what is zara's mission statement

Zara Mission and Vision Statement Analysis

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1. Introduction

The last decade had been quite eventful for Zara, a fashion retail brand born in Galicia, Spain. The company began as a small clothing shop in Arteixo, Spain. It was started by Amancio Ortega and Rosalia Mera and became a subsidiary of INDITEX, the biggest fashion retailer in the world that was also owned by the Ortega family. Zara has been in existence since 1975, but it was only in the last ten years that it ventured out into the international world of fashion retail.

Its global expansion happened quite fast, with new outlets launched practically every day. Today, Zara operates 2000+ stores in 88 countries. Many marketers want to know how Zara becomes successful, so they want to know Zara's mission and vision statement . 

2. Zara Mission and Vision Statement Analysis in Mind Map

To fully appreciate how Zara has achieved the level of success that the brand has today, there needs to be a thorough understanding of Zara's mission and vision statements, as well as its core values, since these elements are the foundations of everything that the company does and stands for. Each part can be concluded in a word or one sentence. To better visualize these statements, it would be helpful to view them in a mind map, like the example below:

If you like this mind map, click the link below to modify and download it!

View, edit, and download this template in EdrawMind >>

The mind map above is created by one map mapping creating software named EdrawMind . It can create a mind map for everything, like business planning, and marketing strategies. 

3. Zara's Mission Statement

In brief, Zara's statement is "to give customers what they want, and get it to them faster than anyone else." An effective mission statement is something clear and concise, and Zara's mission statement definitely gets a check-in both these criteria. Quite interestingly, the simplicity and directness of the statement are an accurate reflection of why Zara has been so successful in the apparel industry. 

Upon closer examination of the mission statement for Zara, we can see that there are two main components , including identifying market preferences and fast fashion strategy. Let's now analyze these components.

Identifying Market Preferences

Zara declares in the first part of its mission statement that it intends to give customers what they want, and Zara definitely means it. Other high fashion brands do not really make an effort to identify the preferences of the target market. This has actually been the culture in high fashion for decades. The designers simply come up with apparel that matches their own tastes and styles and expect that people will buy it simply because it is high fashion.

The approach of Zara is exactly the opposite. While Zara does have a strong team of designers with impeccable talent, it also listens carefully to what the customers want. Zara has a very interactive social media presence, and it utilizes this to reach out to its client base, communicating with it to get a feel of what the market is going to buy. Even in physical stores, Zara staff take note of what customers like and do not like. The information is relayed to the design team, who makes sure that the client's requests and suggestions are incorporated into the brand's next collections.

Fast Fashion Strategy

In the second part of the Zara mission statement, the company aims for the speedy delivery of the market's demand. In other words, it does not waste any time in its production process. On average, it takes only two weeks for the Zara team to complete a collection that includes 500 or so designs. This includes everything from design conceptualization to delivering the clothing to the stores. This is what is now known in the retail industry as the fast fashion strategy.

4. Zara's Vision Statement

The Zara vision statement is "to contribute to the sustainable development of society and that of the environment with which we interact."

A company's vision statement reflects its long-term goals and how it sees itself in the distant future. Like its mission statement, the Zara vision statement is clear and concise, and it also reveals a side of the fashion brand that we don't easily see while we are buying its clothes. The statement shows how the company puts a priority on society and the environment more than it does on sales and profits.

Societal Development

Zara takes its corporate social responsibility very seriously. It is constantly involved in campaigns for the improvement of people's lives and actively supports programs that give back to the community. In the light of recent criticisms received by the fashion industry regarding the use of inappropriate labor practices in its third-world country facilities, brands like Zara are taking the extra effort to declare their support for societal development and sustainability.

Environmental Sustainability

The environment is also very important to the Zara brand. It is quite known for its active stance in environmental campaigns. It has long denounced the use of plastic and does not include unnecessary labels on its clothing. Its manufacturing process is also completely toxic-free.

5. Zara's Core Values

There are plenty of things that are important to Zara, but these are the core values that it has always used to guide it in making business decisions and in running its day-to-day operations.

Being in the fashion industry, it only follows that there should be an appreciation and upholding of aesthetics in all aspects of the business and life in general.

Clarity is very important in the fast-paced fashion industry. The clarity in communication, to be precise, is something that Zara upholds, both in the company and out in public.

Functionality

In all its products, Zara sticks to a high standard of functionality. It may be high fashion, but its clothes are totally wearable and not only for the runway.

Sustainability

Zara fully supports sustainability in all aspects, and this can be seen from its Join Life collection and the increasing number of eco-stores that it has around the world.

6. Conclusion

The Zara mission and vision statements both meet the criteria that businesses follow for formulating their corporate goals. The two statements also complement each other perfectly and clearly indicate the path that Zara intends to take as one of the top companies in the retail fashion industry. If there were a company that you would like to emulate in terms of creating the mission and vision statements for your own business, Zara can be the ideal choice.

However, you would also have to incorporate your own goals and strategies in the creation of these statements. This can be a challenge, especially for new business owners, which is why tools like mind mapping software EdrawMind would really be of great help.

If you go to the EdrawMind website, you will easily see a large selection of templates that you can choose from so that you can create your own diagrams and charts to make your business planning process much simpler. It even has a pre-built template specifically for mission and vision statement analysis. By using this tool, you will be able to create better statements to keep you on the right track while running your business.

7. References

• Zara's Mission Statement And Vision Analysis
• Zara Mission and Vision Statements Analysis
• Zara Mission Statement & Vision Statement
• The Vision and Mission Statement of Zara
• Company Overview: Mission and Vision of Zara
• Zara Mission Statement Analysis and Vision
• Zara Mission Statement Analysis and Vision Statement

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Home » Blog » Company Analysis » Zara Mission Statement Analysis and Vision Statement

Zara Mission Statement Analysis and Vision Statement

Over the last decades’ clothes retail stores, Zara became one of the most popular and loved all over the world. 

Starting from a small shop opened A Coruna, Spain, founder Amancio Ortega, with the initial help of his wife, who has been able to build an international powerhouse.

Zara is not only one of the most potent brands nowadays, but its massive success landed its founder Amancio Ortega among the wealthiest people in the world with a net worth estimated at 66 billion$.

The mission statement of Zara, as well as its vision, had a massive role in the creation of the company, keep reading to discover why.

Zara Mission Statement Analysis

Zara’s mission statement is: “Give customers what they want, and get it to them faster than anyone else.” ( source )

From Zara’s mission statement, we can already have a glimpse of what has been the strategy of the company and why it has been so successful.

• “Give customers what they want,” while many fashion brands that you can find at Milan’s or Paris’s fashion weeks tend to create and launch their own way every year, and let customers adapt to their will,  Zara’s strategy has been different . Shops all across the world are careful about noticing what their customers request and fast at producing them, which leads us to the second point in the mission statement.
• “and get it to them faster than anyone else.” This second part of the mission statement is what has handed the Spanish brand the title of “Founding father of fast-fashion.” It isn’t impossible that if many people request a certain kind of clothes and model to a Zara shop, or if there’s a particular trend for among their young customers (i.e., camo pants), that in a month all Zara shops in town will carry this kind of clothes. This is accomplished by having a  shorter supply chain . While your usual fashion brand created the models for the next season in Summer for the upcoming Winter and vice-versa, then send the apparel for production in large quantities, Zara works with productions sites closer to the final retail point (i.e., in Morocco for Spain, instead of China like Ralph Lauren) to more quickly serve their customers.

Zara Vision Statement Analysis

Zara’s vision statement is: “Through Zara’s business model, we aim to contribute to the sustainable development of society and that of the environment with which we interact.” ( source )

When it comes to the vision statement, of Tara we can see how the focus is vastly on having not only a successful and sustainable business but also taking care of all the human beings and nature involved.

Over the last decades, all the most famous apparel brands have been under pressure for misconduct in how their workers in third-world countries were treated, and because of the fact that creating and selling new clothes all the time isn’t suitable for resource  re-use and pollution.  That’s why companies like Zara want to firmly state their effort in being as sustainable as possible, with many campaigns.

Zara History

Zara was born in 1963 from humble origins back in A Coruña, Spain, the city where founder Amancio Ortega grew up. 

Ortega initially started a garment manufacturing company called Confecciones GOA. His wife later started to design lingerie and quilted robes, and the couple decided to start selling these in their first Zara shop in 1975.

The name Zara was inspired by the famous book and movie ‘Zorba the Greek. The store was indeed initially called ‘Zorba,’ but because that was the name of a popular bar in town, the couple decided to change the name in Zara.

They expanded outside of Spain for the first time, with their store opened in Porto, Portugal, in 1988, not so far from A Coruña. The first U.S. Zara store opened in 1989 on Lexington Avenue in New York City. 

Amancio Ortega is nowadays the head of the holding company in a bigger group called Inditex global retail brands, also include Pull&Bear, Bershka, and Stradivarius, among the others.

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Zara Mission and Vision Statement Analysis

4 minutes read

Understanding a company's mission and vision is critical to comprehending its strategy, business model, and guiding principles. These elements provide a strategic direction that sets the foundation for future growth and sustainability. Today, we are going to delve deep into one such global giant's mission and vision statement: Zara, the Spanish fast-fashion retailer.

Zara Mission and Vision Statement Analysis Mind Map

We have encapsulated our analysis of Zara's mission, vision, and core values in a comprehensive mind map. This visual aid captures the essence of Zara's strategic intent and the values that drive its operations. Through this mind map, you can grasp a clear understanding of Zara's strategic direction and guiding principles.

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Zara’s Mission Statement

Zara's mission statement is straightforward, yet powerful: "To give customers what they want, and get it to them faster than anyone else." These few words encompass a wealth of strategies that have propelled the brand to the forefront of the fashion industry.

At the heart of Zara's mission lies a deep dedication to its customers. Every facet of the company, from design to distribution, revolves around anticipating and fulfilling customer needs. The phrase "to give customers what they want" indicates an acute understanding of customer preferences and fashion trends. It reveals Zara's commitment to stay abreast of changing tastes and provide up-to-the-minute designs that resonate with its diverse customer base.

This part of the mission is reflected in Zara's unique business model that focuses on high fashion turnover rather than volume sales. Unlike other retail giants that rely on seasonal collections, Zara continuously refreshes its stock with new items. This practice not only feeds the consumer's desire for novelty but also minimizes the risk of unsold stock.

The second half of the mission statement - "and get it to them faster than anyone else" - highlights the brand's distinct competitive advantage: speed. Speed is woven into the fabric of Zara's operations. The brand takes pride in its ability to go from concept to retail rack in a matter of weeks, far surpassing the industry average. This swift response to market changes is a significant driving force behind Zara's success.

This speed is accomplished through an efficient, vertically integrated supply chain and state-of-the-art logistics. Zara manufactures most of its products in-house, allowing for quick design alterations based on real-time sales data and customer feedback. Also, a vast majority of its production occurs in Spain and neighboring countries, which ensures shorter lead times compared to competitors relying on overseas manufacturers.

Taken together, these strategies enable Zara to deliver on its mission. They allow Zara not just to satisfy, but to anticipate customer demands and adapt swiftly to evolving fashion trends. The result is high customer satisfaction, strong brand loyalty, and sustained success in a fiercely competitive market. The mission statement thus acts as both a promise to customers and a roadmap for the company's operational strategy.

✨ Related topic: Zara Segmentation, Targeting, and Positioning

Zara’s Vision Statement

The vision statement of Zara is: "To become the global leader in sustainable fashion." This succinct phrase outlines the brand's aspirations for a future where it not only leads in terms of financial success and market dominance, but also in sustainable practices within the fashion industry.

At its core, Zara's vision demonstrates a profound commitment to sustainability. In an industry notorious for its environmental impact, the commitment to becoming a "global leader in sustainable fashion" represents a bold, forward-thinking stance. It conveys Zara's intent to spearhead change in the fashion industry by setting high sustainability standards.

A key part of realizing this vision lies in embracing a circular fashion model. Zara is striving to transform each stage of its value chain towards sustainability, from design to production, distribution, and customer experience. For instance, it has committed to using 100% sustainable fabrics in its collections by 2025 and ensuring zero landfill waste from its facilities. These initiatives demonstrate the brand's commitment to transform its environmental footprint.

However, sustainability goes beyond environmental considerations. For Zara, it also encompasses a dedication to ethical business practices and social responsibility. The company is committed to providing fair wages and safe working conditions for all workers in its supply chain, promoting diversity and inclusion, and supporting community development initiatives.

Furthermore, Zara's vision includes continuous engagement with its stakeholders - customers, employees, suppliers, and society at large - to foster a culture of shared responsibility for sustainability. The company leverages various platforms to educate and inform these stakeholders about its sustainability efforts, seek their input, and encourage their participation.

✨ Related topic: ZARA SWOT Analysis: Fashion's Timeless Tapestry

Zara’s Core Values

Zara's core values serve as guiding principles that shape its culture, inform its strategies, and dictate how it operates. These core values are customer-centricity, agility, innovation, sustainability, and integrity.

• Customer-Centricity : Zara's business model is centred around its customers. It focuses on understanding and meeting the diverse needs of its customers promptly.
• Agility : In the rapidly evolving fashion industry, agility is crucial. Zara has developed unique mechanisms to respond swiftly to market changes and evolving fashion trends.
• Innovation : Zara encourages creativity and experimentation, leading to continuous innovation in product offerings and operational processes.
• Sustainability : Zara is committed to environmental stewardship and social responsibility. It works towards sustainable fashion through various initiatives.
• Integrity : Honesty, transparency, and respect for all stakeholders are fundamental principles at Zara.

✨ Related topic: Zara Business Model | How Does Zara Make Money

Key Takeaways

Understanding Zara's mission and vision statements provides critical insights into the brand's strategic direction and core values. It shows how Zara uses its mission, vision, and core values as strategic tools to guide its actions and decision-making processes. The dedication to customer-centricity, commitment to sustainability, emphasis on innovation, and the values of agility and integrity set Zara apart in the competitive fashion industry.

If you are interested in conducting a similar analysis for other companies, we recommend using Boardmix's pre-built  Mission and Vision Statement Analysis Template . This online whiteboard template makes the process easier, enabling you to create a detailed and insightful analysis effectively.

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Zara’s mission, vision, and core values serve as the brand’s blueprint, driving its actions and business decisions. It gives a clear direction towards achieving sustainable growth and creating value for all its stakeholders.

Join Boardmix to collaborate with your team.

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Zara Mission and Vision Statements Analysis

Zara mission statement is to “ give customers what they want, and get it to them faster than anyone else .” Such a simplistic, concise, and straightforward statement shows why this company has been so fruitful. It has the following parts:

• Distinguished products
• Improving lives

Zara is more concerned with the likes and interests of its clients rather than simply pushing fashions in the market. That is why the company dedicates more time to learn about these ‘wants,’ to inform the designs of its products. Unknown to many competitors, this is what makes Zara brand unrivaled. The company has also learned that by meeting the demands of the clients when needed, it improves their lives and creates loyalty. Hence, they have come with a survey opportunity that will benefit both you and the company. The unique supply chain adopted by Zara to increase the speed of delivering new products faster has made it a darling in the Spanish and global markets.

Table of Contents

Introduction

The mission and vision statements of Zara Apparel Corporation reveal the unwavering passion and determination of the company to be the leading fashion brand globally. Zara has been specializing in virtually all types of fashions including shoes, clothing, perfumes and other beauty wears, and numerous accessories since 1974. The mission and vision statements of this company have been crucial in the growth and popularity it has amassed so far.

Through its vision statement, Zara has a future goal that it works for. Specifically, it falls within the environmental and social development realms. The company advances through its developmental path due to the strategies laid out by its mission statement. The focus is to implement a model that meets the needs of all the customers wherever they are faster. Another critical factor for Zara is its core values. They are principles that continue to influence the internal organization and attitudes towards its vision and mission statements.

Vision Statement

Zara vision statement is “ to contribute to the sustainable development of society and that of the environment with which we interact .” Its main parts include:

• Developing society
• Improving the environment

Through its corporate social responsibility, Zara keeps demonstrating its responsibility to improvement of the lives of people. Moreover, the company also supports a wide range of environmentally-conscious programs to support the stability and preservation of natural resources.

Core Values

Zara core values include “ beauty, clarity, functionality, and sustainability .” The company uses these as the guiding principles in its operations.

As a fashion company, Zara acknowledges the importance of fostering progressive cultures to stay alert and updated with market demands.

ZARA Mission Statement History

ZARA has indeed undergone changes in its mission statement over time, reflecting the company’s evolving goals and strategies. Let’s take a look at the mission statement history of ZARA, grouped by year from newest to oldest:

• Current Mission Statement (2018 – Present):

“ Give customers what they want, and get it to them faster than anyone else. “

ZARA’s current mission statement places a strong emphasis on customer satisfaction and speedy delivery, highlighting the brand’s commitment to meeting customer demands promptly and efficiently.

• 2012 – 2018

“ To satisfy the desires of our customers in terms of design, quality, price, and availability. “

From 2012 to 2018, ZARA’s mission statement revolved around satisfying customer desires in terms of design, quality, price, and availability. This statement reflects ZARA’s dedication to offering fashionable products at affordable prices while maintaining high-quality standards and ensuring product availability.

• 2007 – 2011

“ Through innovation, we create new products and new markets at an incredible pace. “

Between 2007 and 2011, ZARA’s mission statement emphasized innovation as a means to create new products and penetrate new markets rapidly. This period marked ZARA’s focus on constantly introducing new designs and staying ahead of the competition through innovative approaches.

• 1985 – 2006

“ To offer the latest fashion trends to urban and cosmopolitan men and women who seek quality, style, and design at affordable prices. “

ZARA’s mission statement during this period targeted urban and cosmopolitan customers, aiming to provide them with the latest fashion trends that encompassed quality, style, and design at affordable prices. This statement showcases ZARA’s commitment to catering to fashion-conscious individuals while remaining accessible in terms of pricing.

It’s important to note that while ZARA’s mission statement has evolved over time, the overarching focus on customer satisfaction, innovation, affordable pricing, and delivering the latest fashion trends has remained a consistent theme throughout the company’s history. These mission statements demonstrate ZARA’s commitment to meeting customer expectations while adapting to changing market dynamics and consumer preferences.

• Brătianu, C., & Bălănescu, G. V. (2008). Vision, mission and corporate values. A comparative analysis of the top 50 US companies.  Management & Marketing ,  3 (3), 19-38.
• Cady, S. H., Wheeler, J. V., DeWolf, J., & Brodke, M. (2011). Mission, vision, and values: what do they say?  Organization Development Journal ,  29 (1).
• Ferdows, K., Lewis, M. A., & Machuca, J. A. (2005). Zara’s secret for fast fashion.  Harvard Business Review ,  82 (11), 98-111.
• Kopaneva, I., & Sias, P. M. (2015). Lost in translation: Employee and organizational constructions of mission and vision.  Management Communication Quarterly ,  29 (3), 358-384.
• Tokatli, N. (2008). Global sourcing: insights from the global clothing industry—the case of Zara, a fast-fashion retailer.  Journal of Economic Geography ,  8 (1), 21-38.

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Introduction 

Zara is a fashion retail brand founded in Galicia, Spain in 1975. The multinational fashion brand was initially started by Amancio Ortega and Rosalia Mera as a little clothing shop in Arteixo, Spain. In the last decade, Zara has entered the international market for retail fashion and expanded very fast. New outlets in major cities around the world were formed, and today it is one of the biggest fashion powerhouses. Zara Apparel Corporation is recognized as a leading fashion brand around the world. The company maintains this image through the passionate implementation of its focused mission and vision statements. The fashion company trades in multiple variations of fashion that include perfumes, beautiful ornaments, shoes, and clothing. Since its formation in 1975, Zara has focused on using its mission and vision statements, giving the company huge growth and success. In the global fashion industry, Zara is known all over, and it has a huge market share that has been cultivated over time. 

Mission Statement

Zara has set a clear, straightforward, and simple mission statement to guide its progress. The vision statement states that Zara has to work to “give customers what they want, and get it to them faster than anyone else”. Zara has followed this vision statement by ensuring that it gives the following：

• Identifies the preferences of the market 
• It improves people’s tastes and overall life 
•  It produces fashionable products 

Zara’s mission statement shows that the company has the aim of catering to the wants, interests, and likes of people instead of just producing its products and pushing them in the market. The first part of the mission statement shows that the company listens to customer feedback and implements the information. Zara puts a lot of time and effort into conducting market analysis and learning about the wants and preferences of the public. This information is taken and applied in the designing of new Zara products in a continuous sequence. This tactic has made Zara very different from its competing fashion brands. This is because other fashion brands do not take note of what customers prefer or do not prefer. 

Zara produces distinguished products that meet the needs and demands of its customers. By doing so, the company improves the lives of people who buy its products. Customers, therefore, end up becoming loyal because they feel that the Zara products are meant for them. Zara has built this loyalty and acquired a huge customer following and market share.  

Zara upholds its mission statement by using a unique supply chain to distribute its products. The supply chain delivers products at a faster rate all over the international fashion market. Based on factual analysis, the Zara production line is also very fast. The company takes a short time to complete multiple designs. Zara has implemented a fast fashion strategy. 

Vision Statement A vision statement is the outline of the long-term goals of a company. A vision statement has to target the objectives of a company, and it has to be straightforward. Zara has a clear Vision statement that aims to “ contribute to the sustainable development of society and that of the environment with which we interact .” This vision statement shows how Zara prioritizes the wellness of society and the environment. This includes: 

• Societal development 
• Environmental Sustainability 

Zara implements societal development through a dedicated corporate social responsibility. The company implements strategic campaigns to improve the lives of people. The campaigns are support programs that give back to society. Zara has also focused on promoting the environment through active awareness campaigns. The company supports multiple environmentally-conscious programs that fight against the use of plastics and unnecessary labeling on clothes. The entire design, manufacturing, and distribution process used by Zara are entirely free of toxic waste. 

Core Values 

Zara has set its core values to be guided by the principles of “beauty, clarity, functionality, and sustainability. These four principles guide the company in making comprehensive business decisions and even in the day-to-day running of the business. 

Zara is guided by the principle of beauty in the fashion industry. The company ensures that aesthetics are well utilized and appreciated in the making of its products. 

Zara ensures clarity in all aspects of its communication, both on social media and the shop outlets. 

Zara ensures that all of its goods and services are functional. This means that the clothes are wearable in all conditions and not only on the runways where they are displayed. 

The Zara brand has cultivated the image of sustainability in all areas of operation. The company has even set up eco-stores and ensured the production process is free of toxic waste. 

Zara Mission and Vision Statement Analysis Mind Map 

Zara has been able to achieve marked success in the market because of its vision and mission statement as well as its core values. These are the principles that define every marketing decision enacted by the Zara brand. Zara’s mission statement involves analyzing the market and getting the preference of customers. It also involves a fast fashion strategy where products are produced at a high rate and distributed to customers at a high rate. 

The vision statement shows that Zara is committed to societal and economic development. 

The Spanish apparel brand, Zara, uses these statements and values to ensure that it is never far from our ears. Zara products are known for their high-end looks. They are sold at affordable prices and in numerous charismatic designs. The entire marketing approach has helped the Zara brand redefine the entire fashion industry. 

Key Takeaways 

Zara’s mission statement, vision statement, and core values define the entire strategy used to market the brand. The vision and mission statements show the path that the company takes in its operations. Every company has to implement a detailed SWOT to see the position of the business in the market. Through this analysis, Zara can assess its strengths, weaknesses, and opportunities for changing the threats that the company faces.  

These vision and mission statements are very useful even to other companies, especially startups. Zara is a leader in showing businesses how to create their mission and vision statements. For new businesses that are starting up, formulating these statements and values can be a major challenge. This is why we recommend using PDF Agile software when creating your entire PDF format. 

Once you download the PDF Agile software, you instantly get access to numerous templates that you can use as well as advanced tools to format your report. By using this software, you will be able to create better reports designed to keep you on the right track while running your business. 

Zara Mission and Vision Statement Analysis 

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Zara Mission and Vision Statements Analysis

https://mission-statement.com/zara/#:~:text=Zara%20mission%20statement%20is%20to,company%20has%20been%20so%20fruitful.   

