Description
it includes company overview their manufacturing model supply chain distribution network
press dossier
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
INDITEX
Inditex, one of the world?s largest fashion distributors, has more than 3,890 outlets in 70 countries in Europe, the Americas, Asia and Africa. In addition to Zara, the largest of its retail chains, Inditex has another commercial formats: Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho and Zara Home. The Group also includes more than a hundred companies associated with the different activities in the business of textile and fashion design, manufacture and distribution. Its unique management model, based on innovation and flexibility, and its vision of fashion (creativity and quality design, together with a rapid response to market demands) has resulted in fast international expansion and an excellent performance of its commercial formats. The first Zara store opened to the public in 1975 in A Coruña (North-Western Spain), the place where the Group started business and where it has its central offices. Today, Inditex Group stores can be found in all the world?s major cities, always in the main shopping districts. Inditex has been listed on the Spanish Stock Exchange since 23 May 2001, after an IPO that aroused a great deal of interest among investors worldwide, with its shares being oversubscribed some 26 times over. Its shares are quoted on the main Spanish and international share indexes. Inditex has grown dramatically in recent years, achieving a consolidated turnover in 2007 of 9,435 million euros, with a net profit of 1,250 million euros. On 31st January 2008 the Group had 79,517 employees. The following table shows the Group?s most significant figures in 2006 and 2007:
Fiscal Year
2007
2006
07/06
Turnover* Net profit* No. of stores No. of countries International sales Employees
9,435 1,250 3,691 68 62.5% 79,517
8.196 1.002 3.131 64 60,4% 69.240
15% 25% 560 4
10,277
*in millions of euros **The Inditex financial year is from 1st February to 31 January of the following year
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
THE BUSINESS MODEL
The Inditex business model is characterised by a high degree of vertical integration compared to other models developed by our international competitors. It covers all phases of the fashion process: design, manufacture, logistics and distribution to its own managed stores. It has a flexible structure and a strong customer focus in all its business areas. The key element in the organisation is the store, a carefully designed space conceived to make customers comfortable as they discover fashion concepts. It is also where we obtain the information required to adapt the offer to meet customer demands. The key to this model is the ability to adapt the offer to customer desires in the shortest time possible. For Inditex, time is the main factor to be considered, above and beyond production costs. Vertical integration enables us to shorten turnaround times and achieve greater flexibility, reducing stock to a minimum and diminishing fashion risk to the greatest possible extent.
D E SI G N
FACTURE MAN U AND SUPPLY
RETAIL SALES
D IS TRIBUTION AND
LOGISTICS
press dossier INDITEX
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INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
THE BUSINESS MODEL: DESIGN The success of Inditex?s collections lies in the ability to recognise and assimilate the continuous changes in fashion, constantly designing new models that respond to customer desires. Inditex uses its flexible business model to adapt to changes occurring during a season, reacting to them by bringing new products to the stores in the shortest possible time. The models for each season -over 30,000 last year- are developed in their entirety by the creative teams of the different chains. Over 300 designers -200 for Zara alone- take their main inspiration from both the prevailing trends in the fashion market and the customers themselves, through information received from the stores. THE BUSINESS MODEL: MANUFACTURE A significant proportion of production takes place in the Group?s own factories, which mainly manufacture the most fashionable garments. The Group takes direct control of fabric supply, marking and cutting and the final finishing of garments, while subcontracting the garmentmaking stage to specialist firms located predominantly in the North-West of the Iberian peninsula. The Group?s external suppliers, a high percentage of which are European, generally receive the fabric and other elements necessary for making the clothing from Inditex. Although percentages vary from season to season, in 2007, 63% of production was carried out in Europe and neighbouring countries. A further 35% of total production took place in Asia. THE BUSINESS MODEL: LOGISTICS All production, regardless of its origin, is received at the logistical centres for each chain, from where it is distributed simultaneously to all the stores worldwide on a highly frequent and constant basis. In the case of Zara, distribution takes place twice a week and each delivery always includes new models, so that the stores are constantly refreshing their offer.
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
The logistics system, based on software designed by the company?s own teams, means that the time between receiving an order at the distribution centre to the delivery of the goods in the store is on average 24 hours for European stores and a maximum of 48 hours for American or Asian stores. The location of the distribution centres for the different sales formats is shown below, including also future platforms planned to increase global logistics capacity.
