Uber

Lyft

Hermes

Amazon

Bolt

Disney (plus)

YouTube

Apple

Meta (Facebook, instagram)

Lego

EBay

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

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

• 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

• 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.

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.

  
  

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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.