Zara’s Mission Statement And Vision Analysis 2021 

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Zara Mission Statement & Vision Statement 

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Zara Mission Statement Analysis and Vision Statement 

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 Zara Mission Statement Analysis and Vision 

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How Zara’s strategy made her the queen of fast fashion

Table of contents, here’s what you’ll learn from zara's strategy study:.

• How to come up with disruptive ideas for your industry.
• How finding the right people is more important than developing the best strategy.
• How best to address the sustainability question.

Zara is a privately held multinational clothing retail chain with a focus on fast fashion. It was founded by Amancio Ortega in 1975 and it’s the largest company of the Inditex group.

Amancio Ortega was Inditex’s Chairman until 2011 and Zara’s CEO until 2005. The current CEO of Zara is Óscar García Maceiras and Marta Ortega Pérez, daughter of the founder, is the current Chairwoman of Inditex.

Zara's market share and key statistics:

• Brand value of $25,4 billion in 2022
• Net sales of $19,6 billion in 2021
• 1,939 stores worldwide in 2021
• Over 4 billion annual visits to its website
• Inditex employee count of 165,042 in 2021

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Humble beginnings: How did Zara start?

Most people date Zara’s birth to 1975, when Amancio Ortega and Rosalia Mera, his then-wife, opened the first shop. But, it’s impossible to study the company’s first steps, its initial competitive advantage, and strategic approach by starting at that point in time.

When the first Zara shop opened, Amancio Ortega already had 22 years of industry experience, ten years as a clever and hard-working employee, and 12 years as a business owner. Rosalia Mera also had 20 years of industry experience.

As an employee , Ortega worked in the clothing industry, first as a gofer and then as a delivery boy. He quickly demonstrated great talent for recognizing fabrics, understanding and serving customers, and making sound business suggestions. Soon, he decided to use his insights to develop his own business instead of his boss’s.

As a business owner , he started  GOA Confecciones  in 1963, along with his siblings, his wife, and a close friend. They started with a humble workshop making women’s quilted dressing gowns, following a trend at the time Amancio had noticed. Within ten years, that workshop had grown to support a workforce of 500 people.

And then, the couple opened the first Zara shop.

Zara’s competitive positioning strategy in its first year

The opening of the first Zara shop in 1975 wasn’t just a new store to sell clothes. It was the final big move of a carefully planned vertical integration strategy.

To understand how the  strategy was formulated , we need to understand Amancio’s first steps. His first business, GOA Confecciones, was a manufacturing business. He was supplying small stores and businesses with his products, and he wasn’t in contact with the end customer.

That brought two challenges:

• A lack of insight into market trends and no direct consumer feedback about preferences.
• Very low-profit margins compared to the 70-80% profit margin of retailers.

Amancio developed several ideas to improve distribution and get a direct relationship with the final purchaser. And he was always updating his factories with the latest technological advancements to offer the highest quality of products at the lowest possible price. But he was missing one essential part to reap the benefits of his distribution practices:  a store .

So, in 1972 he opened one under the brand name  Sprint . An experiment that quickly proved unsuccessful and, seven years later, was shut down. Although it’s unknown the extent to which Amancio put his ideas to the test, Sprint was a private masterclass in the retail world that gave Amancio insights that would later turn Zara into a global success.

Despite Sprint’s failure, Amancio didn’t abandon the idea of opening his own store mainly because he believed that his advanced production model was vulnerable and the rise of a competitor who could replicate and improve his system was imminent.

Adding a store to his vertical integration strategy would have a twofold effect:

• The store would operate as a direct feedback source. The company would be able to test design ideas before going into mass production while simultaneously getting an accurate pulse of the needs, tastes, and fancies of the customers. The store would simultaneously reduce risk and increase opportunity spotting.
• The company would have reduced operating costs as a retailer. Since the group would control all aspects of the process (from manufacturing to distribution to selling), it would solve key retail challenges with stocking. The savings would then be passed on to the customer. The store would have an operational competitive advantage and become a potential cash cow for the company.

The idea was to claim his spot in prime commercial areas (a core and persistent strategic move for Zara) and target the rising middle class. The market conditions were tough, though, with many family-owned businesses losing their customer base, giant players owning a huge market share, and Benetton’s franchising shops stealing great shop locations and competent potential managers.

So the first Zara store had these defining characteristics that made it the successful final piece of Amancio’s strategy:

• It was located near the factory = delivery of products was optimized
• It was in the city’s commercial heart = more expensive, but with access to affluence
• It was located in the city where Ortegas had the most customer experience = knowing thy customer
• It was visibly attractive = expensive, but a great marketing trick

Amancio’s team lacked experience and expertise in one key factor:  display window designing . The display window was a massive differentiator and had to be bold and attractive. So, Amancio hired Jordi Bernadó, a designer with innovative ideas whose work transformed display windows and the sales process.

The Zara shop was a success, laying the foundations for the international expansion of the Inditex group.

Key Takeaway #1: Challenge your industry’s conventional wisdom to create a disruptive strategy

Disrupting an industry isn’t an easy task nor a frequent occurrence.

To do it successfully, you need to:

• Understand the prominent business mode of your industry and the forces that contributed to its development.
• Challenge the assumptions behind it and design a radically different business model.
• Develop ample space for experimentation and failures.

The odds of instantly conquering the industry might be low (otherwise, someone would have already done it), but you’ll end up with out-of-the-box ideas and a higher sensitivity to potential disruptors in your competitive arena.

Recommended reading:   How To Write A Strategic Plan + Example

How Zara’s supply chain strategy is at the core of its business strategy

According to many analysts, the Zara supply chain strategy is its most important innovative component.

Amancio Ortega and other senior members of the group disagree. Nevertheless, the Inditex  logistics strategy  is extraordinarily efficient and plays a crucial role in sustaining its competitive advantage. Most companies in the clothing retail industry take an average of 4-8 weeks between inception and putting the product on the shelf. The group achieves the same in an average of two weeks. That’s nothing short of extraordinary.

Let’s see how Zara developed its logistics and business strategy.

Innovative logistics: how Zara’s supply chain evolved

The logistics methods developed by companies are highly dependent on external factors.

Take, for example, infrastructure. In the early days of Zara, when it was expanding through Spain, the company considered using trains as a transportation system. However, the schedule couldn’t keep up with Zara’s needs, which had the goal of distributing products twice a week to its shops. So transportation by road was the only way.

However, when efficiency is a high priority, it shapes logistics processes more than anything else.

And for Zara, efficient logistics was – and still is – of the highest priority.

Initially, leadership tried outsourcing logistics, but the experiment failed and the company assigned a member of the house with a thorough knowledge of the company's operating philosophy to take charge of the project. The tactic of entrusting important big projects to employees imbued with the company’s philosophy became a defining characteristic.

So, one of Zara’s early strategic decisions was that each shop would make orders twice a week. Since the first store was opened, the company has had the shortest stock rotation times in the industry. That’s what drove the development of its logistics methods. The whole strategy behind Zara relied on quick production and distribution. And the proximity of manufacturing and distribution was essential for the model to work. So Zara had these two centers in the same place.

Even when the brand was expanding around the world, its logistics center remained in Arteixo, Spain, despite being a less-than-ideal location for international distribution. At some point, the growth of the brand, and Inditex as a whole, outpaced Arteixo’s capacity, and the decentralization question came up.

The debate was tough among leadership, but the arguments were strong. Decentralization was necessary because of:

• Safety and security.  If there was a fire or any other crippling disaster there (especially on a distribution day), then the company would face serious troubles on multiple fronts.
• Arteixo’s limitations.  The company’s center in Arteixo was reaching its capacity limits.

So the company decided to decentralize the manufacturing and distribution of its brands.

Initially, the group made the decision to place differentiated logistics centers where the management of its chain of stores was based, i.e. Bershka would have a different logistics center than Pull&Bear, although they were both part of the Inditex Group. That idea emerged after Massimo Dutti and Stradivarius became part of Inditex. Those brands already had that geographical structure, and since the group integrated them successfully into its strategy and logistics model, it made sense to follow the same pattern with its other brands.

Besides, the proximity of the distribution centers to the headquarters of each brand allowed them to consolidate them based on the growth strategy and purpose of each brand (more on this later).

But just a few years after that, the group decided to build another production center for Zara that forced specialization between the two Zara centers. The specialization was based on location, i.e. each center would manufacture products that would stock the shelves of stores in specific locations.

Zara’s  supply chain strategy  is so successful because it’s constantly evolving as the group adapts to external circumstances and its internal needs. And just like its iconic fashion, the company always stays ahead of the logistics curve.

Zara’s business strategy transcends its logistics innovations

Zara’s business strategy relies on four key pillars:

• Flexibility of supply
• Instant absorption of market demand
• Response speed
• Technological innovation

Zara is the only brand in the Inditex group that is concerned with manufacturing. It’s the first brand in the clothing sector with a complete vertical organization. And the production model requires the adoption or development of the latest technological innovations.

This requirement is counterintuitive in the clothing sector.

Most people believe that making big investments in a market as mature as clothing is a bad idea. But the Zara production model is very capital and labor intensive. The technological edge derived from that investment gave the company, in the early days, the capability to manufacture over 50% of its own products while maintaining an extremely high stock rotation frequency.

Zara might be one of the best logistics companies in the world, but that particular excellence is a supporting factor, or at least a highly contributing factor, to its successful business strategy.

Zara’s business strategy is so much more than its supply chain strategy.

The company created the “fast fashion” term and industry. When other companies were manufacturing their collections once per season, Zara was adapting its collection to suit what people asked for on a weekly basis. The idea was to offer fashionable items at a fair price and faster than everybody else.

Part of its cost-cutting strategic priority was its marketing strategy. Zara didn’t – and still doesn’t – advertise like the rest of the clothing industry. Its marketing strategy starts with choosing the location of the stores and ends with advertising that the sales period has started. In the early years of the brand’s expansion, Amancio would visit potential store locations himself and choose the site to build the Zara shop.

The price was never an issue. If the location was in a commercial center, Zara would build its store there no matter how high the cost was because the company expected to recoup it quickly with increased sales.

Zara’s marketing is its own stores.

The strategy of Zara and her Inditex sisters

Despite Zara’s success (or because of it), Amancio Ortega created – or bought – multiple other brands that he included in the Inditex group, each one with a specific purpose.

• Zara  was targeting middle-class women. ‍
• Pull&Bear  was targeting young people under twenty-five years old with casual clothing. ‍
• Bershka  was targeting rebel teens, especially girls, with hip-hop-style clothing. ‍
• Massimo Dutti  was targeting both sexes with more affluence. ‍
• Stradivarius  was competing with Bershka, giving Inditex two major brands in the teenage market. ‍
• Oysho  was concentrating on women's lingerie. ‍
• Zara Home manufactures home textiles and decor.

Pull&Bear  was initially targeting young males between the ages of 14 and 28. Later it extended to young females of the same age and focused on selling leisure and sports clothing. It has the slowest stock turnaround time in the group.

Bershka’s  target group was girls between 13 and 23 years of age with highly individualized tastes. Prices were low, but the quality average. Almost a fiasco in the beginning, it underwent a successful strategic turnaround becoming today one of the biggest growth opportunities for the group. And out of all the Inditex chains, Bershka has the most creative designs.

Massimo Dutti  was the first retail brand Amancio bought and didn’t create himself. Its strategy is very different from Zara, producing high-quality products and selling them at a high price. It’s an extension of the group’s offer to the higher end of the price spectrum in the fashion industry. It’s also the only Inditex chain brand that advertises regularly.

Stradivarius  was the second acquired brand, with the purchase being a defensive move. The chain shares the same target group with Bershka, making it, to this day, a direct competitor.

Oysho  started as an underwear and lingerie company. Its product lines evolved to include comfortable night and homewear along with swimwear and a very young children’s line. The brand’s strategy was aggressive from its conception, opening 286 stores in its first six years of existence.

Zara Home  is the youngest brand in the Group and the only one outside the clothing sector, though still in the fashion industry. It was launched with the least confidence and with immense prior research. An experiment to extend the Zara brand beyond clothing, it was based on the conservative view that Zara could extend its product categories only to textile items for the home. But it turned out that customers were more accepting of Zara Home selling a wide variety of domestic items. So the brand made a successful strategic pivot.

Key Takeaway #2: The right people are more important than the best strategy

It might not be obvious in the story, but a key reason for Zara's and Inditex’s success has been the people behind them.

For example, a vast number of people in various positions from inside the group claim that Inditex cannot be understood without Amancio Ortega. Additionally, major projects like the development of Zara’s logistics systems and the group's international expansion had such a success precisely because of the people in charge of them.

Zara’s radically different model was a breakthrough because:

• Its leadership had a clear vision and a real strategy to execute it.
• People with a deep understanding of the company’s philosophy led Its largest projects.

Sustainability: Zara’s strategy to make fast fashion sustainable

Building a sustainable business in the fast fashion industry is a tough nut to crack.

To achieve it, Inditex has made sustainability a cornerstone of its business model. Its strategy revolves around the values of  collaboration ,  transparency,  and  innovation . The group’s ambition is to make a positive impact with a vision of prosperity for the planet and its people by transforming its value chain and industry.

Inditex’s sustainability commitments and strategy to achieve them

Inditex has developed a sustainability roadmap that extends up to 2040 with ambitious goals. Specifically, it has committed to

• 100% consumption of renewable energy in all of its facilities by 2022 (report pending).
• 100% of its cotton to originate from more sustainable sources by 2023.
• 100% of its man-made cellulosic fibers to originate from more sustainable sources by 2023.
• Zero waste from its facilities by 2023.
• 100% elimination of single-use plastic for customers by 2023.
• 100% collection of packaging material for recycling or reuse by 2023.
• 100% of its polyester to originate from more sustainable sources by 2025.
• 100% of its linen to originate from sustainable sources by 2025.
• 25% reduction of water consumption in its supply chain by 2025.
• Net zero emissions by 2040.

The group’s commitments extend beyond environmental issues to how its  manufacturing and supplying partners conduct their business . To bring its strategy to fruition, it has set up a new governance and management structure.

The Board of Directors is responsible for approving Inditex’s sustainability strategy. The  Sustainability Committee  oversees and controls all the proposals around the social, environmental, health, and safety impact of the group’s products, while the  Ethics Committee  makes sure operations are compliant with the rules of conduct. There is also a  Social Advisory Board  that includes external independent experts that advises Inditex on sustainability issues.

Finally, Javier Losada, previously the group’s Chief Sustainability Officer and now promoted to Chief Operations Officer, will be leading the sustainability transformation of the group. Javier Losada first joined Inditex back in 1993 and ascended its rank to reach the C-suite.

Inditex is dedicated to its commitment to reducing its environmental impact and seems to be headed in the right direction. The only question is whether it’s fast enough.

Key Takeaway #3: Integrating sustainability with business strategy is a present-day necessity

Governments and international bodies around the world are implementing more stringent environmental regulations, forcing companies to commit to ambitious goals and developing a realistic strategy to achieve them.

The companies that are impacted the least are those that always had sustainability as a  high priority .

From the companies that require significant changes in their operations to comply with the new regulations, only those who  integrate  sustainability into their business strategy and model will succeed.

Why is Zara so successful?

Zara is the biggest Spanish clothing retailer in the world based on sales value. Its success is due to its fast fashion strategy that is based on a strong supply chain and quick market feedback loops.

Zara's customer-centric approach places a strong emphasis on understanding and responding to customer needs and preferences. This is reflected in the company's product design, marketing, and customer service strategies.

Zara made fashionable clothes accessible to the middle class.

Zara’s vision guides its future

Zara's vision, as part of the Inditex Group, is to create a sustainable fashion industry by promoting responsible consumption and production, respecting the environment and people, and contributing to the communities in which it operates.

The company aims to offer the latest fashion trends to its customers at accessible prices while continuously innovating and improving its operations and processes.

Growth by numbers (Inditex)

📕 Studying HQ

Zara analysis: a comprehensive guide for business students, dr. wilson mn.

• July 27, 2023
• Business StudyingHq

In today’s dynamic and competitive business environment, it’s crucial for business students to understand how companies operate and what drives their success. In this article, we’ll take a deep dive into Zara, one of the world’s leading fashion retailers, and explore the keys to its success.

What You'll Learn

Brief Background on Zara

Zara is a Spanish fashion retailer that was founded in 1975 by Amancio Ortega and Rosalía Mera. The company is part of the Inditex group, which also owns other well-known fashion brands such as Pull & Bear, Massimo Dutti, and Bershka. Zara is known for its fast fashion business model, which involves producing and delivering trendy and affordable clothing at a rapid pace.

Importance of Understanding Company Analysis

Understanding company analysis is crucial for business students because it provides valuable insights into the factors that contribute to a company’s success or failure. By examining a company’s history , vision, products and services, industry and market position, and key competitors, students can gain a better understanding of the complex and dynamic nature of the business environment.

Company Profile

Company history.

Zara was founded in 1975 by Amancio Ortega and Rosalía Mera in Galicia, Spain. The company’s first store was named Zorba, but it was quickly changed to Zara because there was already a bar with the same name in the same town. Zara initially focused on producing and selling affordable versions of high-end fashion items, but it soon shifted to its fast fashion business model .

Vision, Mission, and Core Values

Zara’s vision is to be the best fashion retailer in the world, providing customers with the best shopping experience by offering trendy and affordable clothing. The company’s mission is to satisfy the needs of its customers by providing them with the latest fashion trends and high-quality products. Zara’s core values include innovation , customer focus, teamwork, and sustainability.

Products and Services

Zara offers a range of fashion products for men, women, and children, including clothing, shoes, and accessories. The company’s products are known for their trendy designs and affordable prices. Zara also offers online shopping , home delivery, and in-store pickup services to its customers.

Industry and Market Position

Zara operates in the highly competitive fashion retail industry, which is characterized by rapidly changing trends and intense competition. Despite this, Zara has managed to establish a strong market position by offering trendy and affordable clothing at a rapid pace. As of 2021, Zara had over 2,270 stores in 96 countries around the world, making it one of the largest fashion retailers in the world.

Key Competitors

Zara’s key competitors in the fashion retail industry include H&M, Forever 21, Uniqlo, and Gap. These companies offer similar products at competitive prices and have a significant presence in the global fashion retail market .

Zara’s Business Model

Zara’s business model is based on fast fashion, which involves producing and delivering trendy clothing at a rapid pace. The company’s design and production teams work closely together to identify and respond to the latest fashion trends, which allows Zara to produce and deliver new products to its stores within weeks.

Zara’s fast fashion business model has several key advantages . First, it allows the company to respond quickly to changing fashion trends, which helps to keep its products relevant and in demand. Second, it enables Zara to minimize its inventory costs and reduce the risk of overstocking. Third, it allows the company to offer affordable prices to its customers, which helps to attract and retain a large customer base.

Zara’s Marketing Strategy

Zara’s marketing strategy is focused on creating a unique and engaging shopping experience for its customers. The company’s stores are designed to be modern and inviting, and they often feature the latest fashion trends prominently. Zara also uses social media and influencer marketing to promote its products and engage with its customers.

One of Zara’s unique marketing strategies is its limited edition collections . These collections are produced in limited quantities and are only available for a short period, which helps to create a sense of urgency among customers and encourages them to make a purchase.

Zara’s Sustainability Initiatives

Zara is committed to sustainability and has implemented several initiatives to reduce its environmental impact. The company has set a target to use 100% sustainable fabrics by 2025 and has implemented a closed-loop system to recycle its clothing. Zara has also launched a program to reduce its carbon footprint and has committed to using renewable energy sources in its stores and warehouses.

SWOT Analysis on Zara

1. Fast Fashion Business Model: Zara’s fast fashion business model allows the company to produce and deliver trendy clothing at a rapid pace, which helps to keep its products relevant and in-demand.

2. Design and Production Capabilities: Zara’s design and production teams work closely together to identify and respond to the latest fashion trends, which allows the company to produce and deliver new products to its stores within weeks.

3. Strong Brand Image: Zara has established a strong brand image by offering trendy and affordable clothing, which helps to attract and retain a large customer base.

4. Global Presence: Zara operates in over 96 countries around the world, which allows the company to reach a large and diverse customer base.

5. Customer Centric Approach: Zara focuses on creating a unique and engaging shopping experience for its customers, which helps to build customer loyalty and satisfaction.

1. High Dependence on European Market: Zara’s sales are heavily dependent on the European market, which exposes the company to risks such as economic downturns or changes in consumer preferences in that region.

2. Limited Online Presence: Zara’s online store is not as developed as those of its competitors, which limits its reach and potential sales.

3. Limited Product Diversification: Zara’s product range is limited to clothing, footwear, and accessories, which makes the company vulnerable to changes in fashion trends and consumer preferences.

Opportunities

1. Expansion into New Markets: Zara can expand its market reach by entering new regions or countries where it is not currently present.

2. E-commerce Growth: Zara can capitalize on the growing trend of online shopping by expanding its e-commerce platform and investing in digital marketing.

3. Product Diversification: Zara can diversify its product range to include items such as home decor or beauty products, which can help to reduce its dependence on clothing sales.

1. Intense Competition: Zara faces intense competition from other fast fashion retailers such as H&M and Forever 21, which can impact its market share and profitability .

2. Economic Downturns: Economic recessions or downturns can negatively impact consumer spending on fashion items, which can affect Zara’s sales.

3. Changing Consumer Preferences: Shifts in consumer preferences or fashion trends can impact Zara’s product sales and profitability.

4. Sustainability Concerns: Increasing awareness of sustainability and ethical issues in the fashion industry can impact Zara’s brand image and sales if the company fails to address these concerns.

Zara’s strengths such as its fast fashion business model , design and production capabilities, strong brand image, global presence, and customer-centric approach have contributed to its success in the fashion retail industry. However, the company also faces challenges such as its dependence on the European market, limited online presence, and limited product diversification.

Zara can capitalize on opportunities such as expansion into new markets, e-commerce growth, and product diversification, while also addressing threats such as intense competition, economic downturns, changing consumer preferences, and sustainability concerns. By addressing these challenges and capitalizing on opportunities, Zara can maintain its position as one of the world’s leading fashion retailers.

Noteworthy research papers on Zara:

1. “ The Fast Fashion Model: An Exploratory Study of Zara’s Business Success ” by Ana Paula Ferreira and Maria João Ferreira, published in the Journal of Fashion Marketing and Management in 2019. This study explores Zara’s fast fashion business model and its impact on the company’s success in the fashion retail industry .

2. “ Zara’s Agile Supply Chain: Case Study Analysis ” by Galin Zhelyazkov, published in the International Journal of Engineering Business Management in 2018. This study analyzes Zara’s agile supply chain and its role in the company’s success .

3. “ The Internationalization of Zara: A Case Study Analysis ” by Maria Carolina Garrido and Elvira Silva, published in the Journal of International Business and Economics in 2017. This study examines Zara’s internationalization strategy and its impact on the company’s growth and success.

4. “ Zara: A Successful Business Model and Strategy ” by Shuang Liu and Haiming Zhang, published in the Journal of Business and Management Sciences in 2015. This study analyzes Zara’s business model and strategy and its role in the company’s success.

These research papers provide valuable insights into Zara’s business model, supply chain, internationalization strategy, and overall success in the fashion retail industry.

Captivating essay titles related to Zara:

1. “The Fast Fashion Revolution: How Zara Changed the Fashion Industry”

2. Zara’s Business Model: A Case Study on Fast Fashion and Sustainability

3. “Zara’s Internationalization Strategy: A Study on Global Expansion”

4. “Zara’s Marketing Strategy: Creating a Unique and Engaging Shopping Experience”

5. “The Importance of Innovation in Zara’s Success Story”

6. “Zara’s Supply Chain Management: The Key to Fast Fashion”

7. “Zara’s Brand Image and Customer Loyalty: A Study on Building a Strong Identity”

8. “The Impact of Technology on Zara’s Business Model and Strategy”

9. Zara’s Sustainability Initiatives: A Case Study on Ethical Fashion

10. “Zara vs. H&M: A Comparative Analysis of Fast Fashion Retailers”

These essay titles cover various aspects of Zara’s business model, strategy, marketing, supply chain, sustainability initiatives, and success story in the fashion retail industry. They provide a broad range of topics for research and analysis for students and researchers interested in studying Zara and its impact on the fashion industry .

