosen for

that kind of item.

3) Conclusion Both operations and marketing will have its role in the Zara’s e-tailing project

success.

The initiation of this e-tailing business will strengthen its position in the two

countries comparing to its direct competitors (Gap and H&M) increasing its market

share.

The experience gained, a better awareness and understanding of the online

customers will definitely condition Zara’s expansion success in the long-term.

Enclosed, the e-tailing implementation plan.



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Appendices

Appendix 1: Market data

Europe

Europe : e-commerce growth (BtoC market appraisal between 2003 et 2008)

Years Buyers (million) Penetration rate Average budget Turnover (billion £)

2003 70,2 44 % 283 pounds 19,8

2004 85,6 49 % 320 pounds 26,7

2005 98,9 53 % 350 pounds 34,6

2006 110,2 56 % 594 pounds 43,4

2007 119,2 58 % 448 pounds 53,5

2008 126,0 60 % 517 pounds 65,2

Source : Jupiter Research Renew on 11/12/2003

Europe : Percentages of online buyers among the Internet user population

(Second trimester 2005)

Countries Percentages of online buyers Number of online buyers (millions)

United Kingdom 71 % 22

Sweden 64 % 3

Germany 59 % 22

France 54 % 13

Netherlands 45 % 4

Italy 25 % 6

Spain 19 % 2

Source : Forrester Research, 2005, Internet Retailer, décembre 2005 Renew on 09/02/2006

Western Europe Online distribution market in 2004 (Billion of pounds)

Countries 2004 Forecasts for 2008 Growth between 2004 et 2008

United Kingdom 15.06 89,4 39,5 %

Germany 14.86 69,8 31,3 %

France 7.9 59,0 49,1%

Italy 5.7 39,6 46,5 %

Spain 2.6 16,2 41,9 %

Source : eEito, IDC, eMarketer, march 2005 Renew on 02/08/2005



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UK

United Kingdom : Annual average of online expenditure among the Internet user

population (pounds)

Years Average amount (pounds)

2004 936

2005 1.025

Source : Royail Mail Group, novembre 2005 Renew on 09/01/2006

France

France : Online purchase growth

Year 2003 2005

Internet user rate in France 37 % 54 %

Internet user rate who buy online 9 % 51 %

Source : Le journal du net, december 2005 Renew on 01/02/2006

Appendix 2

The e-commerce value chain

Attract

Interact

Act

React

Catalog

Sales

Advertising

Marketing

Order capture

Payment

Fulfilement

Customer service

Order tracking

Get and keep

customer interest

Turn interest into

orders

Manage orders Service customers

Adapted by the author from

Treese&Stewart



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Appendix 3

Operations network

UK SPAIN FRANCE

Manufacturing

plants

Head office Central mail

office

Distribution

centres

C

U

S

T

O

M

E

R

S

Orders

Delivery

through

“La

Poste”,

FedEx

C

U

S

T

O

M

E

R

S

Centre mail

Office

Distribution

centres

Delivery

through

“La

Poste”,

FedEx

Orders

Production

information

Production

information

Sales

information

Production

decision

Created by the author



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Wesley.



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Da Silveira, G. (Feb 2003) ”Towards a framework for operations management in e-

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n 2, pp 200-212, MCB UP Ltd.

Franzak, F., Pitta, D., Fritsche, S. (2001), "Online relationships and the consumer's

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14.

Ha, H-Y., (2004) “Factors influencing consumer perceptions of brand trust online”,

Journal of Product & Brand Management. Vol 13, No 5, pp 329-342.

Kolesar, M. B., Galbraith, R.W. (2000), "A services-marketing perspective on e-

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20

Siddiqui, N., et al., (2003), “Retailer and consumer perceptions of online fashion

retailers: Web site design issues”, Journal of Fashion Marketing and Management.

Vol 7, No 4, pp 345-355.

Websites

http://europa.eu.int/comm/internal_market/e-commerce/index_en.htm

http://www.journaldunet.com/cc/04_ecommerce/ecom_cyberconso_eu.shtml

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