Narón (A Coruña) Logistical Centre
Arteixo (A Coruña) Logistical Centre León Logistical Centre Zaragoza Logistical Centre
Sallent de Llobregat (Barcelona) Logistical Centre
Tordera (Barcelona) Logistical Centre
Meco (Madrid) Logistical Centre
Elche (Alicante) Logistical Centre
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
THE BUSINESS MODEL: DISTRIBUTION IN THE COMPANY?S OWN STORES
The point of sale is not the end of the process but rather its restart, as the stores act as market information gathering terminals, providing feedback to the design teams and reporting the trends demanded by customers. Both the interior and exterior of the store design are given the highest priority. Here, the shop windows play a major role, acting as authentic advertising for our chains in the world?s main shopping streets. As for the interior design, the aim is to create a well-lit space where the clothes take pride of place, eliminating all barriers between the garments and the customers. The main development strategy for the Inditex sales formats is the opening of stores managed by companies in which Inditex is the sole or majority shareholder. In 2007, 88% of stores were own managed and represented 87% of the Group?s turnover. In smaller or culturally different markets, the Group has extended the store network through franchise agreements with leading local retail companies. At the end of the FY2007, there were 455 franchised stores out of a total of 3,691 stores. The main characteristic of the Inditex franchisement model is the total integration of franchised stores with own managed stores in terms of product, human resources, training, windowdressing, interior design, logistical optimisation and so on. This ensures uniformity in store management criteria and a global image in the eyes of customer around the world.
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dossier de prensa INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
CORPORATE SOCIAL RESPONSABILITY
Inditex views social and environmental variables as a strategic factor of its management system. Sustainable growth, a demand from our customers and society in general, is a value that is shared internally and that the company applies to its suppliers. This sustainability strategy is coordinated in the social field through the Internal Code of Conduct and the Code of Conduct for External Manufacturers and Suppliers, and in the environmental field it is defined in the Environmental Strategic Plan. All of Inditex?s actions in the field of corporate responsibility are audited by external agents in order to provide greater objectivity. Transparency is Inditex?s fundamental management value and enables a sincere, open relationship to be established with all groups that hold a stake in our business. The efforts of Inditex in this field have been recognised internationally.
Social Dimension All of Inditex?s activities are carried out ethically and responsibly, including actions in different areas such as health and safety of our products, control of the supply chain and the connection between out actions and the social environment. All of Inditex?s products respect the environment and health and safety. By implementing the strictest international standards, Inditex can guarantee its customers that its products meet optimal health, safety and ethical conditions.
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Inditex believes that an ethical and stable relationship with its network of external suppliers world-wide is essential. Therefore, the company applies its social commitment to all of these suppliers through the Code of Conduct for External Manufacturers and Suppliers. Acceptance of this is obligatory to be able to maintain business relations with Inditex. To ensure that this code is fulfilled, independent external companies audit suppliers regularly. Inditex follows this up with improvement programs for suppliers and social programs aimed at promoting education and a better quality of life in the regions in which it does business. Environmental Policy The environmental aspect has always played an important role in Inditex?s activities. This policy has been implemented in recent years through an environmental management system that Inditex has designed and adapted to the requirements of its business model. This regularly evaluates the potential impact that the company?s activities have on biodiversity and the natural environment. Apart from fostering fulfilment of environmental legislation, the system increases efficiency in terms of the consumption of resources and reduces the environmental impact. This is the basis of the 2007-2010 Environmental Strategic Plan that Inditex has implemented in order to introduce the concept of sustainability in all of its activities. The plan is realised through five projects that contribute to the environmental impact of the product, corporate areas, logistics, stores and a general initiative to offset carbon emissions. Inditex?s aims with these initiatives to offset CO2 emissions include implementing efficient energy saving habits and applying its commitment to the environment to all of its employees.
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
COMMERCIAL FORMATS In order to segment its approach to the market, Inditex has different fashion distribution chains, all of which share the same commercial and managerial focus: to be leaders in their segment through a flexible business model and an international scope. However, each of the chains has a great deal of autonomy in managing its business; their management teams are independent in commercial decision-making and in the way they administer their resources. Nonetheless, the fact they belong to a group spread over 70 countries provides a great number of organisational and knowledge-management synergies. Thus, each management team can concentrate on developing its business in the knowledge that certain support elements are covered by the Group?s accumulated experience. Inditex, as the parent company, is responsible for the central corporate services, i.e. those services shared by the eight chains and which facilitate international growth: administration, the use of logistics technology, the general HR policy, legal issues, and financial capacity, among others.
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Zara (www.zara.com), whose first store opened in 1975 in A Coruña (Spain), is present in 68 countries, with a network of more than 1,400 stores, ideally located in major cities. Its international presence clearly shows that national frontiers are no impediment to sharing a single fashion culture. Zara moves with society, dressing the ideas, trends and tastes that society itself has created. This is the key to its success among people, cultures and generations that, despite their differences, all share a special feeling for fashion. With a creative team of more than 200 professionals, Zara?s design process is closely linked to the public. Information travels from the stores to the design teams, transmitting the demands and concerns of the customers. The vertical integration of activities (design, production, logistics, and sales in the company?s own stores) means Zara is flexible and fast in adapting to the market. Its model is characterised by continuous product renovation: new articles reach the stores twice a week. Zara pays special attention to the design of its stores, its shop windows and interior decor, and locates them in the best sites of major shopping districts. Its central services are located in Arteixo (A Coruña).