Research topics on Zara for further exploration:

1. The Impact of Zara’s Fast Fashion Business Model on Consumer Behavior

2. Zara’s Marketing Strategy: How the Company Attracts and Retains Customers

3. The Role of Innovation in Zara’s Success: A Case Study Analysis

4. Zara’s Supply Chain Management: An Exploration of the Company’s Agile Production System

5. Zara’s Internationalization Strategy: A Comparative Study of Its Global Expansion

6. Sustainability in the Fast Fashion Industry: An Analysis of Zara’s Environmental and Social Initiatives

7. The Impact of E-commerce on Zara’s Business Model and Sales

8. Zara’s Brand Image and Customer Loyalty: A Study on Building a Strong Identity

9. The Role of Technology in Zara’s Supply Chain and Logistics Management

10. The Challenges and Opportunities of Product Diversification for Zara.

To conduct research on these topics, students and researchers can use various research methodologies such as case study analysis, surveys, interviews, focus groups, and data analysis.

Frequently Asked Questions on Zara

1. what is zara’s business model.

Zara’s business model is based on fast fashion, which involves producing and delivering trendy clothing at a rapid pace.

2. Where is Zara based?

Zara is based in Arteixo, Spain.

3. How many stores does Zara have worldwide?

As of 2021, Zara has over 2,200 stores in 96 countries around the world.

4. Who owns Zara?

Zara is owned by the Spanish fashion company Inditex, which was founded by Amancio Ortega in 1975.

5. What is Zara’s approach to sustainability?

Zara has implemented various sustainability initiatives such as using eco-friendly materials, reducing waste, and promoting ethical labor practices. However, the company has faced criticism for not doing enough to address sustainability concerns in the fast fashion industry.

In summary, Zara is a leading fast fashion retailer that has established a strong brand image and global presence . The company’s fast fashion business model, design and production capabilities, and customer-centric approach have contributed to its success in the fashion retail industry. However, Zara also faces challenges such as its dependence on the European market, limited online presence, and sustainability concerns. Potential research topics on Zara include the impact of its fast fashion business model on consumer behavior, its marketing strategy, supply chain management, internationalization strategy, sustainability initiatives, and the challenges and opportunities of product diversification.

Analyzing companies such as Zara is essential for business students as it provides them with a deeper understanding of the business environment, industry trends, and the strategies that successful companies use to achieve their goals. It also enables them to identify opportunities and challenges that companies face and develop solutions to address them. By studying successful companies like Zara, business students can gain valuable insights into the key factors that drive business success and apply these lessons to their own careers.

Further Reading

List of recommended books , articles, or case studies on Zara:

1. “ The Zara Mission Statement: Innovation, Creativity, and Sustainability ” by Janina Dahlmanns, published in the Journal of Applied Management and Entrepreneurship in 2019.

2. “ Zara: Fast Fashion ” by Pankaj Ghemawat and Jose Luis Nueno, published in the Harvard Business Review in 2006.

3. “ Zara: Managing Stores for Fast Fashion ” by Kasra Ferdows, published in the IESE Business School Case Collection in 2009.

4. “ Zara: The Technology Giant of the Fashion World ” by Christina Green, published in the Journal of Business Case Studies in 2018.

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Zara Mission Statement Analysis and Vision

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Zara was founded in 1975 by Amancio Ortega, a Basque businessman. They are one of the biggest clothing retailers in the world with over $18 billion dollar revenue.

Zara’s mission statement is to be the best at everything we do . The vision of Zara is to be recognized as an international design center, where all talents are welcomed and feel part of a family.

The top ten values that Zara believes in are: Creativity, Adaptability, Leadership, Passion, Quality above quantity, Creativity above everything else.

What Makes a Great Mission Statement and Why Does Zara Have One?

A mission statement is a short, concise statement that describes the nature of the business. It’s about creating an ideal vision for what you’re trying to achieve.

In this article, we’ll walk you through the basics of how to create a great mission statement and why Zara has one.

Mission statements are used to define your company’s values and goals, as well as catch potential investors’ attention. The best mission statements have three things in common: they’re clear, motivating, and credible.

What are the Zara Early Days and Who Are its Founders?

Zara was founded by Amancio Ortega in 1975. At that time, he was just 20 years old. Today, Zara is the biggest fashion retailer in the world, with over 9,000 stores all over the world.

Its founders are Amancio Ortega and Rosalía Mera Pita de las Heras y de las Cuevas. The company’s headquarters are based in La Coruña, Spain

ZARA – Defining Their Mission and Vision in the Apparel Industry

ZARA began as a fashion company in 1954 by Amancio Ortega. It was the first fashion retailer to offer an online store which is why it became one of the most famous retailers around the world.

Zaran’s mission statement is to “be the best global fashion retailer”. They aim to be different from other fashion brands because they are dedicated to creating fashionable clothing at affordable prices for all people.

The vision of ZARAS is to be “the world’s leading retailer, standing for creativity and innovation”. They want their customers to feel like they are part of their brand and that they can be anything or wear anything they want.

The Importance of Zara’s Purpose for Their Marketing Strategy

Zara is a fashion company that was founded in Spain by Amancio Ortega Gaona. It was established in 1975 and is currently a multinational corporation.

Zara has a vision and mission for their marketing strategy, which includes having an integrated approach of understanding the customer by using data and technology, being the best place to work, being the best place to shop, being present everywhere people want to be, and looking forward for new technologies to develop their product offerings.

Comparison of ZARA Mission from Other Apparel and Fashion Companies

ZARA is one of the most popular apparel and fashion company worldwide. With over 2,000 stores across 80 different countries, ZARA is a global company. In an era where people are increasingly aware of what they consume and where it comes from, ZARA has been successful in their mission to make sustainable fashion.

Some of the main competitors of Zara are currently H&M and Uniqlo .

ZARA’s Goals:

• Creating a world without limits within our industry
• Making sustainable fashion accessible
• Enabling everyone to be able to wear what they

In comparison to other apparel and fashion companies that have been around for decades, ZARA has been able to make a difference in a short amount of time. They have managed to achieve this by doing things differently from their long-established competitors.

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As Zara Announces Its Latest Sustainability Goals, Three of Its Design Team Weigh In on Going Slower and Creating Responsibly

By Mark Holgate

On the morning of July 4, long before America had ignited a single firework in honor of Independence Day, Zara executives, including Pablo Isla, CEO of Inditex (Zara’s parent company), and Marta Ortega, daughter of Inditex founder Amancio Ortega, and a member of the Zara women’s design team gathered together at the company’s Arteixo headquarters in Spain to set out their plans to deal with something far more incendiary: The environmental impact of fashion—and what the company is committed to doing to improve the situation. The goals they revealed that morning were announced today, July 16, at the Inditex AGM.

"[We] are highly focused on making clothes in a responsible, sustainable way, that limits the impact on the environment and [which] challenges ourselves to continually work as hard as we can to improve how we manufacture," said Marta Ortega. "It’s something that we all feel really passionately about as individuals, as well as in a work capacity. [We are] always looking for ways in which we can do better: working on new technologies, new ways to work with recycled materials, and helping create new fabrics that our designers, as well as others in the industry, can work with in the future. It’s the right thing to do, both morally and commercially, and it's an approach that we’re absolutely committed to."

Even the most cursory glance at the recent news cycle shows how all of us are getting focused (and rightly so) on what we’re doing to the planet and the urgency for action: The bid last week by Bernie Sanders and Alexandria Ocasio-Cortez, amongst others, to declare climate change an official emergency, despite the quite appalling denials to the contrary from the current administration; the 7,000 universities and colleges worldwide that echoed that push, declaring that we are, indeed, in a climate emergency; and the planned blockade in five U.K. cities by activist group Extinction Rebellion, who have already done the same in Paris in late June.

Zara’s future goals and targets were intended to build on what the company has done thus far, which has included the following ever since it signed the United Nations (UN) Global Compact in 2001: a series of five-year strategic environmental plans; aligning itself with the development and use of responsibly and sustainably produced fabrics; transforming its stores and facilities so they’re eco-efficient; recycling packaging and using green alternatives for its packing materials; an in-store recycling donation program; and launching its eco-conscious Join Life collection which, the execs revealed, will account for 20% of Zara’s offerings by the end of 2019.

As for what has to be done next, the following were outlined as priorities. By 2020, a commitment to Zero Discharge of Hazardous Chemicals for its supply chain, training all of its designers in the cruciality of circularity, and not using fibers from endangered forests. By 2023, ensuring the use of 100% sustainable cellulosic fibers for responsible viscose, the absolute eradication of single-use plastics, and complete adoption of green-only packaging. And before the end of 2025, collections created out of 100% sustainable cottons and linens and 100% recycled polyester, as well as zero landfill waste from its facilities, and achieving 80% renewable energy use for its HQ, distribution centers, and stores.

While these are ambitious and authentic commitments to Zara’s corporate action on the environment, what was striking that July morning was the openness from the executives to address the elephant in the room, which is this: How does the company square away its preeminence in the realm of fast fashion with the harsh truths of our environmental situation? The company’s eco objectives aside, there was a real and honest desire to engage with what Zara needs to do to align itself with where we are going as a culture: to slow down, to buy less, to make what we have last longer. (That certainly seems to be the case at Zara’s newest New York store at Hudson Yards, where the general feeling is of things being more edited, considered—a calmer, reflective, less-is-more approach.) To further gauge the company’s mindset further, three of its women’s designers—Bea Padin, Simon Psaric, and Eva Vidal—weighed in on the importance of sustainability and what they’re doing to achieve those goals.

Why has sustainability become so important to Zara?

Bea Padin: We’ve always been sustainability conscious. [Our] production is adjusted in response to sales, thus minimizing surplus stocks, and by extension, waste. Today we have more scope for doing this because there are more recycled and organic fabrics. The industry throws up new design opportunities, which constitute a very appealing challenge.

Simon Psaric: To me, the beating heart [of Zara] is the customer. It’s quite clear they are fully engaged and interested in making authentic, environmentally conscious decisions in every aspect of their lives.

Eva Vidal: It started in a very natural manner, sparked by our designers and buyers. The way we work, it’s common to hold meetings to coordinate designs, purchases, management, fabrics, et cetera. Sustainability began to spontaneously become part of those conversations—[and] with increasing intensity. We work hand in hand with our suppliers to learn what the options are, to research new processes, materials and fibers; we became captivated by a new way of approaching our business, that we have a major role to play in spearheading change.

By Hannah Coates

By Radhika Seth

You’ve always offered trend-driven fashion, and quickly. How has the impetus for a slower fashion culture influenced that, when we are in an era in which we want things to stick around, not be disposable?

Padin: We’ve always focused on durability, particularly emotional durability. We’ve seen clothes that were trendsetting when they first came out go on to become staples on account of their timelessness, and that’s a source of pride for us as designers. Our approach to fashion is always customer-centric. They increasingly share our same sensitivity towards sustainability. They are the ones who decide and our obligation is to meet their expectations, in a sustainable manner.

Psaric: The sense of promoting longevity is also at the top of our minds. We are becoming more and more obsessed with ensuring pieces that are imbued with the qualities of timelessness and durability. We are striving to offer pieces that can form the basis of a wardrobe, or, as we say in Spanish, fondo de armario . For instance, the camel coat that makes its debut every October, or a dress in an Italian-designed archival print, which becomes something to cherish and wear for many summers to come. That coat may have been made from high-quality Italian wool spun from recycled wool fibers by a decades-old Italian mill to create a piece that someone will keep for years. Maybe her daughter will wear it one day!

A lavishly printed silk dress from Zara’s Fall 2019 collection; a slower, more keepsake sense of style.

Vidal: We plan to continue working on the quality of our clothes, as we’ve always done, albeit framed by our responsibility as producers; creating a new way of working that is totally sustainable, consolidating a new way of approaching fashion.

How is it affecting your working practices? The choice of fabrics, the sense of things not being disposable?

Padin: All of those things. At Zara, the teams are very conscious, but we are also seeing that sensitivity at our suppliers. In particular, we see it in the options being created by the new recycled fabrics, whether from natural or man-made fibers, sustainable plant-based fabrics, et cetera. However, we are keenly aware that there is still a long way to go. The industry has to find new techniques, develop the fabrics, and get them to market!

Psaric: When I walk in [to a showroom] to see a fabric collection, my first question is: Which are the most sustainable, environmentally conscious fabrics? This attitude pushes the suppliers to prioritize sustainable developments. For instance, a trim supplier just recently approached me with a beautiful collection of biodegradable buttons made from corn.

Vidal: We are aware that there are [now] materials, fibers, and processes that allow us to make garments which are 100% recycled without renouncing design. Preparation of our first outerwear collection made solely from recycled materials [Winter 2018] was a complex process, as it entailed procuring new fabrics and finishings which were sustainable and compliant with our quality standards. Today, after several collections and a lot of hard work, we have embraced the most important lesson: the only way forward is to marry design and sustainability. The challenge is to make all of our garments sustainably.

Zara’s Join Life collection—like this white cotton tiered shirt and pants—puts the emphasis on style and sustainability.

How has sustainability impacted your own wardrobe? And your own lifestyle?

Padin: [With] the pieces I wear every day and [which] constitute my wardrobe staples: a shirt made from sustainable cotton poplin, a suit made from recycled wool, and a recycled cashmere men’s sweater. Nowadays I pay more attention to everything I consume, not just clothing. Yesterday I was at the hairdresser’s and I was offered a plastic bag for some things I’d bought but explained that I didn’t want it. We have to start with the small things in order to achieve something great. Imagine what we can achieve by translating that to our work environment—and at home, where we must also raise awareness.

Psaric: My daily uniform is a statement pair of pants with a nicely fitting T-shirt in white, navy, or heather grey. I often wear our Join Life cotton crew-neck tees; the fabric for these shirts is ecologically grown—and it’s the only one I’ve encountered with the right weight, softness, and feel! It’s essential to me to have a tightly edited wardrobe; nothing enters it that doesn’t feel fundamentally necessary. And I love browsing through vintage and secondhand stores.

Vidal: I am mad for all things denim. I’ve bought several pairs of jeans from the last collection, all of which were made from recycled cotton, and some [jeans] from the new upcycling capsule, made using fibers obtained from secondhand jeans. And I am a fan of this season’s voluminous garments made from Tencel. When you see all the possibilities offered in terms of sustainability, the extent of what can be done, you do feel more responsibility for your decisions. I continue to buy new clothes, albeit with a fuller perspective. I evaluate what my clothes are made of, and though design is still a priority, I identify more with the brands that are embracing change and evolving in terms of sustainability. We have to make our desires heard if we want to see results. It’s up to all of us.

The Secret of Zara’s Success: A Culture of Customer Co-creation

Zara is one of the world’s most successful fashion retail brands – if not the most successful one. With its dramatic introduction of the concept of “fast fashion” retail since it was founded in 1975 in Spain, Zara aspires to create responsible passion for fashion amongst a broad spectrum of consumers, spread across different cultures and age groups. There are many factors that have contributed to the success of Zara but one of its key strengths, which has played a strong role in it becoming a global fashion powerhouse as it is today, is its ability to put customers first. Zara is obsessed with its customers, and they have defined the company and the brand’s culture right from the very beginning.

The Zara brand offers men and women’s clothing, children’s clothing (Zara Kids), shoes and accessories. The sub-brand Zara TRF offers trendier and sometimes edgier items to younger women and teenagers.

The Zara brand story

Zara was founded by Amancio Ortega and Rosalía Mera in 1975 as a family business in downtown Galicia in the northern part of Spain. Its first store featured low-priced lookalike products of popular, higher-end clothing and fashion. Amancio Ortega named Zara as such because his preferred name Zorba was already taken. In the next 8 years, Zara’s approach towards fashion and its business model gradually generated traction with the Spanish consumer. This led to the opening of 9 new stores in the biggest cities of Spain.

In 1985, Inditex was incorporated as a holding company, which laid the foundations for a distribution system capable of reacting to shifting market trends extremely quickly. Ortega created a new design, manufacturing, and distribution process that could reduce lead times and react to new trends in a quicker way, which he called “instant fashion”. This was driven by heavy investments in information technology and utilising groups instead of individual designers for the critical “design” element.

In the next decade, Zara began aggressively expanding into global markets, which included Portugal, New York (USA), Paris (France), Mexico, Greece, Belgium, Sweden, Malta, Cyprus, Norway and Israel. Today, there is hardly a developed country without a Zara store. Zara now has 2,264 stores strategically located in leading cities across 96 countries. It is no surprise that Zara, which started off as a small store in Spain, is now the world’s largest fast fashion retailer and is the flagship brand of Inditex. Its founder, Amancio Ortega, is the sixth richest man in the world according to Forbes magazine.

Today, Inditex is the world’s largest fashion group with more than 174,000 employees operating more than 7,400 stores in 202 markets worldwide including 49 online markets. The revenues of Inditex was USD 23.4 billion in 2019. The other fashion brands in the Inditex portfolio are:

Zara Home: Home goods and decoration objects founded in 2003. Operating in 183 markets, 70 of them with stores.

Pull & Bear: Casual laid-back clothing and accessories for the young founded in 1991. Operates in 185 markets, 75 of them with stores.

Massimo Dutti: High end clothing and accessories for cosmopolitan men and women acquired in 1995. Operates 186 markets, 74 of them with stores.

Bershka: Blends urban styles and modern fashion for young women and men founded in 1998. Operates in 185 markets, 74 of them with stores.

Stradivarius: Casual and feminine clothes for young women acquired in 1999. Operates 180 markets, 67 of them with stores.

Oysho: Lingerie, casual outerwear, lounge wear and original accessories founded in 2001. Operating in 176 markets, 58 of them with stores.

Uterqüe: High-quality fashion accessories at attractive prices founded in 2008. Operating in 158 markets, 17 of them with stores.

Apart from fashion brands, Amancio Ortega has also set up a global real estate investment fund, Pontegadea Inversiones, which manages corporate offices across 9 countries including United States (Seattle), Britain (London), France (Paris), Canada, Italy, South Korea. These corporate properties house large companies including Facebook, Amazon and Apple, and prestigious luxury and retail brands.

The Zara brand strategy

In 2019, Zara was ranked 29th on global brand consultancy Interbrand’s list of best global brands. Its core values are found in four simple terms: beauty, clarity, functionality and sustainability.

The secret to Zara’s success has largely being driven by its ability to keep up with rapidly changing fashion trends and showcase it in its collections with very little delay. From the very beginning, Zara found a significant gap in the market that few clothing brands had effectively addressed. This was to keep pace with latest fashion trends, but offer clothing collections that are a combination of high quality and yet, are affordable. The brand keeps a close watch on how fashion is changing and evolving every day across the world. Based on latest styles and trends, it creates new designs and puts them into stores in a week or two. In stark comparison, most other fashion brands would take close to six months to get new designs and collections into the market.

It is through this strategic ability of introducing new collections based on latest trends in a rapid manner that enabled Zara to beat other competitors. It quickly became the people’s favourite brand, especially with those who want to keep up with fashion trends. Founder Amancio Ortega is famously known for his views on clothes as a perishable commodity. According to him, people should love to use and wear clothes for a short while and then they should throw them away, just like yogurt, bread or fish, rather than store them in cupboards.

The media often quotes that the brand produces “freshly baked clothes”, which survive fashion trends for less than a month or two. Zara concentrates on three areas to effectively “bake” its fresh fashions:

Shorter lead times (and more fashionable clothes): Shorter lead times allow Zara to ensure that its stores stock clothes that customers want at that time (e.g. specific spring/ summer or autumn/ winter collections, recent trend that is catching up, sudden popularity of an item worn by a celebrity/ socialite/ actor/ actress, latest collection of a top designer etc.). While many retailers try to forecast what customers might buy months in the future, Zara moves in step with its customers and offers them what they want to buy at a given point in time.

Lower quantities (through scarce supply): By reducing the quantity manufactured for a particular style, Zara not only reduces its exposure to any single product but also creates artificial scarcity. Similar to the principle that applies to all fashion items (and more specifically luxury), the lesser the availability, the more desirable an object becomes. Another benefit of producing lower quantities is that if a style does not generate traction and suffers from poor sales, there is not a high volume to be disposed of. Zara only has two time-bound sales a year rather than constant markdowns, and it discounts a very small proportion of its products, approximately half compared to its competitors, which is a very impressive feat.

More styles: Rather than producing more quantities per style, Zara produces more styles, roughly 12,000 a year. Even if a style sells out very quickly, there are new styles waiting to take up the space. This means more choices and higher chance of getting it right with the consumer.

Zara only allows its designs to remain on the shop floor for three to four weeks. This practice pushes consumers to keep visiting the brand’s stores because if they were just a week late, all the clothes of a particular style or trend would be gone and replaced with a new trend. At the same time, this constant refreshing of the lines and styles carried by its stores also entices customers to visit its shops more frequently.

In the following sections, the key components of Zara’s winning formula in the fashion retailing industry are illustrated.

Customer co-creation: Zara’s principal designer is the customer

Zara’s unrelenting focus on the customer is at the core of the brand’s success and the heights it has achieved today. There was a fascinating story around how Zara co-creates its products leveraging its customers’ input. In 2015, a lady named Miko walked into a Zara store in Tokyo and asked the store assistant for a pink scarf, but the store did not have any pink scarves. The same happened almost simultaneously for Michelle in Toronto, Elaine in San Francisco, and Giselle in Frankfurt, who all walked into Zara stores and asked for pink scarves. They all left the stores without any scarves – an experience many other Zara fans encountered globally in different Zara stores over the next few days.

7 days later, more than 2,000 Zara stores globally started selling pink scarves. 500,000 pink scarves were dispatched – to be exact. They sold out in 3 days. How did such lightning fast stocking of pink scarves happen?

Customer insights are the holy grail of modern business, and the more companies know about their customers, the better they can innovate and compete. But it can prove challenging to have the right insights, at the right time, and have access to them consistently over time. One of the secrets to Zara’s success includes using Radio Frequency Identification Technology (RFID) in its stores. The brand uses cutting-edge systems to track the location of garments instantly and makes those most in demand rapidly available to customers. Additionally, it helps to reduce inventory costs, provides greater flexibility to launch new designs, and allows fulfillment of online orders with stock from stores nearest to the delivery location thereby reducing delivery costs.

Another secret of Zara’s success is that the brand trains and empowers its store employees and managers to be particularly sensitive to customer needs and wants, and how customers enact them on the shop floors. Zara empowers its sales associates and store managers to be at the forefront of customer research – they intently listen and note down customer comments, ideas for cuts, fabrics or a new line, and keenly observe new styles that its customers are wearing that have the potential to be converted into unique Zara styles. In comparison, traditional daily sales reports can hardly provide such a dynamic updated picture of the market. The Zara empire is built on two basic rules: “to give customers what they want”, and “get it to them faster than anyone else”.

Due to Zara’s competitive customer research capabilities, its product offerings across its stores globally reflect unique customer needs and wants in terms of physical, climate or cultural differences. It offers smaller sizes in Japan, special women’s clothes in Arab countries, and clothes of different seasonality in South America. These differences in product offerings across countries are greatly facilitated by the frequent interactions between Zara’s local store managers and its creative team.

In the fashion world, a trend starts small, but develops fast. Zara employees are trained to listen, watch and be attentive to even the smallest seismographic signals from their customers, which can be an initial sign that a new trend is taking shape. Zara knows that the quicker it can respond, the more likely it is to succeed in supplying the right fashion merchandise at the right time across its global retail chain. Zara has set up sophisticated technology driven systems, which enable information to travel quickly from the stores back to its headquarters in Arteixo in Spain, enabling decision makers to act fast and respond effectively to a developing trend. Its design teams regularly visit university campuses; nightclubs and other venues to observe what young fashion leaders are wearing. In its headquarters, the design team uses flat-screen monitors linked by webcam to offices in Shanghai, Tokyo and New York (the leading cities for fashion trends), which act as trend spotters. The ‘Trends’ team never goes to fashion shows but tracks bloggers and listens closely to the brand’s customers.

The fact that Zara’s designers and customers are inextricably linked is a crucial part of the brand strategy. Specialist teams receive constant feedback on the decisions its customers are making at every Zara store, which continuously inspires the Zara creative team.

