What are the necessary conditions for determining a business strategy in an organization? How can

organizations work to include HR issues within a business strategy?

1. Introduction

2. Case Study: ZARA

3. Conclusion

References

1. Introduction

Forging a good business mechanism is one matter, implementing it is rather different. You can

give your best and most talented for establishing the plan, but until you follow it up with efficient

implementation, your attempts will be futile and you will have company in this regard.

In a relatively new study of 300 large-company CEOs, most of them (72%) thought that United

States firms require to give a lot of stress on implementing mechanisms instead of working on

them. Further, many participants (68 per cent) thought that United States firms were not doing

such good work of executing their planned vision. For the plan to actually take shape, the leaders

who had the task of making it materialize required the capacity to:

Convert business plan into activity

Orient firm capacity

Work with functional mechanisms.

They also require the procedure know-how to methodically control planning implementation

through means of the firm.

Implementing business plans are not a theory based practice or a case example relating to other

firms. It involves practical knowledge for leaders and directors who are in charge of

implementing important firm projects. These are your primary managers driving your plans

using your firm’s assets and limitations.

1

2. Case Study: ZARA

Background

Zara’s performance is as much an outcome of its past and its address as it is of its intelligent

business planning. While it may not be feasible for another firm to precisely replicate the

business circumstances through which Zara prospered, one can definitely pick up from their

experience and business methods. (Dutta, 2006)

The key success factors in Zara’s business are:

1. Lesser time taken for ideas to get to the market.

2. Lesser amount per trend

3. Numerous varied trends in the course of the year

In addition, these cause the shop to appear attractive and tempting for the customer. Naturally, all

these variables are intimately connected.

The variables assisting Zara’s business processes and plans are also deeply enmeshed and

dependent on one another. The following three variables are prominent: (Zajac et al., 2000)

1. Exhaustive market studies giving a perpetual source of information for the item forging

procedure instead of lots of certain times.

2. Situating different business processes in close contact of the main office, and tight

regulation permits these different variables to organize and facilitates joint choice making

swiftly. Regulation is a reference to initial investment in raw goods and immediate or

indirect possession of sorting and manufacturing facilities. These give the ability to react

very swiftly to the market study impacted choices.

3. Interactions and Information Technology are really important to handling the regular

interaction of a number of operation and the handling of a big range of item data.

2

3. Conclusion

As with individuals, when firms refer to role models, they have to forge the circumstances which

will be enabling and will generate circumstances which will help them to get into the same

setting as the role model. The market circumstances, the supply angle, the inside variables must

be perfect. (Ray et al., 2004)

No matter how carefully you stick with inside requirements, business and market circumstances

are not simply replicated and are normally not in a firm’s power. Still, if you think that you have

everything in place, you should certainly surge forward and perform a “Zara”

Perhaps you could forge your distinct mix of success variables that forge a mechanism which

suits you and your group well and moreover cannot be easily aped by people. Perhaps in some

time we will be seeing stories worldwide regarding your stunningly well performing ideas.

References:

Dutta, D., 2006, retail@ the speed of fashion part-II.

Ray, G., Barney, J. B., & Muhanna,W. A. 2004. Capabilities, business processes, and

competitive advantage: Choosing the dependent variable in empirical tests of the resource-based

view. Strategic Management Journal, 25: 23-37.

Zajac, E. J., Kraatz, M. S., & Bresser, R. K. F. 2000. Modeling the dynamics of strategic fit: A

normative approach to strategic change. Strategic Management Journal, 21: 429-453.

3