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Cruise control, Amazon, shop as you go,

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Vinted

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Netflix

Uber

Lyft

Hermes

Amazon

Bolt

Disney (plus)

YouTube

Apple

Meta (Facebook, instagram)

Lego

EBay

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Netflix showcases an example of a personalised business model, as it monitors the types of content which an individual consumes and suggests similar shows which they may be interested in.

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Etsy

Most business on their provide personilsed and custom products or jobs to adapt to customer needs and wants

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Zara uses its fast supply chain, real-time data, and just-in-time production to create value by quickly responding to fashion trends. It organizes its resources using technology, flexible manufacturing, and efficient logistics to keep costs low and avoid waste. This helps Zara make higher profits, reduce unsold stock, and keep customers coming back. The business model and strategy support each other—Zara’s fast-fashion model shapes its strategy to stay ahead of trends, while its strategy of controlling production keeps the business model strong and competitive

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TCE in the digital economy:

The ability for a digitally mediated transactions to be non-pecuniary (i.e free)

Creates a trace of data from the transactions which Airbnb can use to determine commission rates, discounts, deals, and what to advertise in peak times ect.. based upon transaction data I.e. price, time of sale, method of payment, other items available at the same time and the prices of those. Helping to tailer the right things to the right place

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Inbound Logistics:

Move and distribute raw materials for manufacturing

allocate products

keep inventory of raw materials, supplies and finished products.

Operations:

HQ in Spain where main operating departments are located

Zara runs three independent business lines - men, women and children - enables them to adapt to trends quickly

procurement, sales, design and marketing exist for each line

Outbound Logistics:

seasonal based products - Autumn/Winter and Spring/Summer

Inventory orders must be precise - rely on data and projections.

Zaras suppliers attach tags to items to save time

Fast distribution is important for outbound logistics.

Marketing & Sales:

marketing budget low in comparison to competitors.

clothing has a quick turnover in stores to keep customers interested.

rate of unsold products is low

Service:

follow strict guidelides to maintain customer satisfaction and interest - avoid long queues and waiting

Infrastructure:

decentralised decision making

high speed production

At the core is IT infrastructure, which supports several activities, e.g. production and distribution management

Company direction is created by the CEO

HRM:

rely heavily on company training

focus on staff satisfaction an motivation

Technology and development:

whole supply chain connected through a flow pf data and info from store managers to HQ

Procurement:

raw materials acquired through regional departments and offices in the UK, China, Holland and other EU offices.

own several fabrics within Spain to create their own products as fast as possible.

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Zara applies the Resource-Based View (RBV) theory by using its fast supply chain, real-time data, and just-in-time production to create value by quickly responding to fashion trends. It organizes its resources through technology, flexible manufacturing, and efficient logistics to keep costs low and avoid waste. This helps Zara increase profits, reduce unsold stock, and build strong customer loyalty. The RBV-based business model and strategy support each other—Zara’s fast-fashion model shapes its strategy to stay ahead of trends, while its strategy of controlling production strengthens its competitive advantage.

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Primary

Service - Returns, customer service, reliant on feedback and reviews to maintain high standard

Marketing & Sales - App, website, physical stores

Outbound logistics - Home delivery, instore, click and collect

Operations - High quality goods, premium brand

Inbound logistics - approximately 60% of products produced in house, allowing quick production and flexibility.

Value creation:

Product (Clothes, shoes, accessories, perfume)

Target audience - Menswear, womenswear, kids

Value capture

This creates revenue through the customer loyalty within service, high quality goods, flexibility within outbound logistics.

Configuration

:

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Zara’s intangible resources such as brand reputation, supply chain expertise, and data-driven decision-making are difficult for competitors to copy.

Brand Reputation at Zara is arguably the most important factor. They are known for trendy, high-quality clothing at affordable prices. Unlike tangible assets, brand loyalty is not easily bought or copied.

The RBV framework explains why Zara dominates fast fashion:

• It leverages intangible, inimitable resources (brand equity, real-time supply chain, flexible production).

• Its heterogeneous and immobile resources differentiate it from competitors.

• By optimizing VRIO resources, Zara maintains a sustainable competitive advantage in the fashion industry.