Zara’s super-efficient supply chain

Zara’s highly responsive, vertically integrated supply chain enables the export of garments 24 hours, 365 days of the year, resulting in the shipping of new products to stores twice a week. After products are designed, they take around 10 to 15 days to reach the stores. All clothing items are processed through the distribution center in Spain, where new items are inspected, sorted, tagged, and loaded into trucks. In most cases, clothing items are delivered to stores within 48 hours. This vertical integration allows Zara to retain control over areas like dyeing and processing and have fabric-processing capacity available on-demand to provide the correct fabrics for new styles according to customer preferences. It also eliminates the need for warehouses and helps reduce the impact of demand fluctuations. Zara produces over 450 million items and launches around 12,000 new designs annually, so the efficiency of the supply chain is critical to ensure that this constant refreshment of store level collections goes off smoothly and efficiently.

Here are some of the characteristics of Zara’s supply chain that highlight the reasons behind its success:

Frequency of customer insights collection: Trend information flows daily into a database at head office, which is used by designers to create new lines and modify existing ones.

Standardization of product information: Zara warehouses have standardised product information with common definitions, allowing quick and accurate preparation of designs with clear manufacturing instructions.

Product information and inventory management: By effectively managing thousands of fabric, trim and design specifications and their physical inventory, Zara is capable of designing a garment with available stock of required raw materials.

Procurement strategy: Around two-thirds of fabrics are undyed and are purchased before designs are finalized so as to obtain savings through demand aggregation.

Manufacturing approach: Zara uses a “make and buy” approach – it produces the more fashionable and riskier items (which need testing and piloting) in Spain, and outsources production of more standard designs with more predictable demand to Morocco, Turkey and Asia to reduce production cost. The more fashionable and riskier items (which are around half of its merchandise) are manufactured at a dozen company-owned factories in Spain (Galicia), northern Portugal and Turkey. Clothes with longer shelf life (i.e. the one with more predictable demand patterns), such as basic T-shirts, are outsourced to low cost suppliers, mainly in Asia. Even when manufacturing in Europe, Zara manages to keep its costs down by outsourcing the assembly workshops and leveraging the informal economy of mothers and grandmothers.

Distribution management: Zara’s state-of-the-art distribution facility functions with minimal human intervention. Optical reading devices sort out and distribute more than 60,000 items of clothing an hour.

In addition to these supply chain efficiencies, Zara can also modify existing items in as little as two weeks. Shortening the product life cycle means greater success in meeting consumer preferences. If a design does not sell well within a week, it is withdrawn from shops, further orders are canceled and a new design is pursued. Zara closely monitors changes in customer preferences towards fashion. It has a range of basic designs that are carried over from year to year, but some in-vogue, high fashion, inspired by latest trends items can stay on the shelves for less than four weeks, which encourages Zara fans to make repeat visits. An average high-street store in Spain expects customers to visit thrice a year, but for Zara, the expectation is that customers should visit around 17 times in a year.

This expectation for such a high frequency of repeat visits is evidence of Zara’s confidence that it is keeping on top of changing consumer needs and preferences and is helping them shape their ideas, opinions and taste for fashion. In reality, Zara is also helping in giving birth to new trends through its stores or even helping in extending the longevity of some seasonal styles by offering affordable lines.

Sustainability at the core of Zara’s operations

Sustainability has been a hot topic in business for the last decade and is now quickly becoming a must-have hygiene factor for companies that want to resonate with and win the loyalty of its global customers. For Inditex, this means having a commitment to people and the environment.

Commitment to people: Inditex ensures that its employees have a shared vision of value built on sustainability through professional development, equality and diversity and volunteering. It also ensures that its suppliers have fundamental rights at work and by initiating continuous improvement programs for them. Inditex also spends over USD 50 million annually on social and community programmes and initiatives. For example, its “for&from” programme which started in 2002 has enabled the social integration of people with physical and mental disabilities, by providing over 200 stable employment opportunities across 15 stores.

Commitment to environment: Being in a business where it taps on natural resources to create its products, Inditex makes efforts to ensure that the environmental impact of its business complies with UNSDGs (United Nations Sustainable Developmental Goals). Inditex has pledged to only sell sustainable clothes by 2025 and that all cotton, linen and polyester sold will be organic, sustainable or recycled. The company also runs Join Life, a scheme which helps consumers identify clothes made with more environmentally friendly materials like organic cotton and recycled polyester.

Additionally, Inditex takes wide-ranging measures to protect biodiversity, reduce its consumption of water, energy and other resources, avoid waste, and combat climate change. For example, it has outlined a Global Water Management Strategy, specifically committing to zero discharge of hazardous chemicals. It has also been expanding its waste reduction programme through which customers can drop off their used clothing, footwear and accessories at collection points in 2,299 stores in 46 markets today.

Zara’s culture: The word “impossible” does not exist

Zara has a very entrepreneurial culture, and employs lots of young talent who quickly climb through the ranks of the company. Zara promotes approximately two-thirds of its store managers from within and generally experiences low turnover. The brand has no fear in giving responsibility to young people and the culture encourages risk-taking (as long as learning happens) and fast implementation (the mantra of fashion).

Top management gives its store managers full liberty and control over their store’s operations and performance with clearly set cost, profit and growth targets with a fixed and variable compensation scheme. The variable component amounts to up to half of the total compensation – making store level employees heavily incentive-driven.

In addition, once an employee is selected for promotion, his or her store develops a comprehensive training program for that individual with the human resources department, which is followed up by periodic supplemental training – reflecting Zara’s commitment to talent development. The organizational structure is also flat with only a few managerial layers.

Customers are the most important source of information for Zara, but like any other fashion brand, Zara also employs trend analysts, customer insights experts, and retains some of the best talents in the fashion world. The creative team of Zara comprises of over 200 professionals. They all embody and enact the corporate philosophy that the word “impossible” does not exist in Zara.

For example, while many companies struggle with long lead times in discussions and decision making, Zara gets around this challenge by getting various business functions to sit together at the headquarters and also by encouraging a culture (through structures and processes) where people continuously talk to each other. The sales and marketing teams who receive trend feedback talk regularly with designers and merchandisers. It is important that there is constant two-way communication so that sales and marketing teams can talk about new lines to customers and designers / merchandisers have a strong visibility of customers’ needs and preferences enacted at a store level. The production scheduling is also closely coordinated so that there is no time wasted on approvals. The design team structure is very flat and focuses on careful interpretation of catwalk trends that are suitable for the mass market – the Zara customer. The design and product development teams, who are based in Spain, work closely to produce 1,000 new styles every month.

Besides being customer centric, another important reason why Zara’s employee strategy is so successful is the fact that it empowers its staff to make decisions based on data. Zara has no chief designer. All its designers are given unparalleled independence in approving products and campaigns, based on daily data feeds indicating which styles are popular.

Due to the unwavering focus on the customer, the entire business model is designed in such a way that the pattern of needs for the finished goods dictate the terms of the production process to follow, instead of having the raw materials determine the nature of the production process – something that is very rare in multinational companies of similar scale.

In sum, the entire brand culture is extremely customer-centric, which has been and continues to be a significant contributor to Zara’s success.

The Zara brand communication strategy

Zara has used almost a zero advertising and endorsement policy throughout its entire existence, preferring to invest a percentage of its revenues in opening new stores instead. It spends a meager 0.3 per cent of sales on advertising compared to an average of 3.5 per cent by competitors. The brand’s founder Amancio has never spoken to the media nor has in any way advertised Zara. This is indeed the mark of a truly successful brand where customers appreciate and desire the brand, which is over and above product level benefits but strongly driven by the brand experience.

Instead of advertising, Zara uses its store location and store displays as key elements of its marketing strategy. By choosing to be in the most prominent locations in a city, Zara ensures very high customer traffic for its stores. Its window displays, which showcase the most outstanding pieces in the collection, are also a powerful communication tool designed by a specialized team. A lot of time and effort is spent designing the window displays to be artistic and attention grabbing. According to Zara’s philosophy of fast fashion, the window displays are constantly changed. This strategy goes down to how the employees dress as well – all Zara employees are required to wear Zara clothes while working in the stores, but these “uniforms” vary across different Zara stores to reflect socio-economic differences in the regions they were located. This effectively communicates Zara’s focus on the mass market, yet another detail that reflects its close attention on the customer.

To tap into the emerging e-commerce trend, Zara launched its online boutique in September 2010. The website was initially available in Spain, the UK, Portugal, Italy, Germany and France, and was extended to Austria, Ireland, the Netherlands, Belgium and Luxembourg. Over the next 3 years, the online store became available in the United States, Russia, Canada, Mexico, Romania, and South Korea. In 2017, Zara’s online store launched in Singapore, Malaysia, Thailand, Vietnam and India. More recently in March 2018, the brand launched online in Australia and New Zealand. Today, its online store is available in 66 countries. As of 2019, online sales grew to constitute 14% of Zara’s total global sales.

As a fast fashion retailer, Zara is definitely aware of the power of e-commerce and has built up a successful online presence and high-quality customer experience.

Zara’s future brand and business challenges

Charting a new digital strategy in the COVID-19 crisis: With its primarily offline shopping experience, Zara has been hard hit by global store closures amid the COVID-19 crisis in 2020, with sales falling 44% year-on-year in Q1 2020 and the company reporting a net loss of USD 482 million. Inditex has announced that it will be closing between 1,000 to 1,200 stores worldwide, focusing on smaller ones in Asia and Europe. While online sales have been encouraging – Zara’s online sales for Q1 2020 grew 50% – it is not enough to mitigate the damage.

Amancio Ortega plans to spend USD 1.1 billion scaling up its digital strategy and online capabilities by 2022 and a further USD 2 billion in stores to improve integration between online and offline for faster deliveries and real-time tracking of products. Its goal is for online sales to constitute at least 25% of total sales. To achieve this goal, Zara will need to think of new ways to engage its customers digitally, not just through its online store, but through online communities and social media.

Mobile commerce: Zara woke up late to the potential of mobile commerce and needs to catch up fast with competitors. Different forms of market analysis strongly point towards a scenario wherein spends on mobile commerce will overtake desktop based ecommerce by 2021. On an average, most brands currently get about 15-20% of their website traffic via mobile devices and this is growing rapidly. With the deluge of investments planned in the mobile commerce space and Zara’s competitors already having an advantage on the mobile front, Zara needs to quickly make mobile shopping not only an effortless experience but also a delightful one.

Price is not an advantage anymore: Offering the latest fashion lines at affordable prices continues to be a strategic advantage for Zara, but cannot continue to be the only one. Across the world, and closer to home in Europe, competitors are cutting prices and refining their business models to cut the competitive advantage that Zara has. Swedish fast fashion retailer H&M, which is placed #30 just behind Zara on Interbrand’s list, launched an online store in Spain in 2014 to take own Zara in its home turf. Again in its home market, it now faces increasing competition from brands like Mango, which cut prices and started focusing on fashion segments in which Zara enjoyed popularity. In addition to H&M and Mango, other competitors like Gap and Topshop are all fighting for a share of the fast fashion retail market pie. Also with the rise of e- and m-commerce, the number of indirect competitors has mushroomed. We now have online fashion aggregators that bring in multiple brands under one single online platform and cut through borders and price segments. Some examples of such aggregators who are doing well include Lyst, Farfetch, Spring and Yoox Net-a-Porter.

For Zara to effectively compete and maintain its strategic advantage, the focus needs to shift away from price but towards quality. Even today the Zara brand enjoys high levels of appeal, which is evident by the serpentine queues outside its stores when it launches in new markets. There is a need for Zara to start investing in building a strong brand positioning and aggressively communicate it. Additionally, Zara needs to adopt, imbibe and leverage social media and digital platforms in its advertising and communication strategies deeper going forward.

Need for marketing strategy to evolve: As discussed above, Zara does not engage in advertising and instead uses its store locations as a marketing strategy. However, brand communication is crucial in attracting new customers to the brand to support its growth. Without advertisements, Zara relies heavily on word of mouth or social media. This causes the perception of potential customers towards Zara to be heavily shaped by family and friends, which may not be accurate. In addition, Zara’s social media platforms such as Facebook and YouTube exists merely as a feed for updates rather than a platform that consumers can interact with. Its videos on YouTube are also seeing very low viewership in comparison with its follower count, which is not ideal as videos are a powerful medium for brands in the fashion industry. This is a gap that Zara needs to plug immediately as the reach and impact of social media marketing gets stronger. As Zara’s target customer segments start using more social and digital platforms for communication and for sharing their lives, it is important for Zara to have a strong presence on such platforms.

Family business planning and succession: With various technological and business disruptions in the past decade, leadership in the 21st century will be influenced by constant change, geopolitical volatility, and economic and political uncertainty. For Zara’s first 36 years in business, the brand has been controlled by its founder Amancio Ortega, who is currently 85 years old. In 2011, Ortega passed the chairman title on to Pablo Isla, Zara’s Deputy CEO since 2005.

Succession is currently taking place at Inditex and generational transfer will empower the next generation in one of the wealthiest business families in the world. Pablo Isla, chairman of Inditex since 2011, steps down in April 2022, and 37-year-old Marta Ortega will take over as chair in the company that her father Amancio Ortega started with his ex-wife Rosalia in 1975 in Galicia, Spain. Marta Ortega is the youngest of Amancio Ortega’s three children.

Marta Ortega will become a non-executive chair, and will head the Inditex group, the portfolio of companies including supervision of strategic operations. She has been with Inditex for over 15 years, starting out working in a Zara store at King’s Road in London, and as an assistant at the portfolio brand Bershka. In recent years, Marta Ortega has been involved in strategy, brand building and fashion proposals for the Inditex portfolio of brands.

Marta Ortega will not be involved in daily management of the financial performance to shield her and the family from too much public exposure. Amancio Ortega has always been known for appearing less in public and avoiding any media exposure. His photo did not appear in the Inditex annual report until 2000. Marta Ortega seems to be more open to media interviews and public appearance, and granted her first interview with Wall Street Journal in August 2021.

Óscar García Maceiras will be appointed CEO of Inditex in April 2022 and will run the daily business. He joined Inditex in March 2021 and is currently general secretary of Inditex and secretary of the board.

The sharing of executive powers between the chair and the CEO to enhance corporate governance has historically been less common in the corporate world in Spain but is often seen in Europe and elsewhere. Inditex will therefore return to dual leadership in April 2022 with Marta Ortega as chair and García Maceiras as CEO, the very same structure that ran for six years with Amancio Ortega as chairman and Pablo Isla as CEO until 2011.

Despite working at Inditex for over 15 years, Marta Ortega Pérez does not hold an office. Her father, Amancio Ortega, never had an office either and always preferred to work in an open space in the fashion design department to be close to teams around him.

To effectively manage the above changes, Zara’s next generation leadership needs to step up to the succession planning challenge by being resilient in staying true to the brand promise to consistently produce “freshly baked clothes” for its fashion-forward consumers, and by balancing both short-term (profitability) and long-term goals (growing the business and reaching more consumers).

More importantly, despite Zara’s global reach and consequent product standardization, it needs to constantly find new ways to serve local fashion needs and preferences of its consumers across the globe. This will be a challenge for the brand’s leadership in the next decade.

Conclusion: Take Zara’s cue and listen to your customers

The Zara brand was born with a keen eye on its customer – its ability to understand, predict and deliver on its customers’ preferences for trendy fashion at affordable prices. In addition to its effective supply chain, the brand’s ability to have its customers co-create designs is unique and provides it with a competitive advantage. Most fashion trends often start unexpectedly, originate from uncommon places and grow out of nowhere. With reference to the pink scarf trend mentioned above, it could have been that Hollywood actress Scarlett Johansson had worn a pink scarf to a charity gala the evening before in Los Angeles, or golf star Michelle Wie had showcased a pink scarf at a celebrity tournament in Asia. The fact that Zara was able to quickly jump on to this trend and provide hundreds of customers with the pink scarves they desperately wanted to buy.

In a world swamped with Big Data, and yet more collected at an even more rapid pace than before, brands still need to be careful and observant. Big Data does not provide answers to all business challenges, and it may be too hyped to be considered as the Holy Grail.

One of the secrets behind Zara’s global success is the culture and the respect for the fact that no one is a better, authentic trendsetter than the customer himself or herself – and this philosophy needs to be continually reflected in all its business strategies going forward.

So, why not consult your customers for a start? Zara always does.

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It seems like every retail company in the world would have the same mission statement—to crush the competition and make as much profit as possible. And while that is the written or unwritten goal of 98 percent of all members of the U.S. retail industry this is not the only "mission" that defines their businesses. 

Dell , Best Buy, Target, Staples, Circuit City, CompUSA, and Blockbuster all want to dominate their retail categories and create profits, but each of them has a distinct way of doing their retail business, which should be aligned with and defined by their respective mission statements.

Abercrombie & Fitch Mission Statement: Relationship With Brand, Not Customers

The mission of Abercrombie & Fitch retail stores chain is focused more on the management of the Abercrombie & Fitch brand than on the merchandise sold, the operational execution of its employees or the experience of its customers. 

Abercrombie & Fitch Founder Facts:

The first Abercrombie & Fitch retail store was a sporting goods store opened by David Abercrombie and Ezra Fitch in 1892 in New York City. After Abercrombie & Fitch dissolved their business partnership in 1907, Fitch continued the retail business and retained the name.

The first Abercrombie & Fitch catalog had 456 pages and was mailed to 50,000 people in 1909. The orders received justified the expense of producing and mailing the catalogs, which almost bankrupted the company. Abercrombie & Fitch branded itself as "The Greatest Sporting Goods Store in the World" in 1939, with just the original store and a mail order business generating millions of dollars in sales.

It wasn't until the 1960's that Abercrombie & Fitch retail stores were opened in other cities outside of New York. Abercrombie & Fitch filed for Chapter 11 in 1976 and Oshman's Sporting Goods purchased the Abercrombie & Fitch name, trademark and mailing list as part of the company's bankruptcy proceedings. The Limited purchased 25 Abercrombie & Fitch stores in 1988 from Oshman's and merchandised the store mostly with apparel that was branded with an Abercrombie & Fitch label. Mike Jeffries became president of Abercrombie & Fitch in 1992 and skewed the store's merchandise towards a much younger demographic. The Limited spun off Abercrombie & Fitch as a separate company in 1999. Abercrombie & Fitch became a publicly traded company in 1996.

Abercrombie & Fitch Headquarters:

Abercrombie & Fitch headquarters, known as the "The Home Office," is located in New Albany, Ohio.

Abercrombie & Fitch Mission Statement, Vision and Values:

The mission statement for Abercrombie & Fitch is:

"We are committed to providing comfortable and long lasting clothes that look good. At Abercrombie & Fitch, we are committed to increasing diversity of our human resource management all over the organization”.

But beyond that simple mission statement, Abercrombie & Fitch emphasizes its goals, laying out the following:

• Positively impact our customers
• Create lasting partnerships
• Increase associate engagement
• Increase customer engagement

American Apparel Mission Statement for Made in America Products

The American Apparel mission statement is a vision for Made in America products and retailing that changes the trend of offshore manufacturing.

American Apparel Founder Facts: 

The history of American apparel began in 1986 when founder, Dov Charney , was a high school senior and started importing t-shirts from the U.S. to sell in his hometown of Montreal, Quebec. Charney continued to conduct business when he went to college at Tufts University in Boston, where he created and sold silkscreened t-shirts using the American Apparel business name. In 1990 Charney first began manufacturing t-shirts in South Carolina. On July 4, 1997, Charney moved himself to Los Angeles and then moved his manufacturing operations to California shortly after that. The first American Apparel retail store opened in November 2003 in the Echo Park neighborhood of Los Angeles. The first international retail store also opened in 2003 in Charney’s Canadian hometown of Montreal. As of 2015, American Apparel retail stores were operating in 18 international companies.

American Apparel Headquarters:

The headquarters for American Apparel is located in Los Angeles, Calif. Charney was fired as CEO in December 2014 “for cause” allegedly related to violating company policy and misconduct of a sexual nature.

American Apparel Mission Statement: 

Even though he was born and raised in Canada, Dov Charney had fierce patriotism for the United States, which manifested in an unwavering loyalty to Made In America products and retailing. The American Apparel mission is less about what the company manufactured and sold, and much more about HOW the company manufactured and sold. The American Apparel mission statement is...

"- COMMITTED TO HIGH QUALITY PRODUCTS - ART, DESIGN, AND TECHNOLOGY - EMPLOYEE CARE - LIMITATIONS IN THE INDUSTRY"

American Eagle Mission Statement: Satisfaction in a Job Well Done

The values of American Eagle lay out the reasons AE employees show up for work every day.

American Eagle Outfitters Founder:

Sean Peters and Frank Perretta opened the first American Eagle store in Twelve Oaks Mall in Novi, Mo. The stores were originally designed and stocked for those who love the great outdoors.

American Eagle's Headquarters:

American Eagle's headquarters are located in Pittsburgh, Pa.

American Eagle Mission and Values:

American Eagle has a clearly defined set of "corporate values" which guides the actions of employees at all levels of the AE organization:

• PEOPLE - The vitality of our company resides in people: our associates, our customers and our partners. We value and respect different backgrounds, unique talents and eclectic tastes; they strengthen our ability to succeed. We care about our associates: we empower them, we reward them. We give back generously to the communities where we work and play.
• INTEGRITY - We keep our promises. We hold ourselves accountable to the highest standards and we do the right thing. We wisely measure and manage risk. In the face of difficulties and challenges, we don’t compromise. We are polite and professional—always.
• PASSION - Our passion infuses our actions with purpose. It transforms stores into places of energy and customer delight. Our offices, design center and distribution centers hum with energy, activity and enthusiasm. We collaborate. We engage. We adhere to a keen sense of detail.
• INNOVATION - We operate in a dynamic and competitive industry. We are curious, enterprising and resourceful. Our associates embody entrepreneurial spirit, develop creative solutions and initiate change. We continually refine the unique processes that drive our business, and we use insightful research and analysis to balance our instinct and to guide our decisions.
• TEAMWORK - We work together: listening to one another, reaching consensus and supporting group decisions. We celebrate achievements. Because we respect and trust one another and commit ourselves to our company goals, our teamwork succeeds.

Anthropologie Mission Statement: Passionate Employees, Customer Connection

Anthropologie, Urban Outfitters, and Free people are part of the same company, which is why they have the same passionate employees and a similar emotional connection with their customers.

Antrhopologie Founders Facts:

Anthropologie was first a brand sold in Urban Outfitters stores. The first Antrhopologie retail store was opened in Wayne, Pa., in 1992. The Urban Outfitters company was started by Cick Hayne in 1970 with the opening of the first store which he called Free People.

Antrhopologie (Urban Outfitters) Headquarters:

The headquarters for the Urban Outfitters company (which includes the Anthropologie and Free people retail chains) is located in Philadelphia, Pa., where the first Free People store was opened.

Mission Statement of Anthropologie (and the Urban Outfitters Company):

The Anthropologie brand evolved into the Antrhopologie stores, and as part of the Urban Outfitters retail organization, the mission statement for both Anthropologie retail stores and the Urban Outfitters company is the same. The mission statement of Antrhopologie retail stores is...

“Lifestyle merchandising is our business and our passion. The goal for our brands is to build a strong emotional bond with the customer.

To do this we must build lifestyle environments that appeal emotionally, and offer fashion correct products on a timely basis.

Our customers are the reason and the inspiration for everything we do.”

Chanel Mission Statement — Designed to Ensure the Future of Coco Chanel's Style

The mission of Chanel is designed to ensure the defining style of its founding designer Coco Chanel well into the future.

Chanel Founder Facts:

Chanel fashions and the Chanel brand were created by Gabrielle Bonheur “Coco” Chanel, who first learned how to sew while living in a nunnery where she was raised after her mother died.

The first Chanel retail store was opened in Paris in 1910 and exclusively sold hats. Chanel's next two stores in France also sold clothing which she designed and sewed herself. The Chanel brand is best known for its little black dress, tweed suit, quilted handbag two-tone shoes and “the perfect red lipstick.” Chanel No.5 is credited as being the first perfume to be branded with a fashion designer’s name and is reportedly is still the best selling fragrance in history.

Coco Chanel died on January 10, 1971, and Karl Lagerfeld took over leadership as chief designer of the Chanel business in 1983. More than 40 years after the death of Coco Chanel, the Chanel brand is one of the World's Most Valuable Retail Brands.

Currently, Chanel has international retail store locations in more than 120 countries, with separate Chanel retail stores for fashion and accessories, fine jewelry, beauty, and eyewear.

Chanel Global Headquarters:

The Chanel global headquarters are located where the Chanel brand had its beginnings, in Paris, France.

