Abundant clothing production is in line with the number of shops which also continues to increase. Inditex, the company that owns Zara, Pull and Bear, Massimo Dutti, Berskha, Stradivarius, Oysho, and Uterque, in 2008 had 3,691 stores, spread across 68 countries (Anguelov, 2016). Nine years later (2017) the number almost doubled, to 6,740 stores, spread across 93 countries (Inditex). That means, Inditex opens approximately two stores a day, or around 745 stores per year.
Its competitor, H&M (Hennes and Mauritz) from Sweden, has 3,962 stores worldwide with a production capacity of 550 million pieces per year (Cline, 2014). Next to H&M there is Uniqlo. Even though this Japanese brand does not have as many stores as Zara and H&M (1,861 stores), it is capable of producing up to 600 million pieces of clothing per year (Cline, 2014).
Zara, H&M and Uniqlo are three big brands badak togel that represent what is usually called fast-fashion. Some similar brands that are quite familiar to us in Indonesia include Topshop, Forever 21, Mango, GAP, Cotton On, Next, and New Look.
Maintain Capital Turnover
In a general sense, the term fast-fashion refers to a collection of cheap clothing that imitates luxury clothing trends (Joy, Sherry, Venkatesh, Wang, and Chan, 2012). In its academic sense, fast-fashion is a business strategy that aims to shorten: (1) the process or stages in the clothing sales cycle; and (2) lead times (production, distribution, etc.) in the supply chain, so as to offer new products to the market as quickly as possible (see Barnes and Lea-Greenwood, 2006; and Choi, 2014). The two underlying components are quick response and enhanced design.
In the fashion industry, it is known that there is a division of seasons which is traditionally divided into 8 seasons (Spring, Summer I, Summer II, Fall, Trans-seasonal, Winter I, Winter II, and Holiday) (Birnbaum, 2005 in Anguelov, 2016). In an industrial context, seasonal divisions are created to regulate the work rhythm of the fashion industry supply chain.