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BPP Business School

Coursework Cover Sheet

Please use this document as the cover sheet of for the 1st page of your assessment.

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Module Name Global strategy and Sustainability

Student Reference Number BP0277408
(SRN)
Assessment Title Coursework Assessment
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Declaration of Original Work:

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my original work, researched, undertaken, completed and submitted in accordance with the
requirements of BPP School of Business and Technology.

The word count, excluding contents table, bibliography and appendices, is 3000 words.

Student Reference Number: BP0277408 Date: 29/August/2023

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and awards for programmes.

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Introduction:
This research will help figure out Zara's internal and external environments by using tools like
SWOT and PESTLE analysis. When all the facts are looked at together, it's clear that the
answer is somewhere else. Zara's competitive advantages were also largely based on the
VRIO architecture. But the research will look into the organization's goals for going global,
and depending on what it finds, it will make suggestions for how to get in. This report
provides a business report to the CEO on further growth opportunities.

Task 1: The External and Internal Environment

The external environment refers to the surroundings beyond the company's control, including
macroeconomic factors and sociological trends, which have an influence on Zara. This
includes elements such as economic conditions, market trends, cultural shifts, political and
legal factors, technological advancements, and environmental considerations.

PESTEL Analysis
Political The operations of Zara are influenced by the political environment of the
countries where it operates (JANGIR, 2020). This encompasses factors
such as international business regulations, employment policies, laws
related to foreign investment, tax regulations, and environmental
protection measures.
Economical Interest rates, GDP, and inflation are macroeconomic factors that can impact
the value of Zara. (Ruan,etal.2022).
Social The political unrest occurring in the countries where Zara operates
significantly impacts the company's level of success.
Technological The political upheavals occurring in the countries where Zara conducts
business have a significant impact on the company's success.
Environmental Zara must adhere to environmental legislation in the countries where it
operates and has a responsibility to address and mitigate any negative
impacts its operations may have on the environment. This includes
considering and implementing measures to minimize the adverse
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effects of its business activities on the surrounding environment.

(Boitrelle,et al.2021).
Legal Zara is obligated to adhere to various national and international regulations,
encompassing areas such as labor laws, copyright laws, and antitrust
laws. Compliance with these rules ensures that Zara operates within
legal frameworks and upholds ethical standards in its business
practices.

Porter's Five Forces

Porter's Five Forces is a framework used for analyzing the competitive forces within an industry
to determine its attractiveness and potential profitability. Here's how it can be applied to ZARA, a
well-known fashion retailer:

Threat of New Entrants: ZARA benefits from a moderate barrier to entry due to several factors:

• Brand identity: It is difficult for new entrants to establish themselves since ZARA has a
strong brand recognition and a devoted consumer base.
• Economies of Scale: ZARA's parent company, Inditex, operates on a large scale, enabling
cost advantages that new entrants might struggle to achieve initially.
• Complexity of the Supply Chain: ZARA's distinct "fast fashion" business model depends
on a complicated supply chain and quick manufacturing cycles, which could put off new
competitors who lack the essential knowledge.

Bargaining Power of Suppliers: ZARA's supplier power is relatively low due to its effective
supply chain management and diversity of suppliers:

• Wide Range of Suppliers: ZARA collaborates with several suppliers, which lessens
reliance on any one provider.
• Fast Turnaround: If necessary, ZARA can swap suppliers thanks to its swift design and
production adjustments.
• Vertical Integration: Inditex has more control over the production process because it owns
manufacturing and distribution facilities.
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• Customers' Bargaining Power: A number of factors, such as minimal switching costs and
the freedom to patronise other quick-fashion stores, contribute to ZARA's moderate buying
power.
• ZARA's products are in high demand since they are both stylish and affordably priced.
• Customers' preference for ZARA products over other brands may make it harder for them
to get a decent deal.

Threat of Substitutes: The threat of substitutes is moderate for ZARA:

• ZARA stands apart from the competition because of its innovative combination of fast
fashion cycles, low prices, and on-trend designs.
• Customers can quickly move to other online clothing merchants due to the proliferation of
e-commerce.
• Conflict between Businesses: ZARA competes with a number of different companies in
the fiercely competitive fashion retail business.
• ZARA faces stiff competition from both online and brick-and-mortar stores, including
quick fashion shops like H&M, Forever 21, and Uniqlo.
• To stay ahead of the curve in the ever-evolving fashion industry, ongoing innovation is
essential.
• Marketing and advertising: Businesses compete for customers by spending money on
advertising and marketing.