The Mission Statement of Chanel:

Staying true to the distinction of its past and its founder, Coco Chanel, the Chanel company mission statement maintains the legacy of the Chanel brand while successfully moving it into the future. The Chanel company mission statement is:

"To be the Ultimate House of Luxury, defining style and creating desire, now and forever."

Costco Wholesale Mission Statement: Profits Revolve Around Ethics

Costco Wholesale founders and leaders believe that ethical business creates profits, so its mission statement revolves around four corporate values. The Costco Code of Ethics is as straightforward as the Costco founders who created it, and the corporate guiding documents created by the founders still guide the company in its global retailing success today.

The inspirational nature of the Costco company mission statement, vision, and values and the successful execution of them, has led the Costco chain to be one of the ​world's  largest retailing companies , with one of the most fanatically loyal customer bases the U.S. retail industry has ever seen. The Costco phenomenon around the world has been appropriately referred to as " The Costco Craze ."

The Mission Statement of Costco:

"To continually provide our members with quality goods and services at the lowest possible prices."

As well, Costco lays out its Code of Ethics: 

• Obey the law
• Take care of our members
• Take care of our employees
• Respect our suppliers
• Reward our shareholders

Costco Founder Facts:

The first Costco Wholesale store was opened in 1983 by James Sinegal and Jeffrey Brotman in Seattle, Washington. Brotman was the son of a retailer and a law school student.  Sinegal was a devout Catholic and self-made retail executive. It's easy to see why the concept of "ethics" was so important to the founders that they made it the cornerstone of the Costco mission, vision, and values.

Costco Headquarters:

Costco Wholesale stores' headquarters are located in Issaquah, Wash.

Dick's Sporting Goods Mission Statement: Become #1 With Relentless Improvement

Embracing the mindset of the athletic and sports customers the retail chain serves, the Dick’s Sporting Goods mission statement is about becoming #1 by applying the sports philosophy of “relentless improvement” to retailing. 

Dick’s Sporting Goods Founders Facts:

The history of Dick’s Sporting Goods retail chain extends back to 1948 when 18-year-old Dick Stack opened a bait and tackle shop in Binghamton, N.Y. with $300 from his Granmother’s cookie jar.

Dick’s son, Edward, starting working for his father when he was just 13 years old. Even though Edward went away to college with the intention of becoming a lawyer, he returned before going to law school to help with the store while his father was ill. Ed ended up falling in love with the business and bought his father’s two stores in 1977 with the intention of expanding the business into a major competitive retail sporting goods chain.

Dick’s Sporting Goods Headquarters:

The corporate headquarters of Dick’s Sporting goods is located in Binghamton, N.Y., where founder Dick’s original bait and tackle shop began.

Dick’s Sporting Goods Mission Statement and Values:

The mission statement of Dick’s Sporting Goods retail stores chain came straight from CEO Edward Stack, who is the son of the founder. He explained the Dick’s Sporting Goods mission statement in this way...

“Our mission statement is to be the No. 1 sports and fitness specialty retailer for all athletes and outdoor enthusiasts through the relentless improvement of everything we do,” he said. “We need to improve everything we do all the time, just like athletes do.”

In order to help guide its employees in making their “relentless improvement,” Dick’s provides them with a set of corporate values to guide their actions and decisions. The Dick’s Sporting Goods Values are...

• We work together. We are collaborative, accountable, trusted, and we recognize and celebrate each other's accomplishments.
• We work smart. We are friendly, available, customer focused, and excited about what we do.
• We are authentic, rooted in sports, cutting edge, exclusive and first to market with our products and services.

H-E-B Mission Statement; Slogan, Commitments and Values

The slogan, commitments and values of the H.E. Butt Grocery Company reveal what the daily mission is in the H-E-B grocery stores.

H.E. Butt (H-E-B) Grocery Company Facts and Trivia:

The first H-E-B (H.E. Butt) grocery store was opened by Florence Butt in Kerrville, Texas. Her initial investment in the business was $60.

H.E. Butt (H-E-B) Headquarters:

The headquarters for the H.E. Butt Grocery Company and H-E-B grocery stores are located in San Antonio, Texas.​

H.E. Butt (H-E-B) Mission Statement:

Although no official mission statement is available, the combination of the H-E-B slogan, commitments and values reveals what the daily mission that is H-E-B employees have every day. The H-E-B slogan, which has the same H-E-B acronym, is...

"Here Everything's Better." To make "everything better," H-E-B has a "commitment to exceptional service, low prices, and friendly shopping." to expand on that commitment, H-E-B has this to say about its values...

"At H-E-B, we believe grocery shopping is more than an errand. That’s why it’s our pledge to always go above and beyond. Here, we think like the customer, not about the customer."

H&M Mission Statement: Company Values About Fashion

The mission statement of H&M (Hennes & Mauritz) retail clothing stores reflects the company’s vision for fashion, quality and price that has made it one of the most popular fast fashion apparel retailers around the world.

H&M (Hennes & Mauritz) Founders Facts:

The Hennes & Mauritz company began in 1947 when the founder, Erling Persson opened a Hennes retail store selling women’s clothes in Vaseras, Sweden. In 1968 Persson purchased a retail store which sold hunting equipment and clothing named Mauritz Widforss. This was when sales of men’s and children’s clothes began and this is also when the name of the retail stores was first changed to Hennes & Mauritz, or H&M for short.

The first H&M retail clothing store opened in the U.S. in 2000 on Fifth Avenue in New York. The U.S. dedicated retail store was launched in 2013. Other H&M retail brands operating around the world include COS, Monki, Weekday, Cheap Monday, Other Stories, and H&M Home. As of February 2015 H&M operated 3,500 retail stores in 55 countries throughout the world, with plans to increase the size of its chain 10-15% per year.

H&M Headquarters:

The global headquarters for the H&M retail chain are located in Stockholm, Sweden. The U.S. headquarters for H&M American retail operations is located on Fifth Avenue in New York City.

H&M Mission Statement:

H&M refers to its company mission statement as a “business concept.” But in the way that every mission statement is the fundamental belief upon which everything is built, the H&M Business Concept and the H&M mission statement are one in the same. That H&M mission is simple, straightforward, and easy for employees at all levels to remember...

"Fashion and quality at the best price."

While this could be the mission statement for any fashion retailer in the world, H&M defines its own particular brand of “quality” with corporate values that it refers to as the “H&M Spirit” and with very specific business guidelines that it refers to as the “H&M Way.”

The H&M Spirit (Values)

• We believe in people
• We are one team
• Constant improvement
• Straightforward and open-minded
• Entrepreneurial spirit
• Keep it simple
• Cost-conscious

The H&M Way  (Business Guidelines)

• An Inclusive Workplace... we treat each other with integrity, respect, humbleness and dignity...
• We Work in Teams and Lead by Example... Teamwork is essential at H&M and is part of our culture...
• You Grow, We Grow... Everyone is a talent and makes a difference at H&M...
• Health and Safety at Work... H&M takes preventative measure to ensure the long-term safety and good health of our employees...
• Use Our Open Door Policy... Our Open Door Policy grants all colleagues the opportunity to openly discuss any work-related issues...
• Employee Relations... We believe in being a good employer in every sense, and working in fair partnership...
• We Strive For Sustainability in Everything We Do... Sustainability makes business sense and is an integral part of everything we do...
• We Are Ethical and Do Not Tolerate Any Form of Corruption... zero tolerance of all forms of bribery and corruption...
• We Respect Privacy, Including Safeguarding Confidential Information and Company Assets... It means safeguarding both employee and customer data, and respecting everyone’s privacy.

Home Depot Mission Statement: Customer-Centric Culture

The Home Depot brand is built on a commitment to customer service, and its corporate values are customer-centric.

Home Depot Founders:

Home Depot was founded by Bernie Marcus and Arthur Blank when their first two one-stop do-it-yourself warehouse-style stores were opened on June 22, 1979 in Atlanta, Ga.

Home Depot Headquarters:

Home Depot's headquarters are still located in Atlanta, Ga., where the company was originally founded.

Home Depot Mission Statement / Corporate Values:

Rather than one short mission statement, Home Depot has eight corporate values that are designed to guide the actions of its employees at all levels. According to the Home Depot website, those corporate values are:

• Taking care of our people: The key to our success is treating people well. We do this by encouraging associates to speak up and take risks, by recognizing and rewarding good performance and by leading and developing people so they may grow.
• Giving back to our communities: An important part of the fabric of The Home Depot is giving our time, talents, energy and resources to worthwhile causes in our communities and society.
• Doing the right thing: We exercise good judgment by "doing the right thing" instead of just "doing things right." We strive to understand the impact of our decisions, and we accept responsibility for our actions.
• Excellent customer service: Along with our quality products, service, price and selection, we must go the extra mile to give customers knowledgeable advice about merchandise and to help them use those products to their maximum benefit.
• Creating shareholder value: The investors who provide the capital necessary to allow our company to grow need and expect a return on their investment. We are committed to providing it.
• Building strong relationships: Strong relationships are built on trust, honesty and integrity. We listen and respond to the needs of customers, associates, communities and vendors, treating them as partners.
• Entrepreneurial spirit: The Home Depot associates are encouraged to initiate creative and innovative ways of serving our customers and improving the business and to spread best practices throughout the company.
• Respect for all people: In order to remain successful, our associates must work in an environment of mutual respect, free of discrimination and harassment where each associate is regarded as a part of The Home Depot team.

IKEA Stores Mission Statement: A Global Vision

The mission of IKEA stores is a global vision too large to accomplish, backed by a business idea which makes the IKEA brand real and the IKEA mission attainable. 

IKEA Stores Founders Facts and Trivia:

Ingvar Kamprad started his own business in 1943 in Agunnaryd, Sweden with money his father gave him for succeeding with his schooling at age 17. When combining the initials in his name with the initial of his hometown farm and village ("E" stands for Elmtaryd and "A" stands for Agunnaryd), the name of Kamprad's business became IKEA. Kamprad first sold products like pens, picture frames, table runners and jewelry door-to-door. IKEA expanded to be a mail order business in 1945, and its first catalog was published in 1951.

The first retail brick-and-mortar store was opened in 1953 in Älmhul, Sweden. The first IKEA store was opened in the U.S. in 1985 in Philadelphia, Pa.

IKEA Headquarters:

The International Headquarters of IKEA are located in Delft, Netherlands. The U.S. headquarters are located in Conshohocken, Pa.

IKEA Stores Mission and Vision:

The official IKEA mission statement is so large and global that it seems impossible to achieve...

"Our vision is to create a better everyday life for the many people."

That overarching mission statement is backed up, however, by a "business idea" which defines the IKEA brand to its customer and makes the IKEA mission attainable with the masses. The IKEA Business Idea is... "Offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them."

JC Penney Mission Statement: Principles for Superior Service

JC Penney believes superior service is achieved through working together while following eight guiding principles. 

JC Penney's Founder:

James Cash Penney opened a dry-goods store in Kemmerer, Wyo. in 1902, and this was the beginning of what is known as the JC Penney retail chain today. Penney called his first stores "The Golden Rule," which was the foundation of both his business and personal philosophy.

JC Penney's Headquarters:

JC Penney headquarters are located in Plano, Texas. 

JC Penney Mission Statement:

It was never a secret what James Cash Penney valued when he opened his first store called The Golden Rule. "Do unto others as you would have others do unto you," is a mission statement that guided Penney and his employees for as long as he was actively involved in his business. Today, that mission statement is still an important part of the JC Penney philosophy, although its employees have more specific guiding principles which define how they are expected to "work and win together to achieve superior performance." These are the eight "Winning Together Principles" that are the mission for JC Penney employees today:

• Associates: We value, develop and reward the contributions and talents of all associates.
• Integrity: We act only with the highest ethical standards.
• Performance: We provide coaching and feedback to perform at the highest level.
• Recognition: We celebrate the achievements of others.
• Teamwork: We win together through leadership, collaboration, open and honest communication, and respect.
• Quality: We strive for excellence in our work, products, and services.
• Innovation: We encourage creative thinking and intelligent risk-taking.
• Community: We care about and are involved in our communities.

Kmart Mission Statement: Unique in Its Own Vision

Even after Kmart was purchased, its brand remained intact, and its vision for serving its customers stayed unique. 

Kmart Founders:

Kmart was founded in 1899 by Sebastian S. Kresge as the S.S. Kresge Company. Kmart filed Chapter 11 in 2002, and was acquired by Sears in 2005.

Kmart Headquarters:

Sears Holding Company headquarters are located in Hoffman Estates, Ill.

Kmart Mission/Vision Statement:

"Kmart’s vision is to provide families with everyday products at the lowest prices. We strive for this vision through high-volume sales, efficient operations, adaptable stores and a great culture."

Kohl's Mission Statement; Customer Shopping Experience

The mission statement of Kohl's discount department stores clearly defines its competitive niche, its products, its shopping environment and the Kohl's customer experience.

Kohl's Founders Facts:

After running the largest supermarket chain in greater Milwaukee, Max Kohl opened his own department store, appropriately named Kohl’s, in Brookfield, Wis. in 1962.

Corporate Headquarters of Kohl's Corporation:

The corporate headquarters of the Kohl's Corporation are located in Menomonee Falls, Wis.

The Mission Statement of Kohl's:

As part of Kohl's purpose and value, Kohl's operates by The Greatness Agenda, with the company noting:

"The Greatness Agenda is a strategic framework built on five pillars: amazing product, incredible savings, easy experience, personalized connections and winning teams. Ultimately, our goal is to be the most rewarding and connected omnichannel retailer in America. We will achieve that goal by focusing on our customers and creating product assortments that excite them. By building genuine, lasting relationships with them. By designing easy, seamless shopping experiences no matter how our customer shops. By helping customers get more from every dollar they spend at Kohl’s. And by building teams of engaged and talented Associates. Kohl’s is on the path to greatness."

Kohl's further lays out its values:

"Kohl’s Associates live out our values each and every day. We put customers first and take a "yes we can" approach to everything we do. We support our communities and causes our customers and Associates care about. We act with integrity,  earning trust by living up to our commitments, treating each other with respect and fairness, and making decisions that support the reputation of the organization. We build great teams,  by communicating openly and embracing diverse perspectives. The empowerment, engagement and continuous development of all Associates is actively promoted. We foster a culture of appreciation and recognition. We drive results by working with a sense of urgency and accountability, making informed decisions and offering up new and innovative solutions."

Louis Vuitton Mission Statement; Luxury, Elegance and Art de Vivre

The mission of Louis Vuitton and the 70 luxury brands under the management of the LVMH Group is about providing the world with luxury products, elegance, creativity and “Art de Vivre.”

Louis Vuitton Founder Facts and Trivia:

Louis Vuitton was born on August 4, 1821, in the hamlet of Anchay, France, the son of a farmer. After his mother died, Louis left home at age 13 to head for Paris. It took Louis two years to travel 292 miles to Paris because he stopped many times along the way to work and earn money. Vuitton’s first job when he arrived in Paris was as a box maker and a packer for items for shipment and travel. Vuitton became a well-known and award-winning box maker and was appointed as the personal box maker for the wife of Napoleon Bonaparte. In 1854 Vuitton opened his own box making and packing business and his first retail store that sold travel trunks of his own design which were covered in canvas rather than leather. Reportedly Vuitton’s business was immediately successful, and he continued to create innovative luggage which he manufactured and sold out of his Paris retail store. The first Louis Vuitton retail store outside of Paris was opened in 1885 on Oxford Street in London. In 1886 Louis Vuitton luggage featured an “unpickable” locking system which was considered to be revolutionary at the time, and further distinguished the Louis Vuitton brand of trunks and travel bags. In 1987, Louis Vuitton merged with Moet Hennessy, forming the LVMH Group, which is the parent company of Louis Vuitton today. As of 2013, the LVMH Group owned more than 60 luxury brands including Donna Karan, Ginvenchy, Marc Jacobs, TAG Heuer, Bulgari, and Sephora retail brands.

Louis Vuitton Headquarters:

The Louis Vuitton retail global headquarters are located within the LVMH headquarters in Paris, France.

The Mission Statement of Louis Vuitton:

The mission statement of parent company LVMH is also the mission statement of the 70+ luxury products, companies, brands and retailers that it owns, and is the common thread that connects all of the companies that it acquires. The LVMH company mission statement is: "The mission of the LVMH group is to represent the most refined qualities of Western “Art de Vivre” around the world. LVMH must continue to be synonymous with both elegance and creativity. Our products, and the cultural values they embody, blend tradition and innovation, and kindle dream and fantasy.” In order to maintain consistent execution of its mission statement throughout all of its holdings, LVMH has formulated Corporate Values to guide the leaders of each of its companies. The LVMH Corporate Values are:

• "Be Creative and Innovate: Long-term success is rooted in a combination of artistic creativity and technological innovation.
• Aim for Product Excellence: The search for excellence goes well beyond the simple quality of products: it encompasses the layout and location of our stores, the display of the items they offer, their ability to make their customers feel welcome as soon as they enter our stores... All around them, clients see nothing but quality.
• Bolster the Image of Our Brands With Passionate Determination: In each of the elements of their communications with the public (announcements, speeches, messages, etc.), it is the brand that speaks. Each message must do right by the brand. In this area as well, there is absolutely no room for compromise.
• Act as Entrepreneurs: The Group’s organizational structure is decentralized, which fosters efficiency, productivity, and creativity.
• Strive to Be the Best in All We Do: In each company, executive teams strive to constantly improve, never be complacent, ​aways try to broaden our skills, improve the quality of our work, and come up with new ideas."

Lowe's Mission Statement: Home Improvement Value

The mission of Lowe's is to provide home improvement product values and valuable solutions to its customers. 

Lowe's Founders Facts:

The Lowe's North Wilkesboro Hardware store opened in Wilkesboro, N.C. in 1921 by Lucius S. Lowe. The business changed hands between family members and was eventually purchased by Carl Buchanan, the brother-in-law to James Lowe. Even though Buchanan wasn't a blood relative, he kept the Lowe's name in the purchase deal.

Lowe's Headquarters:

The headquarters of the Lowe's Home Improvement chain is located in Mooresville, N.C., about 60 miles from where the first store was located.

The Mission Statement of Lowe's: 

Lowe's has the following missions statement, "Customer service and community service are core commitments at Lowe's — and they have been for more than 60 years. Being a good neighbor means being committed to improving the places our employees and customers call home. We see that as an investment in our future. We've grown that investment as Lowe's has grown from a small-town hardware store in North Wilkesboro, N.C., to the second-largest home improvement retailer in the world."

Vision of Lowe's Home Improvement Stores:

Lowe's also publishes a vision statement...

"We will provide customer-valued solutions with the best prices, products and services to make Lowe's the first choice for home improvement."

Lululemon Mission Statement; A Manifesto of Healthy Ideas

The mission statement of Canadian-based Lululemon Athletica retail stores is really a "manifesto" of ideas and life philosophies which can create a unique and health-centered retail operation, if embraced in the workplace. 

Lululemon Athletica Founders Facts:

Lululemon Athletica was founded by surfer and snowboarder Chip Wilson, who first fell in love with yoga as a physical activity, and then became interested in designing clothing that was better suited for yoga comfort, using some of the same fabrics and construction that he was accustomed to wearing for his surfing and snowboarding activities.

The combination of retail yoga clothing and yoga classes that is the basic business model for Lululemon Athletica stores was born out of necessity in the company's early days when Wilson used his design studio as a yoga studio at night in order to pay the rent. The first Lululemon retail store was opened in 1998 in Kitsilano, British Columbia.

Lululemon Athletica Headquarters:

The headquarters of Lululemon Athletica are the stores themselves, Lululemon leaders say. They refer to their headquarters offices as a "support center," and their main support center is located in Vancouver, British Columbia in Canada, overlooking Kitsilano Beach, where the retail operations began.

Mission Statement of Lululemon Athletica:

The mission statement of Lululemon Athletica is really "the Lululemon manifesto," which is a list of 31 ideas and life philosophies for healthy and positive living. If the Lululemon manifesto is embraced by all Lululemon Athletica employees in the workplace, it would create a definite culture and a unique way of doing business and interacting with the public. And since that is one of the primary purposes of a mission statement, the Lululemon manifesto is positioned to guide the company in creating a unique niche and future retailing success.

As Lululemon notes, "Our manifesto is one way we share our culture with the community. It’s an evolving collection of bold thoughts that allow for some real conversations to take place. Get to know our manifesto and learn more about what lights our fire."

Macy's Mission Statement: Old Retail Chain With Eye Toward the Future

Macy's is one of the oldest retail companies in the U.S., but its mission statement proves that it has a new and relevant mission for the future. 

Macy's Founder Facts and Trivia:

Rowland H. Macy opened the R.H. Macy & Co. store, in New York City in 1858, where he first sold dry goods.

Corporate Headquarters of Macy's:

The Macy’s corporate headquarters are located in Cincinnati, Ohio.

The Mission Statement of Macy's:

As one of the oldest retail chains in the U.S., it might be expected for Macy's to have a mission statement that was stuck in its past. But to the contrary, the Macy's mission statement proves that it has a vision and a new mission that will carry it successfully into the future of the U.S. retail industry. According to the Macy's website, as part of its vision statement, Macy's notes:

"Macy’s, Inc. clearly recognizes that the customer is paramount and that all its actions and omnichannel strategies must be directed toward providing a personalized merchandise offering and shopping experience online and in store."

Macy's is also focused on its employees, noting;

"Macy’s, Inc. is committed to open and honest communications with associates, shareholders, vendors, customers, financial analysts and the news media. The company seeks to be proactive in sharing information and in keeping these key stakeholder groups up-to-date on important and material developments." 

The Nordstrom Mission Is to Support Its Employees

The mission of the Nordstrom is all about customers and supporting the employees who deliver service to those customers.

Nordstrom Founder Facts:

Nordstrom retail stores have their roots in 1901 when John W. Nordstrom and Carl Wallin opened a shoe store in Seattle Washington. In 1928 John Nordstrom retired and sold his share of the store to two of his sons. In 1929 Wallin retired and sold his share of the business to the Nordstrom sons as well.

Nordstrom Headquarters:

The Nordstrom headquarters are located where the business first began, in Seattle, Wash.

Nordstrom Mission, Vision and Values:

Although officially labeled a "goal," it is clear to anyone who is familiar with Nordstrom Department Stores that this is also the Nordstrom mission...

"In our store or online, wherever new opportunities arise- Nordstrom works relentlessly to give customers the most compelling shopping experience possible. The one constant? John W. Nordstrom's founding philosophy: offer the customer the best possible service, selection, quality and value."   

Nordstrom provides further guidance with its vision...

"Our goals are simple: to serve our customers better, to always be relevant in their lives and to form lifelong relationships.  And while serving our customer face-to-face is the foundation and hallmark of how we've historically served them, today customers seek our service in new ways. Speed, convenience, innovation, and personalization have become cornerstones of theustomer experience. Guided by these new needs, we continue to invest in the cross-channel experience, combining the accessibility of a pure online experience with the high-touch inclusivity of our stores."

Sears Holdings Mission Statement — A Proprietary Type of Customer Relationships

The mission statement of Sears Holdings and Sears Department Stores focuses less on its famous proprietary brands and more on its long-term proprietary customer relationships. 

Sears Holdings Founders Facts:

One of the oldest operating retail operations in the U.S. began by accident in 1886 when Richard W. Sears received a box of watches by mistake and began selling them to his colleagues. Sears Roebuck and Company was officially born in 1893.

Headquarters of Sears Holdings:

The Sears Holdings corporate headquarters are located in Hoffman Estates, Ill.

The Mission Statement of Sears Holdings:

Sears Holdings is also the parent company for Kmart stores, but each chain has its own mission statement. The vision that guides the employees of Sears retail department stores is: "We are committed to improving the lives of our customers by providing quality services, products and solutions that earn their trust and build lifetime relationships."

Target Mission Statement Reveals Founders' Values

Target's Mission Statement and official “Purpose” reveals the military and religious values of the Target founders, John Geisse and George Dayton. Below is the Target mission statement, which lays out why Target is promising customers that they can expect more innovation and customer service, and still expect to pay less. 

Target Mission and Purpose Statement:

Today Target refers to its mission statement as its purpose and values. The current Target purpose is:

"Words are just the beginning. Our purpose and values work together to foster connections and conversations both inside and outside our doors."