ZARA
2007
Nº of stores Turnover* % international sales % of Inditex
1,361 6,264 72.0 66.4
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Pull and Bear (www.pullandbear.com) was set up by the Inditex Group in 1991. Since its creation, its fashion concept has known how to adapt to the needs of young people, and is now a clear point of reference for casual, laid-back clothing. Pull and Bear aims to be something more than just a point of sale. As well as the clothes and accessories, the chain offers special spaces in the stores in which the display fixtures are combined with recycled elements from the past, to create the kind of surroundings that young people love. Pull and Bear has more than 540 stores in 35 countries. Its central services are located in Narón (A Coruña).
PULL AND BEAR
2007
Nº of stores Turnover* % international sales % of Inditex
519 614 45.3 6.5
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Massimo Dutti (www.massimodutti.com) was founded in 1985 and acquired by Inditex in 1991. Today, it has more than 430 stores in 34 countries. Massimo Dutti offers quality international fashion design for men, women and children, with a variety of collections that range from sophisticated urban fashions to casual wear. Its central services are located in Tordera (Barcelona).
MASSIMO DUTTI
2007
Nº of stores Turnover* % international sales % of Inditex
426 696 51.3 7.4
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Bershka (www.bershka.com) was founded in 1998 as a new store and fashion concept, targeting the young female market. Since 2002 it has also sold men?s fashion. Bershka stores are large and spacious with a cuttingedge look. They are designed as meeting points for fashion, music and street art. The chain has more than 530 stores in 35 countries. Its central services are located in Tordera (Barcelona).
BERSHKA
2007
Nº of stores Turnover* % international sales % of Inditex
510 925 49.6 9.8
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
S tradivarius (www.e-stradivarius.com), a chain acquired by Inditex in 1999, brings the latest trends in design, fabrics and accessories to a young female public. Its spacious stores (over 400 in 25 countries) have a modern, dynamic design and offer a wide range of fashion possibilities, with a casual and imaginative style. Its central services are located in Sallent de Llobregat (Barcelona).
STRADIVARIUS
2007 381 521 24.9 5.5
Nº of stores Turnover* % international sales % of Inditex
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Oysho (www.oysho.com) started business in 2001. This format brings the philosophy of the Inditex Group to the women's lingerie and underwear sector, offering the latest trends with quality products at reasonable prices. It has more than 320 stores in 22 countries. Its central services are located in Tordera (Barcelona).
OYSHO
2007
Nº of stores Turnover* % international sales % of Inditex
290 213 24.9 2.3
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Zara Home (www.zarahome.com) is the latest chain to be created by the Inditex Group. It specialises in home furnishings, focussing on textiles, such as bed, table and bathroom linen, complemented by tableware, cutlery, glassware and decorative items. Zara Home offers design, quality and innovation at competitive prices. It has more than 220 stores in 22 countries. Its central services are located in Arteixo (A Coruña).
ZARA HOME
2007
Nº of stores Turnover* % international sales % of Inditex
204 201 44.9 2.1
* in millions of euros
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
INTERNATIONAL EXPANSION
Timeline of Inditex´s entry into international markets:
1975 1988 1989 1990 1992 1993 1994 1995 1996 1997
Spain Portugal USA France Mexico Greece Belgium and Sweden Malta Cyprus Norway, Japan and Israel
Argentina, United Kingdom, Venezuela, Lebanon, Turkey, United Arab Emirates and Kuwait The Netherlands, Germany, Poland, Saudi Arabia, Bahrain, Canada, Brazil, Chile and Uruguay Andorra, Qatar, Austria and Denmark Puerto Rico, Ireland, Jordan, Iceland, Luxembourg, Czech Republic and Italy El Salvador, Finland, Dominican Republic, Singapore and Switzerland Russia, Malasya, Slovenia and Slovakia Hong Kong, Morocco, Estonia, Latvia, Hungary, Romania, Lithuania and Panama Costa Rica, Thailand, Monaco, Philippines and Indonesia Serbia, Tunisia and Mainland China
Guatemala, Colombia, Croatia and Oman Korea and Ukraine
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
The first Zara store opened to the public in A Coruña (North-Western Spain) in 1975. Over the following decade it continued to open new stores throughout Spain. In 1988 it debuted in Porto (Portugal), and in the next few years, the first stores were opened outside the Iberian Peninsula, in New York (1989) and Paris (1990). This was the beginning of a process leading up to the current presence in 70 countries in Europe, the Americas, Asia and Africa. It sucess among people, cultures and generations which, despite their differences, all share a special feeling for fashion lies in the conviction that national frontiers are no impediment to sharing a single fashion culture.
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
The usual way of entering a new market is to start with a small nember of stores, which can explore the possibilities of a specific country in order to gain a critical mass of customers. The new formats incorporated into the Group since 1991 share the same international approach as Zara -in fact, that is one of their fundamental characteristics. As a result, all of them have grown simultaneously in Spain and in other countries. In most cases, Zara has been the first chain to break into new countries, accumulating experience which has helped the later implementation of the rest of the concepts. This accumulated experience has also allowed the accelerated international expansion of the more recently created chains.