Resource-Based View (RBV).

The RBV places emphasis on a firm's distinctive assets and competencies as strategic priorities.
Consider the following RBV interpretation of ZARA::

Identify Key Resources:

• ZARA's in-depth knowledge of current trends and ability to rapidly transform them into
products is a crucial asset in the fast fashion industry.
• ZARA's manufacturing, distribution, and retail locations are all part of the company's
vertically integrated supply chain, making it a valuable asset.
• ZARA has a leg up on the competition thanks to the fame of its name brand.
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Evaluate Resource Rarity:

• Expertise in Fast Fashion: ZARA's approach to fast fashion is unusual since it calls for a
special set of skills in design, manufacturing, and distribution.
• ZARA's effective supply chain is unusual because of the difficulty and expense involved
in setting up the necessary supply chain infrastructure.
• ZARA's well-known status as a trustworthy brand has contributed to its scarcity.

Assess Resource Imitability:

• A well-coordinated design-production-distribution infrastructure is essential to ZARA's

fast fashion skills, making rapid imitation difficult.
• ZARA's supply chain infrastructure is difficult to copy because it needs a lot of money,
effort, and skill to replicate.
• Reputation: ZARA-level brand recognition isn't easy to achieve; it takes time and
investment.

Examine Resource Organization:

• ZARA's rapid fashion expertise is not easily replicated because it requires a well-
coordinated design-production-distribution infrastructure, all of which take time to
develop.
• Infrastructure in the Supply Chain: Imitating ZARA's supply chain would be difficult
because it would require a lot of money, time, and skill to replicate.
• Brand Reputation: It would take a significant investment of time and energy to build a
brand reputation on par with ZARA's.

VRIO Framework
Value

The value of anything is measured by how well it serves the company's needs. In this comparison,
we will look closely at the advantages and disadvantages of both ZARA and H&M. While
both Zara and H&M have achieved great success on the international retail scene, they are
fundamentally different in terms of their organizational structures and methods of
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producing value. Zara is already a household name and a serious competitor in the quick
fashion sector thanks to its 2200 stores in 88 countries (Chintalapati, S., 2020) . Using these
metrics, Zara continues to outperform the increasingly popular quick fashion companies
throughout the world.

Rarity

Rarity is a measurement of how uncommon something is when compared to similar offerings from
other businesses. Given the limited availability of materials and labor, Zara and H&M may
be able to maintain their market dominance. In an era when customers are increasingly
tech-savvy and priorities online shopping experiences over offline and conventional ones,
Zara is able to function in 48 various regions thanks to the availability of digital e-
commerce platforms.

Imitability

The term "imitability" is used here to describe the ease with which a rival may duplicate a certain
asset or set of talents. Both H&M and Zara confront competition from imitators, even if
the former has a more distinctive and harder to copy business strategy. The success of Zara
may be attributed in great part to the company's "fast fashion" approach. Vertical
integration, data-driven decision making, and streamlined supply chain management all
figure prominently into this approach. Competitors struggle to keep up with Zara because
of the company's remarkable speed in developing, manufacturing, and distributing new
fashion items. Due to the high level of complexity involved in coordinating the many
moving parts of its fast-fashion model, imitation is difficult.

Organization

One measure of a company's effectiveness is the efficiency with which it utilizes its resources and
supervises its people. The success of Zara and H&M depends on competent and resourceful
management. Competitive advantages for Zara include the company's clear product pricing
rules, strong quality and service standards, and exciting in-store experiences for both
current and potential customers (Pratap, 2019).
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The Three Critical Success Factors of Zara

• Agile Response to Market Trends: Zara's ability to quickly respond to emerging fashion
trends through rapid design and manufacturing cycles gives it a competitive advantage over
competitors. This allows Zara to efficiently produce and distribute new designs in a timely
manner.
• Innovation and Product Quality: Zara's commitment to continuously improving the
quality of its products helps it maintain a competitive edge. The company's focus on
product quality contributes to customer satisfaction and loyalty.
• Enhanced Customer Experience: Zara prioritizes improving the overall customer
experience to ensure customer satisfaction. By continuously seeking new ways to enhance
customer satisfaction, Zara fosters customer loyalty and encourages repeat purchases.

Current Sources of Competitive Advantages for Zara

Zara's approach to "fast fashion" involves implementing commercial tactics aimed at minimizing
the time between product creation and distribution. This strategy focuses on product-driven
schedules rather than predetermined periodic schedules, giving Zara a competitive edge
over its rivals (Sitaro, 2020).