Target also lays its importance of inclusion and diversity, noting: 

"We believe in being an active citizen and good neighbor in our communities. We give our time, talent and business strengths to make our communities strong, healthy and safe. We invest in career development and well-being of our team. And from the start, we’ve given 5 percent of our profit, a commitment that does not waver based on the economic climate."

Target History and Founders:

Target was founded as part of the Dayton Department Stores. The Dayton retailing company was founded in 1881 by George Draper Dayton in Minneapolis as the Dayton Dry Goods Company. John Geisse is the Dayton company executive credited with founding the Target concept for Dayton.

Target Headquarters:

Target's headquarters are currently located in Minneapolis, Minn.

The Gap Mission Statement: A Global Purpose

The Gap has mission, purpose and values statements which guide its global retail operations and help build The Gap brand around the world.

The Gap Stores Founders Facts and Trivia:

The Gap retail stores chain was founded by Donald and Doris Fisher, who opened their first store in San Francisco on Aug. 21, 1969.

Corporate Headquarters for The Gap:

The headquarters of The Gap are located in the city where the company was founded, San Francisco, Calif.

The Mission Statement of The Gap:

According to the Gap.com corporate website, the mission statement of The Gap stores is:

“Gap, Inc. is a brand-builder. We create emotional connections with customers around the world through inspiring product design, unique store experiences, and compelling marketing."

In addition to its mission statement, The Gap also has a purpose statement, which is designed to guide the daily actions of its employees. The Gap Purpose is:

"Our purpose? Simply, to make it easier for you to express your personal style throughout your life. We have more than 150,000 passionate, talented people around the world who help bring this purpose to life for our customers."

One more piece of guidance provided by Gap Inc. to its employees is its Key Values. These specifically defined values are meant to create a socially responsible retail operation in all of its stores and offices throughout the world. The Gap stores key values are:

• Open-mindedness

Tiffany Mission Statement: Fine Jewelry Success With Social Responsibility

The mission of Tiffany & Co. is about fine jewelry success with social and environmental responsibility. 

Tiffany & Co. Founders Facts:

Tiffany & Co. was co-founded by Charles Lewis Tiffany and John Young in 1837 when they opened a retail store in New York City, N.Y., which sold stationery and “fancy goods.”

The company then began designing and selling hand-crafted sterling silver items, jewels, and timepieces. In 1886, Tiffany's introduced the diamond engagement ring to the U.S., and became well-known around the world for the “Tiffany setting.”

Tiffany & Co. Global Headquarters:

The Chanel global headquarters are still located where the company first began, in New York City, N.Y.

Company Mission Statement of Tiffany & Co:

The official company mission statement of Tiffany’s is not much different from the mission statement that any fine jewelry manufacturer and retailer would be expected to have. The Tiffany & Co. company mission statement is:

"Tiffany & Co. objective is to maintain an ethical business that is qualitative and sustainable. The company strives to protect the interests of stockholders by making responsible decisions that show the brand's righteousness. Its goal is to improve the communities where the company operates and sells its goods. Also, Tiffany & Co. understands how important is to enhance the environmental performance of the company. It continuously works with the employees, supply chain, stockholders, local communities and civil society to build up the company's social impact and diminish its environmental impact."

UNIQLO Mission Statement: Vision to Change the World

The UNIQLO, and parent company Fast Retailing, mission statement, vision and values are about changing the world by changing both the retail process and the broader fashion industry ideas. 

UNIQLO Founders Facts:

The history of the UNIQLO retail business extends back to 1949 when the Ogori Shoji Men’s Shop was opened in Ube City, Yamaguchi Prefecture, Japan by founder Hitoshi Yanai. The retail predecessor to today’s UNIQLO branded retail stores was the Fukuromachi Store, which opened in Hiroshima, Japan in 1984. A roadside retail location called the Yamanota Store opened in the Yamaguchi Prefecture in 1985.

The first UNIQLO branded urban retail store opened in 1998 in Tokyo, Japan. Reportedly, the name UNIQLO evolved as a contraction of “unique clothing.” The first U.S. UNIQLO store opened in New Jersey in 2005.

The parent company of the UNIQLO global retail chain is Fast Retailing, which is now run by the founder’s son, Tadashi Yanai. UNIQLO retail stores account for more than half of Fast Retailing’s annual sales. The other global retail brands owned and operated by Fast Retailing include GU, Theory, Comptoir des Contonniers, Princesse Tam.Tam and J Brand. UNIQLO has two flagship stores in New York City, N.Y. The first U.S. UNIQLO flagship store opened in Soho, N.Y., and the second opened on Fifth Avenue. A new flagship store is scheduled to open in Chicago in the fall of 2015. As of February 2015, there were more than 1,400 UNIQLO retail stores operating in 16 countries worldwide.

UNIQLO Headquarters:

The world headquarters for Fast Retailing and UNIQLO retail stores are located in Tokyo Japan. The U.S. headquarters for the American retail operations of UNIQLO are located in New York City, N.Y.

UNIQLO Mission Statement:

The UNIQLO mission statement is...

"Unlocking The Power of Clothing."

UNIQLO also has a longer mission statement that lays out its goal of using the power of clothes for good. The company notes:

"We believe we can turn the power of clothing into a force for good. By designing, making and selling good clothing, we can make the world a better place.

Good clothing means simple clothing, high in quality, and built to last. It's clothing that enriches the lives of people who wear it by giving them comfort, protection and pleasure.

It is produced in a way that is harmonious with nature, without excessive burden on the environment. Good clothing is made by people of diverse backgrounds working with energy and enthusiasm, under conditions where their health, safety and human rights are respected and upheld.

And we will extend this same spirit to our customers and all our stakeholders, working with them to aspire to a better society where we all thrive. This is our promise: to always work toward a better, more sustainable society."

Victoria's Secret Vision Is as Captivating as Its Merchandise

The mission statement of Victoria's Secret is as "captivating" as its merchandise mix. 

Victoria's Secret Founder Facts:

The first Victoria's Secret women's lingerie retail store was opened in Palo Alto, California in 1977 by Roy Raymond because he was embarrassed when shopping for lingerie in typical department stores. The first Victoria's Secret mail order catalog was mailed in 1978. Raymond sold four Victoria's Secret stores and the mail-order catalog business to The Limited retail company in 1982 for $4 million.​

Victoria's Secret Headquarters:

The company headquarters for Victoria's Secret, which is also the headquarters for its parent company Limited Brands, is located in Columbus, Ohio.

Victoria's Secret Mission Statement:

The mission statement for Victoria's Secret retail chain is the same as its parent company, Limited Brands, and as "captivating" as the merchandise mix in the Victoria's Secret stores and catalog. The Limited mission statement is...

"Limited Brands is committed to building a family of the world's best fashion brands offering captivating customer experiences that drive long-term loyalty and deliver sustained growth for our shareholders."

Walgreens Mission Statement: It's About Wellness

The mission statement of Walgreens is about more than just drugs for sick people and positions the company as a retailer of wellness. 

Walgreens Founders Facts and Trivia:

Walgreens was founded by Charles R. Walgreen Sr. in Chicago, Ill. in 1901.

Corporate Headquarters of Walgreens:

The corporate headquarters of Walgreens is in Deerfield, Ill., not far from where the retail chain first began.

Values and Values of Walgreens:

According to the  Walgreens website, the company's vision statement is, "To be 'My Walgreens' for everyone in America - the first choice in health and daily living... owning the strategic territory of 'well'.

Walgreens' values include:

"Honesty, trust,  and  integrity  with our customers, our shareholders, suppliers,the communities we serve, and among ourselves. Quality  through consistent and reliable service, advice, and products across every touchpoint and channel. Caring, compassionate  and  driven  to delivering a great customer and patient experience through outstanding service and a desire for healthy outcomes.

A strong community commitment  and  presence  built through service, expertise, and the personal engagement of every Walgreen team member."

Zappos.com Mission Statement: All About Customers

The mission statement of Zappos.com has nothing to do with the products it sells and everything to do with who it sells to—the customers.

Zappos.com Founder Facts and Trivia:

Many people think that Zappos.com was founded by its current well-known leader Tony Hsieh, but that isn't the whole story. In 1999 Nick Swinmurn came up with the idea of selling shoes in an Internet store. Tony Hsieh then invested $500,000 in Nick's idea and the two founded and ran the company together, which was originally called ShoeSite.com. When Swinmurn left Hsieh completely in charge of the company in 2006, the annual sales were $252 million.

Zappos.com Corporate Headquarters:

The corporate headquarters of Zappos.com are located in Henderson, Nev., where tours are available by appointment.

The Mission Statement of Zappos.com:

The mission statement of Zappos.com has nothing to do with what it sells on its Internet shopping website and everything to do with who is buying the Zappos.com products—the customers. The mission statement of Zappos.com, also referred to by Zappos employees as their "WOW Philosophy," is... "To provide the best customer service possible."

It is believed that the fulfillment of that simple mission will make it possible for Zappos.com to successfully sell any collection and selection of products. To guide Zappos employees in achieving that mission, Zappos employees have ten core values to guide them in their daily tasks...

• Deliver WOW Through Service
• Embrace and Drive Change
• Create Fun and A Little Weirdness
• Be Adventurous, Creative, and Open-Minded
• Pursue Growth and Learning
• Build Open and Honest Relationships With Communication
• Build a Positive Team and Family Spirit
• Do More With Less
• Be Passionate and Determined

Zara Retail Stores Mission Statement, Values for Globally Sustainable Business

The Zara retail stores mission statement, is largely the vision for a globally sustainable business of its parent company, Inditex and its overarching commitment to the environment. (See the complete Zara mission statement below.)

ZARA Retail Fashion Chain History, Founders Facts and Trivia:

The history of the Zara retail fashion chain extends back to 1963 when Amancio Ortega started a garment manufacturing company called Confecciones GOA. In the 1970’s Ortega’s wife Rosalia Mera started designing lingerie and quilted robes in their living room in A Coruna, Spain. The couple jointly opened first Zara retail store location in A Coruna, Spain in 1975.

Reportedly the founders had decided to name their retail chain stores “Zorba” after the movie “Zorba the Greek.” After the molds for a “Zorba” sign had already been made, the couple discovered that a local bar was already named Zorba. So the name of the retail Mera and Ortega’s retail chain was changed to Zara because it could easily be fashioned from the existing sign molds.

Ortega established the holding company Inditex in 1985, and Zara became a brand within that holding company. Today the Inditex global retail brands also include Pull&Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Uterqüe.

The first Zara store outside of the company’s home country of Spain was opened in Porto, Portugal in 1988. The first U.S. Zara store opened in 1989 on Lexington Avenue in New York City. As of 2015, there were Zara retail stores in 88 different countries.

Zara is credited with giving birth to fast fashion, cutting the standard fashion industry mass production process from six months to just two weeks. This was accomplished with a vertical integrate business model in which Zara designed, produced, distributed and sold its own fashion designs in its own retail stores. This was a radical business model for both the fashion and retail apparel industries at the time.

Mera and Ortega separated in 1986, and officially divorced in the 1990s. Mera made $600 million when the company went public in 2001. As of 2015 Ortega was designated by Forbes magazine as the World’s Richest Retailer, with an estimated net worth of $66 billion.

Zara Global and U.S. Headquarters:

The world headquarters for Zara retail stores and its parent company Inditex are located in A Coruna, Spain, where everything originally began. The U.S. offices for Zara and Inditex are located on Fifth Avenue in New York City.

Inditex and Zara Retail Stores Mission Statement:

From the beginning, founder Ortega has two rules which guided the operations of the Zara retail chain, and created the business model for the Inditex fast fashion company. These two rules can be considered the company’s founding mission statement... "Give customers what they want, and get it to them faster than anyone else.” Today Inditiex, Zara retail stores, and all of the Inditex retail brands are committed to integrating sustainability into the every facet of operations from design concept to retail customer sales. That commitment is clearly reflected in what Inditex refers to as its Mission Statement and Environmental Policy... "Through Zara’s business model, we aim to contribute to the sustainable development of society and that of the environment with which we interact.”

DSW Shoe Stores Mission Statement: Shoe Shoppers' Needs and Emotions

The mission of the DSW (Designer Show Warehouse) shoe stores is a core focus on the needs, desires, and emotions of its shoe shopping customers. 

Designer Shoe Warehouse (DSW) Founders Facts:

The Shonac Corporation was founded in 1969 by Jerome Schottenstein and his family and the Nacht family. From 1969 to 1991, the primary focus of the Shonac Corporation was managing leased shoe departments in a number of different retail operations, including Value City, which was owned by the Schottenstein family. The first Designer Shoe Warehouse (DSW) store was opened in July, 1991 in Dublin, Ohio.

DSW Shoe Stores Headquarters:

The DSW headquarters are located in Columbus, Ohio.

DSW Shoe Stores Mission Statement:

Not labeled as an official mission statement, DSW has the following statement that embodies its vision:

"Great people, deep values, and a whole lot of shoe love. These are the things that make DSW Inc. what it is—a company that has changed what it means to shop for shoes, and defined what it means to truly be a Shoe Lover. Through our values of Passion, Accountability, Collaboration, and Humility, we're on a mission to be the #1 place that America turns for shoes."

Bed Bath and Beyond Mission Statement: First Choice of Customers

The mission statement of Bed Bath and Beyond is to the first choice of customers, while also telling employees how to achieve that mission.

Bed Bath and Beyond Founders Facts:

The first store selling specialty linens and bath products was opened by Warren Eisenberg and Leonard Feinstein in 1971 in Springfield, New Jersey. Today the Bed Bath and Beyond retail store brands also include Christmas Tree Shop, Harmon Health and Beauty, and BuyBuy Baby.

Bed Bath and Beyond Headquarters:

The Bed Bath and Beyond retail headquarters are located in Union, N.J.

Bed Bath and Beyond Retail Stores Mission Statement:

Not only does the Bed Bath and Beyond mission statement define its intention to be the customers' first choice for products and services, it also defines five ways that Bed Bath and Beyond employees can achieve that mission. The mission statement of Bed Bath and Beyond is...

"The Company’s mission is to be trusted by its customers as the expert for the home and heart-related life events. These include certain life events that evoke strong emotional connections such as getting married, moving to a new home, having a baby, going to college and decorating a room, which the Company supports through its wedding and baby registries, new mover and student life programs, and its design consultation services. The Company’s strategy is based on building and delivering a strong foundation of differentiated products, and services and solutions, while driving operational excellence."

Free People Mission Statement: Passion and Emotional Connection

Free People retail stores are part of the Urban Outfitters company and the mission statement for both revolves around passion, people, and creating an emotional connection. 

Free People Retail Stores Founders Facts and Trivia:

The first Free People retail store was opened in Philadelphia, by Dick Hayne in 1970. With the opening of the second store, the name was changed to Urban Outfitters. For the next 14 years, the stores that were opened were called Urban Outfitters stores. In 1984 stores with the Free People name were opened once again.

Free People (Urban Outfitters) Headquarters:

The Urban Outfitters headquarters is located in Philadelphia, Pa., where the first Free People store was opened.

Mission Statement of Free People (and the Urban Outfitters):

The Urban Outfitters company first started as a single store named Free People, and as part of the same retail organization, the mission statement for both Free People retail stores and the Urban Outfitters company is the same. The Mission Statement of Free People retail stores is...

“Lifestyle merchandising is our business and our passion. The goal for our brands is to build a strong emotional bond with the customer. To do this we must build lifestyle environments that appeal emotionally, and offer fashion correct products on a timely basis. Our customers are the reason and the inspiration for everything we do.”

Hobby Lobby Stores Mission Statement — Christian-Based With Biblical Principles

The mission of Hobby Lobby arts, crafts, and home decorating stores is Christian-based and centered around biblical principles.

Hobby Lobby Founders Facts:

Hobby Lobby has its origins in 1970 when David Green opened Greco Products, a miniature picture frame company. On August 3, 1972, the first Hobby Lobby store was opened in Oklahoma City, Okla,m in a 300 square foot retail space.

Hobby Lobby Headquarters:

Hobby Lobby headquarters are located where the stores first began in Oklahoma City, Okla.

Hobby Lobby Arts, Crafts & Home Stores Mission Statement:

The Hobby Lobby mission statement is a set of "commitments," which are openly Christian-oriented, and intended to align all stakeholders with biblical principles...

"We here at Hobby Lobby are committed to:

• Offering our customers exceptional selection and value.
• Serving our employees and their families by establishing a work environment and company policies that build character, strengthen individuals, and nurture families.
• Providing a return on the family’s investment, and investing in our community.
• Reclaiming and rebuilding the prophesied Irkalla Gate created by Nergal, the ancient Mesopotamian God of Death, so that He and the wretched beings of Irkalla may once again reign supreme in this world and the next."

Staples Mission Statement: Finding the Soul in Office Supplies

Staples describes its mission as "soulful" and "holistic," two words not used often to describe office supplies. 

Staples Founders:

Staples was founded by Tom Stemberg, a former supermarket chain executive. The first Staples store opened on May 1, 1986, in Boston, Mass.

Staples Headquarters:

Staples headquarters are currently located in Framingham, Mass.

Staples Mission/Vision Statement:

Staples mission lies in its commitment to corporate responsibility. One with a holistic approach. Staples notes of its vision: 

"ENVIRONMENT: To truly make a difference for the environment, you have to understand all the ways you impact it and adapt your business accordingly. That's exactly the path we're pursuing through our business practices and policies.

COMMUNITY: Staples is bigger than office products. It’s about the people who work for us, who shop with us and who we serve. That’s why we support the communities where we live and work through outreach programs, employment opportunities and more.

ETHICS: Integrity matters in business. And we hold ourselves to high standards through our Code of Conduct.

DIVERSITY & INCLUSION: Staples supports and embraces diversity in all of its forms. And we seek to develop a workforce that reflects the diversity of the communities we serve."

PetSmart Mission Statement: Pets and Owners Get Superior Customer Service

The mission statement of PetSmart pet acknowledges that in every transaction there are two PetSmart customers — the pet owner and the pet.

PetSmart Founders Facts:

PetSmart has its beginning in 1987 when Jim and Janice Doughterty opened two PetFood Warehouse stores in Phoenix, Ariz. The PetSmart store name and logo weren't officially used until 1989.

PetSmart Headquarters:

The PetSmart headquarters are located where the company first began in Phoenix, Ariz.

Mission Statement of PetSmart Pet Stores:

In its mission statement, which PetSmart refers to as a vision statement, the leaders of PetSmart acknowledge that with every transaction, there are two customers who deserve superior service—the pet and the pet owner. The PetSmart vision statement is... “To provide Total Lifetime Care for every pet, every parent, every time – which means that we offer solutions, superior products, unmatched services and superb customer service.”

Coach Mission Statement: Values Define the Brand

The mission statement of Coach seems mundane and obvious, but the Coach Values define the uniqueness of the Coach retail brand.

Coach Founders Facts:

Coach started as Gail Manufacturing Company, the manufacturer of leather goods in 1941 in Manhattan, N.Y. The name of the company changed to Coach Leatherware in 1980. The first Coach retail boutiques which exclusively sold Coach products were opened in the 1980s.

Coach Headquarters:

The headquarters of Coach is located in Manhattan, N.Y. in a building that was originally a Coach manufacturing facility. Sample products are still made in a small manufacturing area.

Mission Statement of Coach:

The mission statement of Coach retail stores seems obvious, mundane, and much less inspiring than the Coach retail offerings... "Coach seeks to be the leading brand of quality lifestyle accessories offering classic, modern American styling." The Coach Values are what really defines the uniqueness of the Coach brand...

• The Brand Is Our Touchstone.
• Customer Satisfaction Is Paramount.
• Integrity Is Our Way of Life.
• Innovation Drives Winning Performance.
• Our Success Depends on Collaboration.

Toys 'R Us Mission Statement: All About 'R Kids

The mission statement of Toys 'R Us and Babies 'R Us broadly focuses on kids and is backed up by 'R Commitments and 'R Values which make the mission real for 'R Us employees. 

Toys 'R Us and Babies 'R Us Founders Facts:

Charles Lazarus opened a Children's Bargain Town store which sold baby furniture in Washington, D.C. in 1948. The first Toys 'R Us store that specialized completely in children's toys was opened in 1957. The famous backwards "R" that is part of the Toys 'R Us iconic logo was designed to give the impression that a child had written it.

Corporate Headquarters of Toys 'R Us:

The corporate headquarters of the Toys 'R Us company is located in Wayne, New Jersey.

Mission Statement of Toys 'R Us and Babies 'R Us:

The mission statement of Toys 'R Us and Babies 'R Us is very simple and very broad: “Our Goal is to be the Worldwide Authority on Kids, Families and Fun.” To make this an achievable mission for the Toys 'R Us and Babies 'R Us employees, the company also has very specific and clearly delineated commitments and values...

"Our Vision is to put joy in kids’ hearts and a smile on parents’ faces."

The Limited Mission Statement: Customer Loyalty Through Experiences

The Limited Brands, Victoria's Secret and Bath & Body Works intend to build loyalty through "captivating experiences." 

The Limited Founders Fact:

The first Limited store was opened in Columbus, Ohio, by Leslie Wexner in 1963.

The Limited Headquarters: 

The company headquarters for Limited Brands is located in Columbus, Ohio. 

The Limited Mission Statement:

Dollar general's mission statement focuses on more than just money and savings.

Dollar General customers focus on value, but its mission statement and values focus on more than just money. 

Dollar General Founders Facts:

In 1939 J. Turner and Cal Turner, Sr. started what would eventually become the Dollar General chain when it opened J.L. Turner and Son Wholesale in Scottsville, KY. That store was renamed "Dollar General" in 1955 and carried only merchandise that cost $1.00 or less.

Dollar General Headquarters:

The Dollar General corporate headquarters are located in Goodlettsville, Tenn.

The Mission Statement and Vision of Dollar General:

Dollar General's mission statement is just two words, "Serving Others." Dollar General defines what that means for four different groups of people that it deals with on a daily basis:

• "For Customers... Price Quality, and Great Prices. For Employees... Respect and Opportunity For Shareholders... A Superior Return For Communities... A Better Life"

Dollar General further defines how the company and its employees will achieve its mission with the statement:

"We build and run convenient-sized stores to deliver everyday low prices on products our customers want. We have successfully done so for many years. We deliver a smarter, easier shopping solution accessible to more consumers. Our goal is to provide our customers a better life and our employees opportunity and a great working environment." 

7-Eleven Mission Statement: Impacting A Customer'ts Day

The mission of the 7-Eleven chain doesn’t focus on what it can sell, but rather how a 7-Eleven experience can impact a customer’s day. 

7-Eleven Founders Facts:

The concept of convenience stores was born in 1927 when Jefferson Green started selling milk, bread and eggs from the Southland Ice plant in Dallas, Texas where he was an employee in order to make them available to the ice customers who found it convenient to buy some grocery staples while doing their ice-buying errand. Joe Thompson, Jr. saw the opportunity in Green’s idea and began selling grocery staples at eight other ice plants and 21 ice docks. The Southland Ice docks started selling gasoline in 1928 and offered drive-thru curbside service for groceries and ice. The original name for these Southland “convenience” stores was Tote’m. The 7-Eleven name was used in 1946 when the standard operating hours for the stores changed to 7:00 AM to 11:00 PM. The first 7-Eleven to stay open for 24 hours was located in Austin, Texas and catered to a college town customer base. The first international 7-11 convenience store was opened on June 29, 1969, in Calgary, Alberta. The franchise model was adopted in the same year.

Headquarters for 7-Eleven:

The headquarters for parent company Seven & I Holdings are located in Tokyo, Japan. The U.S. headquarters for 7-Eleven is in Dallas, Texas.

The Mission Statement, Vision and Values of 7-Eleven:

The mission statement of 7-Eleven convenience stores is focused not on what it sells or how much it sells, but rather on the 7-Eleven customer experience, and how that can impact a customer’s day. The mission statement of the 7-Eleven retail chain is: ”At 7-Eleven, our purpose and mission is to make life a little easier for our guests by being where they need us, whenever they need us.” Additionally, the 7-Eleven chain has an official corporate Vision: "Our Vision Is to Be the Best Retailer of Convenience. Being the best at what we do means each 7-Eleven employee has a chance to brighten someone’s day and make life a little easier, whether it is service with a smile in the store or ensuring we have the freshest food available, day in and day out.”