SALES BY GEOGRAPHICAL AREAS / 2007
.5% 37
10
.8
%
Europe (ex-Spain)
9.4%
Spain America Rest of the world
42.4%
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INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Amancio Ortega Gaona, chairman and founder of Inditex, was born in 1936 in Busdongo de Arbas, León. He moved to A Coruña with his family at an early age, and it was there that he began his business activities in the textile sector. After working with two well-known establishments in A Coruña, he ventured out with a business project of his own. His first steps culminated in the creation, in 1963, of the company Confecciones GOA, a garment manufacturing company. Following an initial stage of growth in the area of production, the first store of the Zara chain opened on a central A Coruña street in 1975. In 1985, Amancio Ortega integrated Zara in a new holding company, Industria de Diseño Textil, INDITEX S.A. In 2001 the Amancio Ortega Foundation was set up, a private non-profit organisation aimed at promoting all types of activities in the fields of culture, education, research and science.
Pablo Isla, First Deputy Chairman and CEO of Inditex, was born in Madrid in 1964. He is a graduate of Law from the Complutense University of Madrid and State lawyer. He was Chairman of the Board of Directors of Altadis and co-CEO was joint-president of this group from July 2000. From 1992 to 1996 he was Director of Legal Services for Banco Popular. He went on to be appointed General Director of State Assets at the Ministry of Economy and Finances. In 1998, he rejoined Banco Popular as General Counsel, until he was appointed in the Altadis group.
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INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
INDITEX
1963 1974 1975 1976 1984 1985 1986 1987 1988 1989 1990 1991 1992 1994 1995 1996 1997 1998
GROUP
TIMELINE
Amancio Ortega Gaona, chairman and founder of Inditex, begins his business activities as a clothing manufacturer. The business grows steadily over the next decade until it has several production centres, distributing their products to different European countries. Zara is founded with the opening of its first store in a central street in A Coruña (Spain). The Zara fashion concept is well received by the public, allowing it to expand its network of stores to the main Spanish cities. Creation of Inditex as the head of the corporate group. The manufacturing companies in the Group direct their total production to the Zara concept and establish the basis for a logistics system to match the expected high growth rates. The opening of the first Zara store outside Spain occurs in December 1988 in Porto (Portugal). The Group expands to the United States and France with the opening of outlets in New York (1989) and Paris (1990). Founding of the Pull and Bear chain and the purchase of 65% of the Massimo Dutti Group. Inditex continues to open new international markets: Mexico in 1992, Greece in 1993, and Belgium and Sweden in 1994. Inditex acquires the whole of the share capital of Massimo Dutti. This year also sees the opening of the first store of the Group in Malta and, in the following year, in Cyprus. Norway and Israel join the list of countries in which Inditex is present. The Bershka concept, targeting the younger female market, begins activity in a year which also sees the opening of stores in new countries: United Kingdom, Turkey, Argentina, Venezuela, United Arab Emirates, Japan, Kuwait and Lebanon. The acquisition of Stradivarius makes it the fifth concept of the Group. Inditex open stores in new countries:The Netherlands, Germany, Poland, Saudi Arabia, Bahrain, Canada, Brazil, Chile and Uruguay.
1999
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
2000
Inditex moves its headquarters into a new building in Arteixo (A Coruña, Spain). This year first openings take place in: Andorra, Austria, Denmark and Qatar. Launching of the Oysho lingerie concept. On 23 May 2001 Inditex goes public and is listed on the stock market. During this year the Group expands into: Ireland, Iceland, Italy, Luxembourg, Czech Republic, Puerto Rico and Jordan. Work begins on the new Zara logistical centre in Zaragoza (Spain). The Group opens its first stores in Finland, Switzerland, El Salvador, Dominican Republic and Singapore. The opening of the first Zara Home stores, the last concept in the Group. Inditex inaugurates its second Zara distribution centre, Plataforma Europa, in Zaragoza (Spain), complementing the activity of the Arteixo logistical centre (A Coruña, Spain). The first stores of the Inditex Group are opened in Slovenia, Slovakia, Russia and Malaysia. The Inditex Group opens store number 2,000 in Hong Kong, thereby reaching a presence in 50 countries in Europe, The Americas, Asia and Africa. In this year the first store also opens in Morocco, Hungary, Romania, Estonia, Latvia, Lithuania and Panama. The Group opens its first stores in Costa Rica, Monaco,Thailand,Philippines and Indonesia.
Mainland China, Tunisia and Serbia join the list of countries in which Inditex is present.
