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Inditex

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CASO INDITEX S.A.
La industria textil y de confección posicionado como el segundo sector industrial más importante de España en los noventas, se componía de una manera fragmentada con un 20% de mayoristas y el restante dirigido al consumidor final, este 20% significaba el 80% de las ventas del sector, lo que demuestra la importancia de los grandes distribuidores que se encontraban abriendo nuevos mercados con la exportación de sus productos, debido a la disminución de laimportancia relativa del gasto donde la internacionalización se visualizaba como una gran oportunidad de mayor crecimiento y el aumento del peso de las importancia (mano de obra barata) presentaban condiciones cada vez más competitivas. Por otro lado, la tecnología en producción y mano de obra económica hacia que se optimizará la producción, logrando dar competitividad y flexibilidad en precios como consecuencia de los bajos costos de producción.
En Europa grandes competidores se encontraban en su auge manteniendo su enfoque en la moda, la flexibilidad y la calidad, con una productividad que dependía del manejo de sus alianzas en producción y demás. Tradicionales y nuevos competidores se mantenían en el sector planeando ventajas competitivas que los diferenciaran ya sea en diseño, producción o distribución, diferentes formas de llegar al consumidos final a través de canales que cada día se posicionaban mejor según los intereses del mercado, tiendas de diseño, como por especialidad y departamentales o selectivo y multimarca, cadenas especializadas o combinación de todas las anteriores. Un mercado en expansión con su enfoque hacia la internacionalización.
En los años 70s el fundador de Inditex S.A inicio su operación con una pequeña fábrica sin pensar que en los noventa lograría posicionarse y ser reconocido como el grupo textil español con más presencia internacional, por medio de su marca ZARA principal marca del grupo y la cual entregaba el mayor porcentaje de ganancias. Como esencia de su estrategia se posiciono comouna tienda de diseño, pero con calidad y precios razonables, esto lo ha mantenido dentro del mercado nacional e internacional como el diferenciador del mercado. Como principales competidores se encontraban detallistas HyM, C&A, Promod, Next, Bennetton, Kokai y GAP (este último con una tendencia más deportiva lo que no era tomado como competencia directa sino como amenaza futura según tendencias de la moda) con su estrategia basada en la oferta de moda intensiva de calidad y precio razonable, manejando un sistema de segmentación por precios.…...

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