Ashley Furniture Mission Statement: Pursuit of Best Products

Ashley Furniture says its mission statement is really a "mantra" that guides all aspects of the Ashley Furniture business including design, production, retailing and delivery.

Ashely Furniture Founders Facts:

Ashley Furniture was founded by Carlyle Weinberger, who started the company in 1945 in Chicago, Ill. and Goshen, Ind. as a sales organization which sold wooden furniture manufactured by local companies.

In 1970 a furniture manufacturing company was started in Arcadia, Wis., specializing in occasional tables and wall entertainment and storage systems. Six years later, Arcadia merged with Ashley Furniture, putting Ashley Furniture Industries into the furniture manufacturing business for the first time in its 31-year history. In 1999 the company began selling its furniture in its own retail stores.

Ashley Furniture HomeStores began as licensed retail stores operated by independent dealers. As of 2013, Ashley Furniture was advertising itself as “The #1 selling home furniture brand in North America and also had licensed Ashley Furniture HomeStores operating in nine different international countries.

Ashely Furniture Headquarters: 

The headquarters for the Ashley Furniture retail chain is located in Arcadia, Wis.

Mission Statement, Vision and Values of Ashely Furniture:

The mission statement of Ashley Furniture starts with a corporate vision statement that is so simple and direct that the company refers to it as the company "mantra" that is used to guide the decisions and actions of all aspects of the Ashley Furniture business. The Ashley Furniture Corporate Vision is:

"To delight our guests, turn houses into homes,  and change lives for the better ... together." To define what that it means to be "the best," Ashley Furniture has this to say about its corporate vision, company mission, and official "mantra" as ...

"To deliver a crazy good experience to all. Bring your best to every guest. 

Improve operations. Turn our shoulds into musts. Challenge traditional retail rules. 

Grow our business. There's only one way to coast ... downhill. 

Be a great place to work. People quit people–not jobs. 

Become a better you. Invest in your own self-development. Do you!"

Carter's Mission Statement: Celebrating Childhood

The company mission statement of Carter’s Inc. is a little bit about the children’s clothes it manufactures and a lot about supporting the parents who buy the clothes and celebrating the children who wear them.   

Carter's Founders Facts and Trivia:

The history of Carter’s Inc. began in 1865 when William Carter founded The William Carter Company in Needham, Massachusetts. Carter’s first products were mittens that he knitted in his kitchen. In the1870’s Carter’s product line grew to include adult underwear and the “union suit,” which is basically one-piece long underwear that Carter produced for babies, children, and adults.

It wasn’t until the 1950’s that Carter’s main product line shifted from underwear to children’s clothing. As of 2012, there are company-owned Carter’s children’s clothing retail stores in all 50 states, and Carter’s stores in 35 countries outside of the United States.   

Carter's Inc. Headquarters:

The headquarters of Carter’s Inc. manufacturing and retail store operations are located in Atlanta, Ga  

The Mission and Vision Statement of Carter's:

The mission statement of Carter’s Inc. is really a statement of its “philosophy,” which not only clarifies what Carter’s makes and sells but also the why and how of its making and selling. The “Philosophy” of Carters Inc. is:

"We believe that childhood is a celebration, and the colorful prints and cute characters we design are inspired by the joy and love children bring into our lives. We celebrate childhood by supporting babies, children, and families with thoughtful designs, quality materials and construction, and convenient shopping options.”

The vision statement of Carter's Inc. is: 

“At Carter’s, we embrace creative leadership, innovative teamwork and a winning spirit to be the best for the benefit of our customers, our consumers, our employees and our shareholders.”

L.L. Bean Mission Statement: Golden Rule, Customer Satisfaction

The mission statement of L.L. Bean stores and catalogs is a combination of the L.L. Bean Golden Rule, complete customer satisfaction, and values added to all interactions.

L.L. Bean Founders Facts:

L.L. Bean was founded in 1912 by Leon Leonwood Bean, a hunter who designed and manufactured a hunting boot which he then sold by mail order to a mailing list of hunting license holders. Retail sales were all done by catalog until the flagship L.L. Bean store was opened in Freeport Maine in 1951. The first L.L. Bean store was a 24/7 operation, which was definitely not a common retail practice at the time.

L.L. Bean Headquarters:

The L.L. Bean headquarters are located in Freeport, Maine, in close proximity to its flagship store.

L.L. Bean Mission Statement:

Although not labeled a "mission statement," the words that have guided the L.L. Bean business and employees has been the same since founder Leon Leonwood Bean first wrote them, which is referred to as "L.L.'s Golden Rule." The L.L. Bean mission is to live this Golden Rule...

"Sell good merchandise at a reasonable profit, treat your customers like human beings and they will always come back for more." To provide guidance for what it means to "treat your customers like human beings," L.L. Bean states its customer-centric philosophy in a way that is often-quoted within and outside of the retail industry. "What Is a Customer?" According to L.L.Bean... "A customer is the most important person ever in this company – in person or by mail. A customer is not dependent on us, we are dependent on him. A customer is not an interruption of our work, he is the purpose of it. We are not doing a favor by serving him, he is doing us a favor by giving us the opportunity to do so. A customer is not someone to argue or match wits with. Nobody ever won an argument with a customer. A customer is a person who brings us his wants. It is our job to handle them profitably to him and to ourselves." In addition, before the word "stakeholder" was a commonly understood concept, the L.L. Bean company had a policy towards all its stakeholders, which included customers, employees, stockholders, vendors, communities and the environment. The L.L. Bean stakeholder policy is... "As a values-based company, L.L.Bean should have as its purpose to add value to everyone who had a vested interest in the company. L.L.Bean's success depends on how well the company meets the objectives of its stakeholders."

Ann Taylor Mission Statement: Inspiration, Brand Commitment

The mission statement for Ann Taylor Stores is lofty in its inspiration, but a specific set of values and a strong brand commitment make the Ann Taylor mission real for employees.

Ann Taylor Founders Facts and Trivia:

The first Ann Taylor store was opened in 1954 in New Haven, Connecticut by founder Richard Liebeskind. The store was not named after a person, but rather, after a dress design created by Liebeskind's father. The "Ann Taylor" dress design was popular, and the style of that dress immediately established the well-dressed brand of Ann Taylor stores.

Ann Taylor Headquarters:

The headquarters for Ann Taylor stores are located in Times Square on the island of Manhattan in New York City.

Mission Statement of Ann Taylor:

The mission statement of Ann Taylor retail chain is lofty and meant to be inspirational. The Ann Taylor stores mission statement is...

"To inspire and connect with our clients to put their best selves forward every day." "The mission statement is made real for Ann Taylor employee associates, however, with a clearly defined set of values and a strong commitment to the Ann Taylor brand and Ann Taylor customers. The Ann Taylor Values are... "We are passionately committed to our brands. Our associates know that our brand heritage lives and brows by exceeding our clients' expectations. We are driven to perform. Personal accountability for results is at the heart of how associates contribute to our grown - as well as what ensures our overall integrity. We work as a team. We embrace the diversity of our associates and their ideas, and we collaborate and communicate openly. We are constantly improving. We stay ahead of the industry - instead of merely reacting to it." For more about the Ann Taylor Values and Brand Commitment, click here.

Party City Mission Statement: Company Culture of Celebration

The description of the Party City company culture gives Party City employees a mission of fun and celebration.

Party City Founders Facts:

The first Party City store was opened in East Hanover, N.J. in 1986 by Steve Mandell.

Party City Headquarters:

The headquarters of the Party City Retail Chain is located in Rockaway, N.J. 

Party City Mission Statement:

Although not labeled an "official" mission statement, the description of the Party City Company Culture guides its employees on a mission of celebration and fun...

"Party City cares deeply about our communities and the children in them. We know that no celebration is complete without a child's smile, and that's why we partner with so many wonderful causes to provide just that. Whether it's focusing on Education, Health and Nutrition, Poverty, Illness, or Life-Enriching Programs, Party City wants to ensure every community gets the attention, and care, it deserves."

Further clarification of the Company Culture describes the Party City Store atmosphere and customer experience...

• "We are Creative At Party City we give customers the opportunity to be special, to sensationalize every aspect of their party.
• We are Customer Focused We get to know our shoppers and help plan their celebrations. We are the pros and we make a difference in people's lives.
• We are Team Players We work in a collaborative environment. While we each accept responsibility to be the best we can be, we actively help each other towards our common goals."

Academy Sports + Outdoors Mission Statement: Trust, Respect, Unique Experiences

The three-part mission of the Academy Sports + Outdoors retail stores chain focuses on customer trust, employee respect, and creating a unique shopping experience. 

Academy Sports + Outdoors Founders Facts:

Academy Sports + Outdoors began as the Academy Tire Shop, founded by Max Gochman in San Antonio, Texas in 1938. Military surplus, sports equipment, and outdoors items were added to its product line over the next 50 years, and then the military surplus merchandise was dropped in 1991. The company name was changed to Academy Sports + Outdoors in 1995, and its e-commerce retail website was not launched until 2011. As of 2013 the Academy Sports + Outdoors had retail stores in 13 states throughout the southeast U.S.

Academy Sports Headquarters:

The Academy Sports + Outdoors company headquarters are located in Katy, Texas, which is not far from where the company first began.

Mission Statement and Values of Academy Sports:

The mission statement of Academy Sports + Outdoors focuses employees at all levels on the three things that the company values most - customer trust, employee respect, and creating a superior and unique shopping experience. The complete Academy Sports + Outdoors mission statement is:

"The Academy Sports + Outdoors vision is to be the premier sports, outdoor and lifestyle store of choice, continuously adapting to our customers' changing needs. The company's mission is comprised of three parts. "The first is to deliver an unparalleled shopping experience by providing convenience, offering a broad selection of quality products, delivering exceptional customer service, and selling at everyday low prices. "The second is to know our customers. Customers are our number one priority as we strive to be the retail destination they can trust. "The third is to respect our associates by creating opportunities for personal growth and career advancement, while promoting teamwork in an enjoyable and rewarding work environment."

Zumiez Mission Statement: Active, Cuting Edge Products

Zumiez products are cutting edge, its customers are active and trendy. The Zumiez mission reminds employees of that.

Zumiez Founder:

Zumiez was founded in 1978 by Thomas D. Campion who opened the first store at the Northgate Mall in Seattle, Wash.

Zumiez Headquarters:

Zumiez headquarters are currently located in Everett, Wash.

Zumiez Mission Statement:

Although it is not officially labeled as a "mission statement," the Zumiez website states "We do what others have only dreamed of," and then explains that statement in mission statement type of languaging.

"We provide you with cutting edge clothing, footwear, accessories, DVDs, hard goods for skate and snow for active lifestyles. Everything we do revolves around the customer—you are the heart of our company."

The marketing goal of the company is:

"Zumiez marketing goal is achieved by identifying the consumer’s wants and their needs. Zumiez competes with other stores on the market such as Hot Topic."

Swarovski Mission Statement: Spreading Joy in Everyday Lives

The mission of Swarovski and its retail stores is about the impact that its products can make in everyday lives, and reflects the desire of the Swarovski founder to use crystals to "spread joy."

Swarovski Founders Facts and History:

The Swarovski company was founded in 1892 when Daniel Swarovski invented a machine for cutting crystals in a more precise way than the manual methods that were being used at the time. It wasn’t until 1931 that Swarovski invented sew-on crystal ribbon, which connected the Swarovski company immediately to the fashion industry.

Swarovski crystals were first used famous chandeliers in 1965 when they appeared in chandeliers at the Palace of Versailles and the New York Metropolitan Opera. In 2008 "The Crystal Forest" retail concept was launched, using crystals in the store interior and exterior design which surrounds shoppers with a “forest” of lighting, textures, and colors. As of 2012, there were more than 1200 Swarovski owned and operated international retail outlets, and 1100 partner-operated Swarovski boutiques selling crystal jewelry, figurines, and accessories. The total annual revenue of the Swarovski Group is more than $3 billion.

Swarovski Founder:

The Swarovski crystal global headquarters are located in Wattens, Austria. Swarovski Mission Statement and Values:

The mission statement of the Swarovski company and Swarovski retail stores is as simple and elegant as the company’s crystals themselves. The Swarovski company mission statement is:

“We add sparkle to people's everyday lives." Today’s Swarovski mission statement is aligned with the guiding principle of founder Daniel Swarovski, which was reportedly “To constantly improve what is good” and to “bring joy to people through crystal.” Swarovski provides its employees with guiding principles in the form of official corporate values which define the Swarovski workplace culture and provide guidance about how Tiffany’s employees at all levels conduct business and make decisions. The Swarovski corporate values are:

• ”Responsible – We always think and act in the interest of the company and the impact our actions may have on others. We take care of Swarovski as a whole and Swarovski cares about us – we walk the talk.
• Imaginative – We are open-minded and innovative in creating aesthetically unique product designs and solutions for our consumers and customers.
• Vigorous – We are dynamic and powerful. We leverage the strengths and benefits of our global organization. We empower colleagues to be effective and efficient. We work as a team across the organization to achieve our joint ambition of outstanding and profitable results. We acknowledge and reward performance.
• Passionate – We strive for consumer and customer loyalty by continuously surprising and amazing them and create long-term relationships with our business partners."

Pottery Barn Mission Statement: Exceptional Style and Outstanding Service

The mission of Pottery Barn home stores and catalogs is all about exceptional style, outstanding service, and exceeding customer expectations. 

Pottery Barn Stores Founder:

The first Pottery Barn store was opened in Manhattan in 1949 by Paul and Morris Secon in a rented space that cost $35 per month. The merchandise in this first Pottery Barn store was discontinued and slightly damaged ceramics. The first Pottery Barn stores were sold to the Gap, and that chain subsequently sold them to Williams-Sonoma in 1986 for $6 million.

Pottery Barn has expanded its brand first by establishing a customer base through niche catalogs and then opening physical retail stores based on the popularity of those niches. The Pottery Barn namesake catalog was launched in 1987, and its annual distribution is bigger than all the catalogs of its U.S. retail competitors combined. The Pottery Barn Kids niche brand was launched in January 1999 as a catalog. The first Pottery Barn Kids retail store was then opened in September 2000 in Costa Mesa, California The Pottery Barn Bed + Bath niche was launched as a catalog in 2000. Pottery Barn.com was also launched in the same year. The PBTeen niche brand was launched in 2003 as a catalog. The first PBTeen store was then opened in November 2008 in Atlanta, Georgia.

Pottery Barn Headquarters:

The headquarters for Pottery Barn stores and catalogs are located along with parent company Williams-Sonoma in San Francisco, CA

Pottery Barn Mission, Vision and Values:

The mission of Pottery Barn stores and catalogs is aligned with the mission of Williams-Sonoma, its parent company, which is about product, service, and customer engagement.  The company says its mission statement is: Bring Inspiration Home. 

Specifically, though, the mission of the Pottery Barn brand is defined by this vision statement...

"Pottery Barn is founded on the idea that home furnishings should be exceptional in comfort, style, and quality." The Pottery Barn employees are given more specific guidance about their mission with these specific values statements... "Pottery Barn Associates are dedicated to providing our customers with an outstanding level of service, knowledge, and assistance. We strive to exceed your expectations whenever possible, and are available 24 hours a day to help you find the perfect fit."

Family Dollar Mission Statement: Compelling Shoppers With More Than Discounts

Family Dollar's mission is to be a compelling place to shop, and discount prices are only one way to compel shoppers to shop.

Family Dollar Founders Facts:

The first Family Dollar store was opened by Leon Levine in Charlotte, North Carolina in November 1959 as a self-service, cash-and-carry discount store in middle and low-income areas, the same concept that the chain operates with today.

Family Dollar Corporate Headquarters:

The corporate headquarters for the Family Dollar retail chain is located in Matthews, N.C.

Mission Statement of Family Dollar:

The concept for the initial Family Dollar store was "the customers are boss, and you need to keep them happy." The mission of Family Dollar stores today seems to embrace that initial philosophy in a very specific way. The mission of Family Dollar discount retail chain is...

"For Our Customers A compelling place to shop. . . by providing convenience and low prices For Our Associates A compelling place to work. . . by providing exceptional opportunities and rewards for achievement For Our Investors A compelling place to invest. . . by providing outstanding returns"

Rite Aid Mission Statement: Happiness with Care

The mission of the Rite Aid retail drugstore chain is about both the what and how of Rite Aid’s business, which it defines as contributing to health and happiness in a caring and friendly way.

Rite Aid Pharmacy Founder Facts:

The Rite Aid history extends back to September 1962 when a Thrif D Discount Center store was opened in Scranton, Penn. by founder Alexander Grass. The company was not named Rite Aid until 1968, when it became a publicly traded company on the American Stock Exchange. CEO Martin Grass, son of Rite Aid’s founder, was convicted of accounting fraud and sentenced to eight years in prison in 2004, along with five other Rite Aid executives.

Rite Aid Corporate Headquarters:

The Rite Aid corporate headquarters are located in Camp Hill, Penn.

Rite Aid Mission Statement and Core Values:

The mission statement of the Rite Aid retail drugstore chain is constructed in a way that paints a clear picture for Rite Aid employees about the kind of customer experience it wants to create in its retail stores, and how Rite Aid employees contribute to that creation. The Rite Aid drugstores mission statement is...

"To be a successful chain of friendly, neighborhood drugstores. Our knowledgeable, caring associates work together to provide a superior pharmacy experience, and offer everyday products and services that help our valued customers lead healthier, happier lives.” Additionally, Rite Aid provides its employees with a set of Core Values, which helps Rite Aid employees at all levels to prioritize their tasks, make decisions, and take actions in alignment with Rite Aid’s desired way of doing business. The Core Values of Rite Aid are...

• " Passion for our Customers – We create unmatched levels of loyalty through our associates by being passionately committed to our customers and all we serve.
• Encouragement for our Associates – We provide an environment that inspires and motivates the best people to choose to work here…where they can reach their fullest potential...
• Winning Through Teamwork – We work for the good of the company, not just an individual business or function, by freely offering help and assistance to others and seek it when needed...
• Commitment to Diversity and Respect for the Individual –We display behaviors that clearly show respect for others and with all their diversity.
• Accountability for our Actions and Results – We consistently guide and lead teams to extraordinary results...
• Integrity in all We do - We demonstrate high integrity and develop organizations with unquestioned levels of integrity – never compromising on the pressures of the day....
• Value for our Shareholders - We are fiscally responsible and committed to consistently deliver value for our investors.
• Caring Neighbors - We are caring neighbors, involved in community activities in meaningful ways and committed to reflecting the diversity of each community we serve."

The Container Store Mission Statement: 7 Foundation Principles

Instead of a corporate mission statement, The Container Store retail chain has a more casual set of 7 Foundation Principles which guide the actions of its employees.

The Container Store Founders Facts:

The first Container Store was opened in Dallas, Texas by Kip Tindell, Garrett Boone, and John Mullen on July 1, 1978.

The Container Store Corporate Headquarters:

The corporate headquarters of The Container Store are located not far from the first Container Store location, in Coppell, Texas.

Mission Statement, Foundation Principels of The Container Store:

Instead of a static and traditional corporation mission statement, The Container Store operated for ten years with a loosely defined philosophy. In 1988 a set of seven Foundation Principles were formalized in order to make expansion of the Container Store chain possible, with a consistent philosophy and culture. The Foundation Principles of The Container Store are... "1 Equals 3 We hire only about 3% of all who apply. If you indeed believe that with one great employee, you get three times the productivity of a good employee, you can afford to extensively train them and communicate to them, empower them and pay them 50 to 100% more than what other retailers might pay them." Fill the other guy's basket to the brim. Making money then becomes an easy proposition. With this sentiment guiding us, The Container Store has been successful in creatively crafting mutually beneficial relationships with our vendors by doing everything possible to truly “fill their baskets to the brim.” We know that in return, our business and our bottom line will benefit as well. Man in the Desert Selling We don’t just stop with the obvious. Providing our customers with a complete solution through our Man in the Desert selling philosophy has been key to achieving one of our main goals of having our customers dancing in their organized closet, pantry, home office, etc., because they are so delighted and thrilled with the complete solution we provided them. Communication IS Leadership The Container Store knows the importance of executing every day, consistent, reliable, predictable, effective, thoughtful, compassionate and yes even courteous communication. Intuition Does Not Come to An Unprepared Mind We want our employees to use their intuition — to anticipate the needs of our customers and recommend product solutions... But we know that in order to help employees do this, we have to provide them with the information — the training — to know how best to apply their intuition. The Best Selection, Service, and Pricing It’s hard for most retailers to offer low pricing and provide exceptional service. A few great retailers have achieved a combination of the best selection and the best service. To add the best price to that equation is generally unheard of, but The Container Store diligently achieves all three simultaneously Air of Excitement In retail, customers can sense when employees are having fun, when they love their jobs and are excited about helping customers. It’s an attitude that’s contagious and makes customers want to spend more time in our stores."

Claire's Mission Statement: Value, Assortment, Fashion

The mission statement of Claire’s Stores accessory chain is all about value assortment, fashion and fun that it provides for its target kids, tweens, teens, and young female market. 

Claire's Stores Founders Facts:

The history Claire’s Stores extends back to 1961 when Rowland Schaefer started a company called Fashion Tress Industries, which sold wigs and hair pieces. Also in the 1960s a chain of retail stores called Claire’s Boutiques was operating in Chicago and the midwest. In 1973 Rowland Schaefer purchased Claire’s Boutiques chain, and then changed the name of the company to Claire’s Stores. Other stores that have been owned and operated by Claire’s Stores include Topkapi, Dara Michelle, Arcadia, Art Explosionlow-income and Icing. Claire's Stores Headquarters:

The headquarters of Claire’s Stores are located in Pembroke Pines, Fla.

The Mission Statement of Claire's:

The mission statement of Claire’s Stores accessory chains is chocked full of words to excite and inspire the employee team that is responsible for making accessory shopping at Claire’s compelling and engaging. The Mission Statement of Claire’s is:

"To be a fashion authority and the fun destination, building a comprehensive value proposition, offering a compelling, focused assortment of accessories, costume jewelry and emerging categories targeted to the lifestyles of kids, tweens, teens and young women.”

The vision of Claire's is:

"Become Yourself.

Claire’s aims to inspire girls and women around the world to become their best selves by providing products and experiences that empower them to express their own unique individual styles.

Our brands and environments will sing with fun, innovation, and discovery, will serve to shape the personal stories and dreams of our friends, and will fulfill the aspirations of the communities with which we connect."

Crate and Barrel Mission Statement: People + Product + Presentation = Happiness

The mission of Crate and Barrel home and furniture stores are focused on 3 P's - People, Product, and Presentation.

Crate and Barrel Founders Facts and Trivia:

The first Crate and Barrel home store was opened in December 1962 by Gordon & Carole Segal in Chicago, Ill. The Segal’s first store was named Crate and Barrel because the founders spent all their money on merchandise they purchased directly from factories and artists in Europe and had no money left for retail display fixtures. All the merchandise had to be stacked on the crates and barrels that had been used for shipping. In 1998, 70% of the company was sold to a German catalog mogul named Otto Versand so that the Crate and Barrel chain could expand, but still remain privately-owned.

Crate and Barrel Headquarters:

The headquarters for Crate and Barrel retail chain are located in Northbrook, Ill.

Crate and Barrel Mission and Values:

The mission of Crate and Barrel is:

"We curate inspiration for the home, connecting the creative work of artisans and designers to people and places around the world."

In order to make customers happy, the company focuses on 3 P's - People, Product and Presentation, which all reflect the vision and personal style of founder and CEO Segal. The uniqueness of Segal's retail philosophy was expressed by Segal after he received the Corporate Design Leadership Award in 2009 and he said, "You only do beautiful work slowly and carefully. Don't rush. Stay humble. Stay nervous."

Bare Escentuals Mission Statement: Beauty Is a Force

The mission of Bare Escentuals beauty products stores reflects the company's unconventional view of business as community and beauty as a force of energy.

Bare Escentuals Founders Facts:

Diane Ranger created Bare Escentuals mineral makeup in 1976 and was selling it at Bloomingdales. When Ranger's company went bankrupt, investors Barrie Bergman and John Hansen purchased Bare Escentuals, which then had four retail stores. Bare Escentuals became a publicly traded company in 2006 and was then sold to Shiseido in 2010 for $1.7 billion.

