澳洲代写assignment:Zara流程改进。在Zara，流程改进从来不是一个确定的流程，而是一个持续的自我完善策略，以满足客户的期望。因此，过程改进和客户期望在本质上是同步的，因为这两种实践都寻求彼此的反馈，并为改进制定新的挑战。过程改进是为了满足客户的期望而特别设计的，因此，客户互动、客户观察和客户识别是其存在的基础。接下来澳洲代写assignment专家将对Zara流程改进进行分析。
为了迎合快速变化的趋势和顾客不断变化的期望，Zara在固定和可变的工资基础上引进了几名新的设计师。这主要是为了满足客户需求的不断变化的设计模式。它能够建立一个庞大的业务基础上，在多个设计师的基础上，定期对新趋势进行研究，并考虑到地区、文化差异和客户的偏好。这样的动机导致该品牌在其产品类别中形成了始终“新鲜”的形象。然而，从另一个角度来看，这样的品牌属性，即顾客每次去Zara商店都希望得到惊喜的产品，如果不在日常生活中加以注意，可能是有害的。假设由于政治不稳定、市场疲软、经济低迷等外部条件不合适，该品牌在聘请设计师方面出现疲软，那么来自消费者的反弹可能是令人讨厌的、前所未有的。似乎Zara在竞争中成为最好的产品和内部质量管理，这使其自身形成了一种“确认偏见”，这可能阻碍其实现可持续的商业目标。如果消费者对Zara的主要信念和理解没有得到解决，使其品牌在全球流行的同样品质可能会成为一种破坏。
为了满足顾客对买得起的，但奢侈的服装的期望，Zara改变了它的流程改进标准，它设计了一个计划，更快的设计准备和更快的交付到商店所需的尽可能少的延迟(Martin Roll, 2016)。价格合理的奢侈品是一个严重的市场缺口，几乎在每个市场都能看到，Zara填补了这个缺口，满足了需求。Toda, Zara利用内部流程改进，流程监控来衡量市场趋势，客户期望，并在流程规划中立即跟进。如此迅速地发现市场缺口并交付与客户期望相同的产品，是内部质量管理过程大规模改变的结果。准确地说，Zara对于成为顾客首选品牌的内在追求无疑是杰出的。
Zara的流程改进总是在执行中，不管它的运营区域是什么。这种对内部流程的即兴发挥的热情，包括正确的沟通，消除错误的信息，不间断地遵循供应链，倾听客户的意见并提供相同的信息，使Zara成为大量客户最喜欢的品牌。近距离观察发现，该品牌在满足50岁以上人群的需求方面略显薄弱，这一群体仍未被开发。这是因为它的过程改进一直依赖于青年和中年专业人士。为50岁以上人群提供服务面临着巨大的竞争，而Zara在这方面往往落后。这也驳斥了其卓越质量管理举措的庄严优越性。
In order to cater to rapidly changing trends and shifting customer expectations, Zara inducted several new designers on a fixed and variable payroll basis. This was primarily to cater continuously changing design patterns that customer demanded. It has been able to build a large business on the foundation of multiple designers working on new trends on a regular basis, keeping in mind the regional, cultural differences and preferences of customers. Such motive led to the brand developing an image of being always “fresh” in its product categories. However, seen otherwise, such a brand attribute where customers always expect a surprise product every time they visit a Zara store can be detrimental if not paid attention to on a daily basis. Suppose the brand weakens in its designer hiring, owing to unsuitable external conditions such as political instability, bearish markets, distressed economic phase, the backlash from customers could be annoying and unprecedented. It also seems that Zara, in the race to become the best in its offerings and internal quality management, has made for itself a “confirmation bias”, which can deter it from its sustainable business goals. If the dominant beliefs and interpretations of customers about Zara remains unaddressed, the same quality that made its brand globally popular could be a spoilsport.
To meet the customer expectation of affordable, yet luxury, apparels, Zara changed its process improvement standards and it devised a plan of faster design preparation and faster delivery to the stores with as little delay as required (Martin Roll, 2016). Luxury products at affordable prices are a serious market gap, identified almost in every market, and Zara picked up this gap and catered to the demand. Toda, Zara uses its internal process improvement, process monitoring to gage the market trends, customer expectations, and follows it up immediately in its process planning. Such quickness in identifying the market gap and delivering the same as the customer expects, is the result of the massive alterations of internal quality management processes. Precisely, Zara’s internal quest for occupying the tag of a preferred brand for customers is undoubtedly outstanding.
Process improvement at Zara is always in execution, irrespective of the region of its operations. This zeal for improvisation of its internal process, which includes right communication, eliminating wrong information, following the supply chain without disruptions, and listening to the customers and delivering the same, makes Zara the most preferred brand for a large number of customers. Close observation has revealed that the brand is a little weaker in catering the age group above 50, which remains untapped. This is because its process improvement has been dependent on the youth and middle aged professionals. Catering to the 50 plus age group has a substantial competition, where Zara tends to lag behind. This also disproves the solemn superiority of its exceptional quality management initiatives.
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