ZARA and and H&M which become become clothing clothing retail giant to be successf successful ul in the European European and international markets can be successful in the European and international markets, it has a great relationship with their unique management style Zara organization structure Zara is affiliated with the !ndite" group #riginal organi$ational design of !ndite" group was traditiona traditional, l, as the departme department nt of market market operation operation,, departmen departmentt of product product de%elopme de%elopment, nt, and department of production were all independent 'ahl & Mohring, ())*+ #ther departments also ha%e ha%e little little or e%en e%en no commun communica icatio tion n with with each each other other ater ater than, than, !ndite !ndite" " full full updat updated ed its organi$ational structure and established a fle"ible and efficient matri" structure for Zara -aft, ().)+ /hrough /hrough constant constant change change and organi$a organi$ation tional al transform transformation ation formed a kind of organi$ati organi$ational onal struct structure ure000 0000bu 0buye yerr is respo responsi nsible ble for inform informati ation, on, de%elo de%elopme pment, nt, orders orders,, sales, sales, proce process ss and organi$ation
ZARA has more than ()) buyer which ha%e been trained by professional designers /hey has the design, the apparel market operation, information communication, procurement channels, market samples and bulk purchase, shops selling operation communication, analytical, apparel products, marketing, operating cost management, and other comprehensi%e ability #rgani$ational #rgani$ational 1tructure based on buyers of the work of communication and coordination coordination 'roduct de%elopment model has become designers and buyers de%elop coordination mechanisms !n this process, buyers play fashion factors pro%ider and information gathering role while the designer to design processing modification 2uyer send design to product de%elopment and coordination center for the record 3sing #EM manufacturer4s product de%elopment achie%ement to batch purchasing 1ince then, all departments of Zara ha%e no barriers of communication and coordination like that in the past E%ery department and employee in Zara can freely get access to all kinds of data, thus increase the speed of coordination, and makes the operational efficiency of Zara to the highest le%el Howe%er, as each departmental leader can gain much information from many subordinates, the most important and %aluable contents may be hidden among all data, which may influence the timely timely use of informati information on /hese organi$a organi$ations tions process and structure structure optimi$ation optimi$ation is ZARA accumulated o%er the years of trial and error to impro%e the de%elopment of the result !t also is strong support for success H&M organization structure Another retail clothing giant00H&M As for H&M4s organi$ation organi$ation design, company management is based on headquarter in 1tockholm /he headquarter in 1tockholm is also the locations of main departments including design and procurement, finance, business de%elopment, interior design and layout layout,, ad%ert ad%ertisi ising, ng, in%est in%estor or relati relations, ons, human human resour resources ces,, logist logistics ics,, securi security ty,, inform informati ation on technology, 51R and en%ironment etc H&M has offices in o%er () countries, they take charge of all departments of corresponding host countries
2esides, H&M also has (( production agencies around the world, which are responsible for contact with o%er *)) independent suppliers -aft, ().)+ Among them, * agencies are located in Europe, .. are in Asia, and the last . is in Africa !n this matri" organi$ational design, H&M ownership concentration, the company for all the stores ha%e full ownership and operational control of completely Headquarter of H&M decide what products to release and how to carry out marketing campaigns Meanwhile, regional production offices ha%e the right to make appropriate re%isions of production orders according to the information from !5/s system /his effecti%ely enhance enhance H&M4s H&M4s o%erall o%erall operatio operational nal effecti% effecti%enes eness s Howe%er Howe%er,, a matri" matri" organi$ organi$ation ation brings brings decentrali$ation of authority, e"panded power of some employees makes more conflicts between regional offices and headquarter, which to some e"tent complicates staff management
2ibliography -aft, R ().) #rgani$ation theory and design 'ahl, 6, & Mohring, 7 ())* 1uccessful 2usiness Models in the 8ashion Retail