2001
2002
2003
2004
2005 2006
2007 2008
Inditex concepts opened stores in 50 countries. During this year four new markets were entered: Croatia, Colombia, Guatemala and Oman
The Group opens it first stores in Korea and Ukraine
For further information: INDITEX Dirección GenCommunication and Institutional Relations Corporate Division +34 981 185 400 [email protected]
This press dossier has been updated at 7th June 2008
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press dossier INDITEX
doc_165461502.pdf
it includes company overview their manufacturing model supply chain distribution network
press dossier
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
INDITEX
Inditex, one of the world?s largest fashion distributors, has more than 3,890 outlets in 70 countries in Europe, the Americas, Asia and Africa. In addition to Zara, the largest of its retail chains, Inditex has another commercial formats: Pull and Bear, Massimo Dutti, Bershka, Stradivarius, Oysho and Zara Home. The Group also includes more than a hundred companies associated with the different activities in the business of textile and fashion design, manufacture and distribution. Its unique management model, based on innovation and flexibility, and its vision of fashion (creativity and quality design, together with a rapid response to market demands) has resulted in fast international expansion and an excellent performance of its commercial formats. The first Zara store opened to the public in 1975 in A Coruña (North-Western Spain), the place where the Group started business and where it has its central offices. Today, Inditex Group stores can be found in all the world?s major cities, always in the main shopping districts. Inditex has been listed on the Spanish Stock Exchange since 23 May 2001, after an IPO that aroused a great deal of interest among investors worldwide, with its shares being oversubscribed some 26 times over. Its shares are quoted on the main Spanish and international share indexes. Inditex has grown dramatically in recent years, achieving a consolidated turnover in 2007 of 9,435 million euros, with a net profit of 1,250 million euros. On 31st January 2008 the Group had 79,517 employees. The following table shows the Group?s most significant figures in 2006 and 2007:
Fiscal Year
2007
2006
07/06
Turnover* Net profit* No. of stores No. of countries International sales Employees
9,435 1,250 3,691 68 62.5% 79,517
8.196 1.002 3.131 64 60,4% 69.240
15% 25% 560 4
10,277
*in millions of euros **The Inditex financial year is from 1st February to 31 January of the following year
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
THE BUSINESS MODEL
The Inditex business model is characterised by a high degree of vertical integration compared to other models developed by our international competitors. It covers all phases of the fashion process: design, manufacture, logistics and distribution to its own managed stores. It has a flexible structure and a strong customer focus in all its business areas. The key element in the organisation is the store, a carefully designed space conceived to make customers comfortable as they discover fashion concepts. It is also where we obtain the information required to adapt the offer to meet customer demands. The key to this model is the ability to adapt the offer to customer desires in the shortest time possible. For Inditex, time is the main factor to be considered, above and beyond production costs. Vertical integration enables us to shorten turnaround times and achieve greater flexibility, reducing stock to a minimum and diminishing fashion risk to the greatest possible extent.
D E SI G N
FACTURE MAN U AND SUPPLY
RETAIL SALES
D IS TRIBUTION AND
LOGISTICS
press dossier INDITEX
3
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
THE BUSINESS MODEL: DESIGN The success of Inditex?s collections lies in the ability to recognise and assimilate the continuous changes in fashion, constantly designing new models that respond to customer desires. Inditex uses its flexible business model to adapt to changes occurring during a season, reacting to them by bringing new products to the stores in the shortest possible time. The models for each season -over 30,000 last year- are developed in their entirety by the creative teams of the different chains. Over 300 designers -200 for Zara alone- take their main inspiration from both the prevailing trends in the fashion market and the customers themselves, through information received from the stores. THE BUSINESS MODEL: MANUFACTURE A significant proportion of production takes place in the Group?s own factories, which mainly manufacture the most fashionable garments. The Group takes direct control of fabric supply, marking and cutting and the final finishing of garments, while subcontracting the garmentmaking stage to specialist firms located predominantly in the North-West of the Iberian peninsula. The Group?s external suppliers, a high percentage of which are European, generally receive the fabric and other elements necessary for making the clothing from Inditex. Although percentages vary from season to season, in 2007, 63% of production was carried out in Europe and neighbouring countries. A further 35% of total production took place in Asia. THE BUSINESS MODEL: LOGISTICS All production, regardless of its origin, is received at the logistical centres for each chain, from where it is distributed simultaneously to all the stores worldwide on a highly frequent and constant basis. In the case of Zara, distribution takes place twice a week and each delivery always includes new models, so that the stores are constantly refreshing their offer.
4
press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
The logistics system, based on software designed by the company?s own teams, means that the time between receiving an order at the distribution centre to the delivery of the goods in the store is on average 24 hours for European stores and a maximum of 48 hours for American or Asian stores. The location of the distribution centres for the different sales formats is shown below, including also future platforms planned to increase global logistics capacity.
Narón (A Coruña) Logistical Centre
Arteixo (A Coruña) Logistical Centre León Logistical Centre Zaragoza Logistical Centre
Sallent de Llobregat (Barcelona) Logistical Centre
Tordera (Barcelona) Logistical Centre
Meco (Madrid) Logistical Centre
Elche (Alicante) Logistical Centre
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press dossier INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
THE BUSINESS MODEL: DISTRIBUTION IN THE COMPANY?S OWN STORES
The point of sale is not the end of the process but rather its restart, as the stores act as market information gathering terminals, providing feedback to the design teams and reporting the trends demanded by customers. Both the interior and exterior of the store design are given the highest priority. Here, the shop windows play a major role, acting as authentic advertising for our chains in the world?s main shopping streets. As for the interior design, the aim is to create a well-lit space where the clothes take pride of place, eliminating all barriers between the garments and the customers. The main development strategy for the Inditex sales formats is the opening of stores managed by companies in which Inditex is the sole or majority shareholder. In 2007, 88% of stores were own managed and represented 87% of the Group?s turnover. In smaller or culturally different markets, the Group has extended the store network through franchise agreements with leading local retail companies. At the end of the FY2007, there were 455 franchised stores out of a total of 3,691 stores. The main characteristic of the Inditex franchisement model is the total integration of franchised stores with own managed stores in terms of product, human resources, training, windowdressing, interior design, logistical optimisation and so on. This ensures uniformity in store management criteria and a global image in the eyes of customer around the world.
