Victoria Claims To Copy ZARA Mode To Subvert Tradition.

Although the secret of Vitoria, which occupies the 35% underwear market in the United States, is almost no competitor, it has begun to look for new growth points in the face of danger.

Goldman Sachs report that apparel independent retailers need to emulate the fast fashion mode to succeed.

"Now, all of our underwear is undergoing some kind of rapid process," CEO Sharen Turney said in a conference call.

"This will shorten the filling time to 15 to 25 days."

At the same time, the brand is still trying to reduce the time from product design to store.

"Our product development time has been reduced by four months, and I believe it is possible to reduce another two months in the future."

Turney said.

While other independent retailers are worried about attracting passenger flows, fast fashion brands such as Zara are expanding rapidly.

(Goldman Sachs) a report summarizes the fast fashion retailers to subvert tradition.

The reason.

"Fast fashion retailers have specialized buying groups to purchase seasonal popular products from third party suppliers, while traditional retailers use design teams to produce goods that they think will be popular in 12 months."

The report reads.

ZARA is built on an unconventional philosophy: speed and responsiveness are more important than cost.

Zara is famous for its small batch and quick release of new products in stores.

Store management two orders per week.

The new clothes are also delivered to stores two times a week.

To achieve this, Zara controls more production processes than most retailers: about half of their garments are produced in Spain or neighboring countries.

For Zara, the supply chain is its competitive advantage.

According to Goldman Sachs report, trying to predict the risk of fashion trend in advance one year is attacking fashion giants, such as Gap, Abercrombie & Fitch, Ann Taylor, American Eagle and so on.

If these retailers' forecasts fail, they will need to sell at a reduced price, which will damage profits.

Zara's non-traditional retail business model clearly circumvented the risk.

Zara's strategy is to reduce inventories and speed up new businesses.

It is reported that different brands are updated once a season, and Zara's products are updated two times a week.

Hansen points out that the strategy has two advantages: first, it encourages customers to frequent patronage.

It also means that if a customer wants to buy something, he or she will feel that it must buy now to make sure that it will not be sold out.

Zara has changed the fashion industry.

"They broke the fashion cycle that lasted for a century," the analyst told Hansen.

"Now, almost half of the high-end fashion companies, such as Prada and Louis Weedon," publish 4-6 new products every year, not 2.

This is absolutely because the pressure of Zara is forcing them to do so.

The fast fashion mode has become more and more popular. Before the fashion headline report, Esprit has completely modeled the Zara business model in order to pform the company.