Bare Escentuals Headquarters:

Now owned by Japanese-based Shiseido, the Bare Escentuals headquarters are located in San Francisco, Calif.

Bare Escentuals Mission, Vision and Values:

Not officially identified as its mission, Bare Escentuals makes a very strong statement about its vision, which is an unconventional view of the retail business... "Love. Understanding. Community. That's what Bare Escentuals represents. It's a trusted source. It's the belief that products can actually be good, makeup can be fun, business can be personal and companies can behave more like communities." Bare Escentuals further guides its employees with clearly defined values, which it labels "Our Beliefs"... "Be a Force of Beauty What is a Force of Beauty? We believe that when you feel truly beautiful, you wield enormous confidence, and you have the potential to change a moment, ignite a conversation and start a new adventure…. A Force of Beauty is an energy, a strength, a movement. This broader brand experience is ultimately as much about a peer-to-peer community as it is about bareMinerals products, and as much about making women look beautiful as it is about making a positive difference in women’s lives."

DressBarn Stores Mission Statement: Branded Experience, Beliefs and Principles

The mission of dressbarn is defined as a dressbarn branded experience, a set of corporate beliefs, and core principles. 

BressBarn Stores Founders Facts:

The first dressbarn retail store was opened in 1962 by Roslyn Jaffe in 1962. The focus of the first dressbarn stores was designer styles at discounted prices.

DressBarn Chain Headquarters:

The dressbarn headquarters are located in Suffern, N.Y.

DressBarn Women's Apparel Mission Statement:

In defining its branded experience, dressbarn stores is creating a mission for its employees... "Customers come as they are and leave feeling even better. Each experience builds her confidence and enriches her well being. dressbarn will be her favorite destination by offering an uplifting experience, fashion-right product and high perceived value." To further define its corporate culture, dressbarn provides its employees with a set of corporate beliefs... "What dressbarn believes

• We believe trust is earned, not given.
• We believe happiness is an occasion you dress for.
• We believe fashion is fleeting, but style persists.
• We believe value is more than a price tag.
• We believe our job is not done until you look as beautiful as you are inside."

Founder Roslyn Jaffe had some clearly defined core principles that she used to manage dress barn retail operations, and those core principles still guide the dressbarn management team today. Jaffe's "Seven Believe Values" are...

• Building Relationships
• Earning Trust
• Leading With Encouragement
• Igniting Our Business
• Elevating Standards
• Valuing Our Associates
• Excelling in Service

Kirkland's Stores Mission Statement: Engaging Shopping, Unique Style and Value

"Official documents define the Kirkland's customers and the Kirkland's retail shopping experience that intends to keep them engaged in a way that provides a mission for its employees.

Kirkland's Founders Facts:

Kirkland's was founded by Carl Kirkland in 1966 when he opened the first Kirkland's store in Jackson, Tenn.

Kirkland's Chain Headquarters:

The Kirkland's headquarters are located where the company was founded, in Jackson, Tenn.

Kirkland's Mission Statement :

Not identified formally as a "mission statement," this identification verbiage is used in annual reports and other official documents enough that serves the same purpose that an official mission statement…

"At Kirkland’s, we believe in providing customers with everything they need to create inspirational living spaces, but we also believe in living inspirational lives. We honor this commitment by partnering with organizations that share our purpose: To inspire and experience the warm emotions and pride of home sweet home. With our employees and partners by our side, we’re making the world a more hopeful place to be, one inspirational moment at a time. See how we’re getting creative with community service and learn more about our remarkable partners ." 

Chico's FAS Mission Statement: Guiding Principles of Customer Care

The mission statement of the Chico's company and Black House White Market stores are the values and guiding principles which shape the customer experience. 

Chico's and Black House White Market Facts :

Originally selling Mexican art and cotton sweaters, Chico's was founded in 1983 in Sanibel Island, Fla. by Helene and Marvin Gralnick. White House|Black Market was acquired by Chico's FAS Inc. in 2003, afer the separate monocrhomatic merchandising concepts were merged in 1997.

Chico's FAS Headquarters :

The headquarters of Chico's FAS Inc. is located in Fort Myers, Fla.

The Mission Statement of the Chico's FAS:

The mission statement of Chico's FAS Inc. and White House Black Market retail stores is really a set of "Values" and "Guiding Principles" that define "how we behave." The Values that clearly define "what we believe" for Chico's FAS Inc. employees are... "Customers First - We are customer-centric: passionate about our amazing customers who stand at the center of our universe. Integrity - We expect honesty and trustworthiness 100% of the time — period. Respect - Our success comes from teamwork and collaboration. Vibrant Spirit - ...heart, determination, innovation and teamwork are contagious and create an entrepreneurial spirit that makes working hard and getting things done not only productive, but FUN. High Performance - We align with our shareholders who expect us to reach high and deliver on financial goals. The Guiding Principles which determine how Chico's and White House|Black Market employees behave are... "Most Amazing Personal Service - We cherish our relationship with our customers and treat them as friends. We Love What We Do! - We don’t just make and deliver clothing. We have a passion for fashion. Most Amazing Place to Work, Learn and Grow - We constantly coach, encourage, and challenge, taking pride in personal development and guiding our Associates to be the best they can be."

Cost Plus World Market Mission Statement: Retail Vision

The product mix, pricing philosophy, and retail vision for for Cost Plus World Market is clear in official company documents, although not labeled an "official" mission statement. However, in 2012, Bed Bath & Beyond purchased Cost Plus. 

Cost Plus World Market Facts and Trivia:

Cost Plus has its beginnings in 1958 when William Amthor sold a shipment of wicker furniture at a pier in San Francisco, Calif. He sold his imported merchandise for cost plus 10%, which gave birth to the company name Cost Plus. The first retail store location was a warehouse space on Fisherman's Wharf in San Francisco, Calif. In 2012 the company was bought by Bed Bath & Beyond. 

Bed Bath & Beyond Headquarters:

The headquarter location for Bed Bath and Beyond is located in Union, N.J.

The Bed Bath & Beyond Mission Statement:

The Bed Bath & Beyond mission statement is: 

"The Company’s mission is to be trusted by its customers as the expert for the home and heart-felt life events. These include certain life events that evoke strong emotional connections such as getting married, moving to a new home, having a baby, going to college and decorating a room, which the Company supports through its wedding and baby registries, mover and student life programs, and its design consultation services."

Meanwhile, the values statement of Bed Bath & Beyond is:

"Bed Bath & Beyond’s customer-centric and high-performance culture inspires our associates to do whatever it takes to satisfy the customer. The Company is committed to the highest level of customer service in order to exceed customer expectations and provide a noticeably better shopping experience. We are never satisfied and we strive to be the best in providing our customers differentiated products, services and solutions at the right value."

Williams Sonoma Mission Statement: What Our Products Can Do For You

The mission statement of Williams-Sonoma home and kitchen stores is less about the Williams-Sonoma products and more about what Williams-Sonoma products can do for its customers. 

Williams-Sonoma Facts and Trivia :

When Charles E. Williams opened a cookware shop in Sonoma, California in 1956, the Williams-Sonoma retail concept and the retail chain was born.

Williams-Sonoma Headquarters :

The headquarters of Williams-Sonoma retail chain is located in San Francisco, Calif.​

Williams-Sonoma Mission Statement:

The mission statement of Williams-Sonoma makes it clear that the home and kitchen chain doesn't just want to sell home and kitchen merchandise, it wants to be a leader so its customers can be experts. The mission statement of Williams-Sonoma is... "The mission of our Williams-Sonoma brand is to be the leader in cooking and entertaining by delivering great product, world class service and engaging content." The Williams-Sonoma commitment to being a world class leader is reinforced in its corporate Values as well...

• "People First We work to create an environment that attracts great talent, and we seek to motivate, inspire and recognize high performance.
• Customers Our customers inspire everything we do. Answering their needs is about more than business for us; it's a calling.
• Quality We seek to make lasting quality the signature of our company. To us, what we create is personal, just as it is for our customers.
• Shareholders All of our values support our success as a company. We are committed to this success, and to providing a superior return to our shareholders."

Belk Department Store Mission Statement: Southern Style, Customer Care

The mission statement of Belk department stores embraces the company's heritage with Southern style and a brand of customer care which includes good shopping value.

Belk Company Founders Facts:

The Belk company is one of the oldest U.S. retail companies still in operation today. Belk was founded in 1888 by William Henry Belk in Monroe, N.C. with $1,250 and $3,000 worth of merchandise on consignment. Considering the pride it has in its southern heritage today, it's surprising to know that the first store opened by Belk was called New York Racket. The business changed names to Belk Brothers after Belk's brother, Dr. John Belk joined as a partner.

The Belk Department Store Headquarters :

The company headquarters of Belk department stores have been located in Charlotte, N.C. since 1908.

The Mission Statement and Values of Belk Department Stores:

The mission statement of Belk department stores embraces the company's long legacy and strong Southern roots. The Belk company mission statement is:

”To satisfy the modern Southern lifestyle like no one else, so that our customers get the fashion they desire and the value they deserve.” Additionally, Belk has a larger vision which defines its desire to create strong customer loyalty. The Belk company Vision is: "For the modern Southern woman to count on Belk first. For her, for her family, for life.” How Belk intends to achieve its Vision and Mission and conducts its business on a daily basis is more specifically defined in its Values, which are:

"Our Values:

• Be encouraging of growth and change.
• Be proud of our rich heritage.
• Be involved in our communities.
• Be relentless with customer care.
• Be committed to the success of our associates.
• Be the best at what we do."

OshKosh B'Gosh Mission Statement: Fun, Play, Imagination

The mission of OshKosh B’Gosh retail stores is aligned with its parent company, but also uniquely distinct because of its beliefs fun, play, imagination, expression, and the comfortable clothes that makes all these things possible for children. 

OshKosh B'Gosh Founders Facts :

The history of OshKosh B’Gosh extend back to 1895 when the Grove Manufacturing Company in OshKosh, Wisconsin began manufacturing overalls for farmers and railroad workers. In the early 1900s, William Pollock purchased the company and changed the name to OshKosh B’Gosh in 1911 after hearing it in a Vaudeville act. The OshKosh B’Gosh brand gained widespread popularity after the company made child-size overalls and received 10,000 orders for them from a national Mesa catalog in 1962. The company expanded its “small-fry” line, and OshKosh B’Gosh then became a well-known children’s clothing brand in 1971 when Bloomingdale’s called with an order. In 2005 OshKosh B’Gosh was purchased by Carter’s Inc. for $312 million.

OshKosh B'Gosh Headquarters :

The headquarters of the OshKosh B’Gosh brand and retail stores are still located in OshKosh, Wis. where the company began.

OshKosh B'Gosh Mission and Beliefs :

The mission statement of OshKosh B’Gosh is the same as its parent company, Carters, Inc., which the company refers to as its “philosophy.” The “Philosophy” of OshKosh B’Gosh and Carters, Inc. is: "We believe that childhood is a celebration, and the colorful prints and cute characters we design are inspired by the joy and love children bring into our lives. We celebrate childhood by supporting babies, children, and families with thoughtful designs, quality materials and construction, and convenient shopping options.” Although OshKosh B’Gosh is part of Carters, Inc., the brand also has its own distinct personality, which is described by a set of beliefs that are appropriately referred to as “What We Believe”... "We believe that fun and play are the center of a kid’s universe. We believe imagination should be uninhibited, creativity encouraged, and that comfort should reign supreme. We believe in the power of play, of make believe, and of genuine expression.”

The Buckle Mission Statement: Total Focus on the Customer

The Buckle mission statement keeps all employees completely focused on creating The Buckle customer experience. ​

The Buckle Founders Facts and Trivia :

David Hirschfeld founded The Buckle when he opened the first Mills Clothing store in Kearney, Neb. in 1948. A second store named Brass Buckle was also opened in Kearney. In 1991 all stores in the chain began operating under the current name, The Buckle.

The Buckle Headquarters :

The Buckle corporate headquarters are still located in the city where its first store opened, in Kearney, Neb.

The Mission Statement of The Buckle :

The mission statement of The Buckle keeps employees at all levels completely focused on The Buckle customers and the shopping experience in The Buckle stores. The mission statement of The Buckle is: "To create the most enjoyable shopping experience possible for our guests."

Bon-Ton Mission Statement: Attention to Customers, Community

Individual attention was an important value when the first Bon-Ton store openedMesa and is still Bon-Ton's mission today.

Bon-Ton's Founders:

Bon-Ton got its beginnings in 1898 when founder Max Grumbacher opened a one-room store that sold millinery and dry goods in York, Penn.

Bon-Ton's Headquarters :

Bon-Ton headquarters are located in three different cities - York, PA, Milwaukee, Wis., and Dayton, Ohio.

Bon-Ton Stores Mission and Vision Statement :

When the Bon-Ton stores were first founded, they were operated "with a close attention to detail and a conviction that business success would come to those who offered customers quality merchandise at a fair price with careful attention to their individual needs and wants," according to the Bon-Ton website. Although this is not officially labeled as a "mission statement," the company says that these are values that still guide the Bon-Ton stores today.

Bon-Ton also states that the way it will move to a successful future is to:

• Continue our rich tradition of commitment to our individual communities and local store names.
• Be nimble and adapt to the ever-changing retail industry.
• Embrace new ideas, innovative creativity and differing points of view.
• Continue to be a place where an individual can be recognized and rewarded.
• Continue to be the right place for our associates and customers.

The Bon-Ton vision statement is: 

“Our vision is to be the best hometown department store for the family, for the home, for generations ." 

Jos. A. Bank Mission Statement: Classic Style, Service

Classic style, service, and appropriate business wear solutions are part of the mission statement that guides Jos. A. Bank leaders and employees. 

Jos. A. Bank Clothiers Founders Facts :

Charles Bank was a Lithuanian immigrant, and a tailor in Baltimore, Maryland in 1866. His grandson Joseph A. Bank joined his grandfather in business in 1898 at the age of 11 and became a wholesale pants salesman. The business was focused on manufacturing and wholesale supply and the first JoS. A. Bank retail store was not opened until after World War II.

Jos. A. Bank Corporate Headquarters :

The corporate headquarters of Jos. A. Bank, Inc. are located in not far from where the company was first founded more than a century ago Hampstead, Md.

The Mission Statement of Jos. A. Bank:

Any retail company that has survived and thrived for more than a century likely has a strong foundation guided by a strong mission statement. Classic style, service, and appropriate solutions are some of the low-income traditional elements included in the Jos. A. Bank mission statement, which is...

"Become known and trusted as 'The Expert in Men’s Apparel' and a leading menswear brand by designing and contract-manufacturing classically styled career and casual apparel sold in a nationwide chain of service-oriented retail stores, in a direct response catalog business and on an interactive internet site, with an emphasis on value, service, convenience, and appropriate business wear solutions."

Stage Stores Mission Statement: Name Brands to Small Towns

Stage Stores uses five storefronts in its mission to bring brand name clothes to small towns and neighborhoods. 

Stage Stores Founders Facts and Trivia :

The Stage Stores chain can trace its history back to the founders of several different clothing store chains.

In 1867 H.C. Uhlman became a partner in a general store in Weston, OH, which would eventually become the Uhlman's chain of stores. Then over the course of the next 80-plus years through mergers and acquisitions of various retail chains, we got the current Stage Stores organization.

Stage Stores Headquarters:

The corporate headquarters of Stage Stores is located in Houston, Texas. 

The Mission Statement of Stage Stores :

The mission statement of the Stage Stores conglomerate is similar to the mission statement of each of the chains that eventually joined together under the Stage Stores umbrella. The Stage Store mission statement is: "Our mission is to be America’s leading small town and neighborhood retailer dedicated to delivering desirable brand name family apparel with exceptional value and service!"

Stein Mart Mission Statement: Vision Reveals the Retailer's Struggles

The mission statement of Stein Mart is no different than any other off-price retailer would have, which reveals the root of Stein Mart's struggles in the discount retailing niche. 

Stein Mart Founders Facts and Trivia :

The first Stein Mart store was opened in 1908 by Sam Stein in Greenville, Mississippi. Originally Stein Mart was a general merchandise store until 1932 when Stein's son, Jake, started running the company and shifted the inventory focus to discount clothing.​

Stein Mart Headquarters:

The Stein Mart headquarters are located in Jacksonville, Fla.​

The Stein Mart Stores Mission Statement:

The Stein Mart Mission Statement could be (and probably is) the mission statement for every retail chain in the discount niche. The Stein Mart mission statement is... "Our Mission is to serve our customers and community efficiently and effectively; to act with integrity towards customers, associates and vendors; to maintain profitable growth and build long-term value for our shareholders." The Stein Mart vision could provide an inspiring and distinct outlook, and yet, it is as indistinct and generic as its mission statement. The Stein Mart Vision is... "Our Vision is to be the preeminent upscale off-price retailer in America." In addition to an official vision and mission statement, Stein Mart also has established some specific "shared values," which are still general and lacking in brand uniqueness and competitive differentiation. The Shared Values of the Stein Mart retail chain are... "We delight our customers. At Stein Mart, our customers are the most important part of our business and we pride ourselves on creating a standard for customer service marked by friendliness, caring, a sense of urgency and great execution. We develop effective teams. Our success is dependent upon the collective energy and contribution of every Associate. We celebrate differences. We respect every individual and believe that our differences help make us stronger as a company. We support our communities. We feel strongly about giving back to our communities through corporate citizenship. We build partnerships. Ultimately, we strive to create an environment that allows us to build strong partnerships with Associates, Customers, Vendors, Shareholders and the communities we serve."

Duckwall-ALCO Company Mission Statement: Goals of Bygone Days

Duckwall-ALCO brings the past to its present with its mission to bring bygone days to hometown communities. 

Duckwall-ALCO Founders:

A.L. Duckwall founded Duckwall-ALCO when he opened a general merchandise store in Abilene, Texas in 1901.

Duckwall-ALCO Headquarters :

Duckwall ALCO's headquarters are still located in the city of its roots, Abilene, Texas.

Duckwall-ALCO Mission Statement :

The Duckwall-ALCO mission statement defines what the company wants to do, where they want to do it, and how they want their brand to be perceived by its customers and in the communities it serves. According to the Duckwall-ALCO website, the company's mission statement is: "Our mission is to be the best general merchandise retailer in America, serving smaller, hometown communities. We strive everyday to achieve that goal with our work ethic, quality selection of goods, competitive prices, and friendly service of bygone days. We owe much of our success to three important members of the ALCO team: our associates, our vendor partners, and our shareholders."

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A Spanish fast fashion retailer brand

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Sustainability

Finance / Economy

CSR & Impact

Talent / People / Culture

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Smart policies / Tax incentives

Digital Transformation

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• Area served Worldwide
• Industry Fashion, Lifestyle, Retail, Textiles
• Headquarters Avenida Gonzalo Navarro, 3715578 Narón, A Coruña, Spain
• Operating Status Active
• Key People Marta Ortega Pérez (Chairperson, Inditex) Óscar García Maceiras (CEO, Inditex) Jose Arnau Sierra (Deputy Chair)
• Products Apparel- accessories- shoes- swimwear- beauty and perfumes.
• Revenue $18.9 billion annually (2018)
• Region Served Worldwide
• Type Private, For Profit
• Founder Amancio Ortega, Rosalía Mera
• Number of employees 100,000+
• Founded 1975

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Founded in 1975 by Amancio Ortega and Rosalía Mera, Spanish fast fashion retailer Zara- by the Inditex group – designs, produces, distributes and retails apparel, accessories, shoes, swimwear, beauty products and perfumes through its extensive retail network. Renowned for its ability to develop a new product and get it to stores within two weeks- while other retailers take six months- Zara has over seven thousand stores worldwide including its kids and home stores.

Zara was founded by Amancio Ortega and Rosalía Mera in 1975 as a family business in in Galicia, Spain. Its first store retailed low-priced lookalike products of popular higher-end fashion. Within eight years, Zara’s approach to fashion and its business model generated traction with the Spanish consumer and this led to the opening of nine stores in Spain.

In 1985 Inditex was incorporated as a holding company which laid the foundations for a distribution system capable of responding to evolving market trends real fast. Ortega changed design, manufacturing and distribution processes to reduce lead time and react to new trends in a quicker way, which he called “instant fashion.” The changes included the use of information technologies and using groups of designers instead of individuals.

Zara has consistently acted as a pioneer in fast fashion and its success can be attributed to placing the consumer at the heart of the company vision board. Expanding throughout the world at a lightning pace… the company started its international expansion Porto, Portugal in 1988 followed by the United States and France. During the Nineties, Zara expanded to Mexico- Greece- Belgium- Sweden and in the next decade opened stores in Japan- Singapore- Russia- Malaysia- China- Morocco- Estonia- Hungary- Philippines, Costa Rica- Indonesia- South Korea- India- South Africa and Australia.

Digitalization was the next step forward . On September 2010, Zara launched its online boutique. The long-awaited website went online in Spain- UK- Portugal- Italy- Germany and France and later in the US and Asia. Pretty soon Zara launched a smartphone application which was downloaded by two million people in record time. There was another feather in its cap. In 2012 the Spanish label promised to eradicate all releases of hazardous chemicals.

So it didn’t come as a surprise when Inditex was crowned “Retailer of the Year” at the inaugural World Retail Awards in Barcelona. The successful high street company “had a stunning year and continued to build on its reputation to deliver fast fashion” said judges. Inditex won over Neiman Marcus, Target, Best Buy, Tesco and Whole Food Markets. Today Inditex is the world’s largest fashion group operating more than 7400 stores worldwide.

Spanish fast fashion retailer Zara’s vision is to democratise fashion. It’s vision involves a fast fashion strategy where products are produced at a high rate and distributed to customers at inexpensive prices. The brand gives customers what they want and gets it to them faster than anyone else by ensuring that the team identifies the preferences of the market and improves people’s tastes and overall life by producing fashionable products before its competitors.

Mission Statement

Zara’s mission is a testament to its unwavering commitment to providing customers with affordable yet stylish alternatives to high fashion trends. At the core of this mission is the drive to deliver these offerings with unparalleled speed, outpacing any competitor in the industry. The Spanish fast fashion brand recognises that fashion is an evolving space and the its dedication to swiftly replicating the latest trends allows its customers to be stylish without breaking the bank.

Central to Zara’s unique business model is the customer, who remains at the heart of every decision and strategy. Zara’s integrated approach, spanning from design to production, distribution and sales ensures that the customer’s preferences and needs are woven into the fabric of the brand. With an extensive retail network, Zara has successfully democratized fashion, making it accessible to a wide range of consumers. The brand’s mission is a testament to its agility and unwavering focus on delivering trendy affordable fashion to its customers faster and more efficiently than any of its competitors, ultimately reshaping the way people experience and engage with high fashion.

Products and Services

Spanish fast fashion retailer Zara provides inexpensive and stylish apparel and accessories, footwear, swimwear, costume jewellery and undergarments for men, women and children. The fashion brand is renowned for its ability to develop a new product and get it to stores within two weeks while other retailers take six months.

Marta Ortega Pérez (Chairperson, Inditex) Óscar García Maceiras (Inditex CEO) Jose Arnau Sierra (Board Director) Amancio Ortega Gaona (Board Member) Pontegadea Inversiones (Board Member)

Official website Zara

How Zara became a huge fashion retailer BoF

Facebook page of Zara Facebook

Zara launches online boutique Fashion United

Instagram page of Zara Instagram

World Retail Awards recognises Zara Fashion United

Twitter page of Zara Twitter

Zara reports surging sales despite cost of living pressures The Guardian

LinkedIn page of Zara LinkedIn

Official website Inditex

Wiki page of Zara Wikipedia

Ethical commitment of Inditex Inditex

What Is Zara Doing To Adopt Digital Transformation? FashionABC

Zara Stops Usage of Toxic Chemicals Business Insider

Youtube channel of Zara YouTube

Snapshot of Zara Forbes

Inditex Makes Historic Net Cash Position Amid The Coronavirus FashionABC

Fast fashion, explained VOX

A Culture of Customer Co-creation Martin Roll

Zara Success Stories

Zara is one of the largest international fashion companies. It belongs to Inditex, one of the world’s largest distribution groups.

The customer is at the heart of our unique business model, which includes design, production, distribution and sales through our extensive retail network.

For more information, please visit the Inditex Group website: www.inditex.com