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dossier de prensa INDITEX
INDITEX
ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
CORPORATE SOCIAL RESPONSABILITY
Inditex views social and environmental variables as a strategic factor of its management system. Sustainable growth, a demand from our customers and society in general, is a value that is shared internally and that the company applies to its suppliers. This sustainability strategy is coordinated in the social field through the Internal Code of Conduct and the Code of Conduct for External Manufacturers and Suppliers, and in the environmental field it is defined in the Environmental Strategic Plan. All of Inditex?s actions in the field of corporate responsibility are audited by external agents in order to provide greater objectivity. Transparency is Inditex?s fundamental management value and enables a sincere, open relationship to be established with all groups that hold a stake in our business. The efforts of Inditex in this field have been recognised internationally.
Social Dimension All of Inditex?s activities are carried out ethically and responsibly, including actions in different areas such as health and safety of our products, control of the supply chain and the connection between out actions and the social environment. All of Inditex?s products respect the environment and health and safety. By implementing the strictest international standards, Inditex can guarantee its customers that its products meet optimal health, safety and ethical conditions.
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ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Inditex believes that an ethical and stable relationship with its network of external suppliers world-wide is essential. Therefore, the company applies its social commitment to all of these suppliers through the Code of Conduct for External Manufacturers and Suppliers. Acceptance of this is obligatory to be able to maintain business relations with Inditex. To ensure that this code is fulfilled, independent external companies audit suppliers regularly. Inditex follows this up with improvement programs for suppliers and social programs aimed at promoting education and a better quality of life in the regions in which it does business. Environmental Policy The environmental aspect has always played an important role in Inditex?s activities. This policy has been implemented in recent years through an environmental management system that Inditex has designed and adapted to the requirements of its business model. This regularly evaluates the potential impact that the company?s activities have on biodiversity and the natural environment. Apart from fostering fulfilment of environmental legislation, the system increases efficiency in terms of the consumption of resources and reduces the environmental impact. This is the basis of the 2007-2010 Environmental Strategic Plan that Inditex has implemented in order to introduce the concept of sustainability in all of its activities. The plan is realised through five projects that contribute to the environmental impact of the product, corporate areas, logistics, stores and a general initiative to offset carbon emissions. Inditex?s aims with these initiatives to offset CO2 emissions include implementing efficient energy saving habits and applying its commitment to the environment to all of its employees.
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COMMERCIAL FORMATS In order to segment its approach to the market, Inditex has different fashion distribution chains, all of which share the same commercial and managerial focus: to be leaders in their segment through a flexible business model and an international scope. However, each of the chains has a great deal of autonomy in managing its business; their management teams are independent in commercial decision-making and in the way they administer their resources. Nonetheless, the fact they belong to a group spread over 70 countries provides a great number of organisational and knowledge-management synergies. Thus, each management team can concentrate on developing its business in the knowledge that certain support elements are covered by the Group?s accumulated experience. Inditex, as the parent company, is responsible for the central corporate services, i.e. those services shared by the eight chains and which facilitate international growth: administration, the use of logistics technology, the general HR policy, legal issues, and financial capacity, among others.
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ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
Zara (www.zara.com), whose first store opened in 1975 in A Coruña (Spain), is present in 68 countries, with a network of more than 1,400 stores, ideally located in major cities. Its international presence clearly shows that national frontiers are no impediment to sharing a single fashion culture. Zara moves with society, dressing the ideas, trends and tastes that society itself has created. This is the key to its success among people, cultures and generations that, despite their differences, all share a special feeling for fashion. With a creative team of more than 200 professionals, Zara?s design process is closely linked to the public. Information travels from the stores to the design teams, transmitting the demands and concerns of the customers. The vertical integration of activities (design, production, logistics, and sales in the company?s own stores) means Zara is flexible and fast in adapting to the market. Its model is characterised by continuous product renovation: new articles reach the stores twice a week. Zara pays special attention to the design of its stores, its shop windows and interior decor, and locates them in the best sites of major shopping districts. Its central services are located in Arteixo (A Coruña).
