Donald N. Sull

Fast Fashion Lessons

Stefano Turconi and Donald Sulland examine how Zara, a leader in the industry, has pioneered an approach to navigate the volatility of fast fashion, offering lessons for any company facing rapidly changing markets. You think your industry is tough? Imagine customer preferences that can shift literally overnight, product lifecycles measured in weeks, and the value of your product plummeting if you miss the latest trend. Welcome to the world of fast fashion.and examine how Zara, a leader in the industry, has pioneered an approach to navigate the volatility of fast fashion, offering lessons for any company facing rapidly changing markets.

EasyJet's

This Case Study details the rapid growth of easyJet which started operations in November 1995 from Londons Luton airport. In two years, it was widely regarded as the model low-cost European airline and a strong competitor to flag carriers. The company has clearly identifiable operational and marketing characteristics, e.g. one type of aircraft, point-to-point short-haul travel, no in-flight meals, rapid turnaround time, very high aircraft utilization, direct sales, cost-conscious customer segments and extensive sub-contracting. easyJets managers identified three of its nearest low-cost competitors and the strategy of each of these airlines is detailed in the Case Study. But easyJet also experienced direct retaliation from large flag carriers like KLM and British Airways (Go). These challenges faced easyJets owner, Stelios Haji-ioannou, as he signed a

500 Million Gamble

500m contract with Boeing in July 1997 to purchase 12 brand new 737s. The Case is followed by critical analysis from three Commentators in the field.

Strategy Seizing the Day

Many companies seizing major opportunities in emerging markets are blazing a management path also shared by companies such as Apple, RyanAir and Nestl. Strategic orchestration allows firms to get to market faster, adapt to changing circumstances and lower their invested capital, thereby allowing them to pursue less profitable opportunities such as serving emerging market consumers. Donald L Sull and Alejandro Ruelas-Gossi tell how.