ZARA
2007
Nº of stores Turnover* % international sales % of Inditex
1,361 6,264 72.0 66.4
* in millions of euros
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Pull and Bear (www.pullandbear.com) was set up by the Inditex Group in 1991. Since its creation, its fashion concept has known how to adapt to the needs of young people, and is now a clear point of reference for casual, laid-back clothing. Pull and Bear aims to be something more than just a point of sale. As well as the clothes and accessories, the chain offers special spaces in the stores in which the display fixtures are combined with recycled elements from the past, to create the kind of surroundings that young people love. Pull and Bear has more than 540 stores in 35 countries. Its central services are located in Narón (A Coruña).
PULL AND BEAR
2007
Nº of stores Turnover* % international sales % of Inditex
519 614 45.3 6.5
* in millions of euros
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Massimo Dutti (www.massimodutti.com) was founded in 1985 and acquired by Inditex in 1991. Today, it has more than 430 stores in 34 countries. Massimo Dutti offers quality international fashion design for men, women and children, with a variety of collections that range from sophisticated urban fashions to casual wear. Its central services are located in Tordera (Barcelona).
MASSIMO DUTTI
2007
Nº of stores Turnover* % international sales % of Inditex
426 696 51.3 7.4
* in millions of euros
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Bershka (www.bershka.com) was founded in 1998 as a new store and fashion concept, targeting the young female market. Since 2002 it has also sold men?s fashion. Bershka stores are large and spacious with a cuttingedge look. They are designed as meeting points for fashion, music and street art. The chain has more than 530 stores in 35 countries. Its central services are located in Tordera (Barcelona).
BERSHKA
2007
Nº of stores Turnover* % international sales % of Inditex
510 925 49.6 9.8
* in millions of euros
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S tradivarius (www.e-stradivarius.com), a chain acquired by Inditex in 1999, brings the latest trends in design, fabrics and accessories to a young female public. Its spacious stores (over 400 in 25 countries) have a modern, dynamic design and offer a wide range of fashion possibilities, with a casual and imaginative style. Its central services are located in Sallent de Llobregat (Barcelona).
STRADIVARIUS
2007 381 521 24.9 5.5
Nº of stores Turnover* % international sales % of Inditex
* in millions of euros
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Oysho (www.oysho.com) started business in 2001. This format brings the philosophy of the Inditex Group to the women's lingerie and underwear sector, offering the latest trends with quality products at reasonable prices. It has more than 320 stores in 22 countries. Its central services are located in Tordera (Barcelona).
OYSHO
2007
Nº of stores Turnover* % international sales % of Inditex
290 213 24.9 2.3
* in millions of euros
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Zara Home (www.zarahome.com) is the latest chain to be created by the Inditex Group. It specialises in home furnishings, focussing on textiles, such as bed, table and bathroom linen, complemented by tableware, cutlery, glassware and decorative items. Zara Home offers design, quality and innovation at competitive prices. It has more than 220 stores in 22 countries. Its central services are located in Arteixo (A Coruña).
ZARA HOME
2007
Nº of stores Turnover* % international sales % of Inditex
204 201 44.9 2.1
* in millions of euros
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INTERNATIONAL EXPANSION
Timeline of Inditex´s entry into international markets:
1975 1988 1989 1990 1992 1993 1994 1995 1996 1997
Spain Portugal USA France Mexico Greece Belgium and Sweden Malta Cyprus Norway, Japan and Israel
Argentina, United Kingdom, Venezuela, Lebanon, Turkey, United Arab Emirates and Kuwait The Netherlands, Germany, Poland, Saudi Arabia, Bahrain, Canada, Brazil, Chile and Uruguay Andorra, Qatar, Austria and Denmark Puerto Rico, Ireland, Jordan, Iceland, Luxembourg, Czech Republic and Italy El Salvador, Finland, Dominican Republic, Singapore and Switzerland Russia, Malasya, Slovenia and Slovakia Hong Kong, Morocco, Estonia, Latvia, Hungary, Romania, Lithuania and Panama Costa Rica, Thailand, Monaco, Philippines and Indonesia Serbia, Tunisia and Mainland China
Guatemala, Colombia, Croatia and Oman Korea and Ukraine
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
The first Zara store opened to the public in A Coruña (North-Western Spain) in 1975. Over the following decade it continued to open new stores throughout Spain. In 1988 it debuted in Porto (Portugal), and in the next few years, the first stores were opened outside the Iberian Peninsula, in New York (1989) and Paris (1990). This was the beginning of a process leading up to the current presence in 70 countries in Europe, the Americas, Asia and Africa. It sucess among people, cultures and generations which, despite their differences, all share a special feeling for fashion lies in the conviction that national frontiers are no impediment to sharing a single fashion culture.
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The usual way of entering a new market is to start with a small nember of stores, which can explore the possibilities of a specific country in order to gain a critical mass of customers. The new formats incorporated into the Group since 1991 share the same international approach as Zara -in fact, that is one of their fundamental characteristics. As a result, all of them have grown simultaneously in Spain and in other countries. In most cases, Zara has been the first chain to break into new countries, accumulating experience which has helped the later implementation of the rest of the concepts. This accumulated experience has also allowed the accelerated international expansion of the more recently created chains.
SALES BY GEOGRAPHICAL AREAS / 2007
.5% 37
10
.8
%
Europe (ex-Spain)
9.4%
Spain America Rest of the world
42.4%
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Amancio Ortega Gaona, chairman and founder of Inditex, was born in 1936 in Busdongo de Arbas, León. He moved to A Coruña with his family at an early age, and it was there that he began his business activities in the textile sector. After working with two well-known establishments in A Coruña, he ventured out with a business project of his own. His first steps culminated in the creation, in 1963, of the company Confecciones GOA, a garment manufacturing company. Following an initial stage of growth in the area of production, the first store of the Zara chain opened on a central A Coruña street in 1975. In 1985, Amancio Ortega integrated Zara in a new holding company, Industria de Diseño Textil, INDITEX S.A. In 2001 the Amancio Ortega Foundation was set up, a private non-profit organisation aimed at promoting all types of activities in the fields of culture, education, research and science.
Pablo Isla, First Deputy Chairman and CEO of Inditex, was born in Madrid in 1964. He is a graduate of Law from the Complutense University of Madrid and State lawyer. He was Chairman of the Board of Directors of Altadis and co-CEO was joint-president of this group from July 2000. From 1992 to 1996 he was Director of Legal Services for Banco Popular. He went on to be appointed General Director of State Assets at the Ministry of Economy and Finances. In 1998, he rejoined Banco Popular as General Counsel, until he was appointed in the Altadis group.
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INDITEX
1963 1974 1975 1976 1984 1985 1986 1987 1988 1989 1990 1991 1992 1994 1995 1996 1997 1998
GROUP
TIMELINE
Amancio Ortega Gaona, chairman and founder of Inditex, begins his business activities as a clothing manufacturer. The business grows steadily over the next decade until it has several production centres, distributing their products to different European countries. Zara is founded with the opening of its first store in a central street in A Coruña (Spain). The Zara fashion concept is well received by the public, allowing it to expand its network of stores to the main Spanish cities. Creation of Inditex as the head of the corporate group. The manufacturing companies in the Group direct their total production to the Zara concept and establish the basis for a logistics system to match the expected high growth rates. The opening of the first Zara store outside Spain occurs in December 1988 in Porto (Portugal). The Group expands to the United States and France with the opening of outlets in New York (1989) and Paris (1990). Founding of the Pull and Bear chain and the purchase of 65% of the Massimo Dutti Group. Inditex continues to open new international markets: Mexico in 1992, Greece in 1993, and Belgium and Sweden in 1994. Inditex acquires the whole of the share capital of Massimo Dutti. This year also sees the opening of the first store of the Group in Malta and, in the following year, in Cyprus. Norway and Israel join the list of countries in which Inditex is present. The Bershka concept, targeting the younger female market, begins activity in a year which also sees the opening of stores in new countries: United Kingdom, Turkey, Argentina, Venezuela, United Arab Emirates, Japan, Kuwait and Lebanon. The acquisition of Stradivarius makes it the fifth concept of the Group. Inditex open stores in new countries:The Netherlands, Germany, Poland, Saudi Arabia, Bahrain, Canada, Brazil, Chile and Uruguay.
1999
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ZARA PULL AND BEAR MASSIMO DUTTI BERSHKA STRADIVARIUS OYSHO ZARA HOME
2000
Inditex moves its headquarters into a new building in Arteixo (A Coruña, Spain). This year first openings take place in: Andorra, Austria, Denmark and Qatar. Launching of the Oysho lingerie concept. On 23 May 2001 Inditex goes public and is listed on the stock market. During this year the Group expands into: Ireland, Iceland, Italy, Luxembourg, Czech Republic, Puerto Rico and Jordan. Work begins on the new Zara logistical centre in Zaragoza (Spain). The Group opens its first stores in Finland, Switzerland, El Salvador, Dominican Republic and Singapore. The opening of the first Zara Home stores, the last concept in the Group. Inditex inaugurates its second Zara distribution centre, Plataforma Europa, in Zaragoza (Spain), complementing the activity of the Arteixo logistical centre (A Coruña, Spain). The first stores of the Inditex Group are opened in Slovenia, Slovakia, Russia and Malaysia. The Inditex Group opens store number 2,000 in Hong Kong, thereby reaching a presence in 50 countries in Europe, The Americas, Asia and Africa. In this year the first store also opens in Morocco, Hungary, Romania, Estonia, Latvia, Lithuania and Panama. The Group opens its first stores in Costa Rica, Monaco,Thailand,Philippines and Indonesia.
Mainland China, Tunisia and Serbia join the list of countries in which Inditex is present.
2001
2002
2003
2004
2005 2006
2007 2008
Inditex concepts opened stores in 50 countries. During this year four new markets were entered: Croatia, Colombia, Guatemala and Oman
The Group opens it first stores in Korea and Ukraine
For further information: INDITEX Dirección GenCommunication and Institutional Relations Corporate Division +34 981 185 400 [email protected]
This press dossier has been updated at 7th June 2008
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