Resources Valuable Rare Imitate Organization Competitive

Advantage
Network Yes Yes Close Sharing Completely Unused
consumed
Flexibility of Yes Yes Suppliers Yes Sustainable
Supply chain challenging competitive
market advantage
Leadership Yes Yes No Yes Strong
team
Financial Yes No Compatible Yes Compatible
Resources with all rivals
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Task 2 – Strategy in the Global Environment

Relevant Model for Expansion of Zara
According to the Uppsala Model of Internationalization, a company's knowledge of foreign
markets should develop in parallel with its commitment to those markets. Zara, a renowned
fashion brand, experienced rapid global expansion and achieved significant success.
Europe emerged as the most profitable region for Zara, generating a turnover that is 70%
higher than in other regions. This highlights the effectiveness of Zara's internationalization
strategy and its ability to capitalize on the European market.

Zara's growth goals

Zara's primary objectives center around becoming a global brand and making fashion accessible
to a wide audience. The company is known for its unique features, including limited
product assortments, affordable prices, and fast production cycles. In an industry
characterized by swift trends, Zara recognizes the importance of maintaining reasonable
budgets without compromising on quality in its designs.

Internationalization Strategy of Zara

Methods of internationalization refer to the techniques employed by local firms to expand their
operations internationally and achieve profitability. Developing a global plan can be a
challenging task, and these techniques encompass various strategies for commercial
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growth. Examples include value chain management, marketing mix strategies, and market
entry plans (Su, 2020).

The internationalization process typically consists of four stages: evaluation, market entry,
establishment of a commercial presence, and engagement in value chain activities. Within the
company's internal environment, the management's goals and profit objectives can serve as
influences. Market diversification is particularly crucial for domestic markets (Tarver, E. 2022).

Adaption or Standardization
According to the theoretical framework, a company can expand by entering related or adjacent
markets, creating cutting-edge products, or starting whole new business ventures.
According to Chintalapati (2020), firms who are open to examining new trends and
consumer demands across their current product or service mix inside the present market
will have the greatest success with the market penetration expansion option. On the other
hand, a business may expand through the product development growth option if it is
prepared to engage in the study, creation, and marketing of new products and services for
existing markets. A business may test out its present product or service lines in an untapped
market by choosing the market development expansion option (Rojek, 2019). Finally,
businesses who are willing to take the risk of entering a new market with a new set of
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product or service ranges, whose demand and commercialization choices were unknown
within the old market, can benefit from the diversification growth approach.

Recommendations for Different Strategies

To enhance its growth and customer base, Zara can consider implementing the following strategies:

1. Develop a mobile application: Creating a mobile app will enable Zara to keep customers
informed about new products, discounts, and special offers. It also provides a platform for
gathering customer feedback, which can help improve the quality of customer service.
2. Leverage social media marketing: Utilizing social media platforms will allow Zara to
showcase its products and engage with customers. This can strengthen customer loyalty,
increase brand awareness, and drive revenue growth.
3. Prioritize customer satisfaction: Placing customer satisfaction as a top priority involves
improving product quality, expediting deliveries, and providing superior customer
assistance.

Task 3 – Corporate Strategy

Effective supply chain management
Zara is weighing the pros and drawbacks of implementing a new approach to better manage
the complexity of its supply chain (Tavanaet al., 2020). This would pave the way for the
corporation to conduct business with partners across all of its worldwide marketplaces.
Therefore, Zara might benefit greatly from forming and maintaining a partnership with a firm
or firms that can assist it in ensuring that its whole supply chain is properly planned and
implemented.

Franchising
Franchises give Zara a chance to expand into new international markets and increase revenue
without fundamentally changing the company's primary business strategy. According to
Nibusinessinfo.co.uk, Zara was able to licence the marketing of its fast fashion goods
through franchising to SMEs in the fast fashion industry in a number of foreign countries
(2023). In return, franchisee SME fashion businesses would pay Zara a royalty on all sales
made among the target consumer base in each country.
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Joint Venture
To entering a new market jointly, many businesses form joint ventures, in which two or more
entities pool their resources and talents for a set length of time (Nibusinessinfo.co.uk,
2023). To identify the best fast fashion suppliers, manufacturing firms, or top brands in a
new, unfamiliar location where the interested partner company is based, Zara might adopt
a different strategy than it would otherwise.

Market Analysis
Potentially helping Zara increase earnings are four main phases of the overall design. To begin,
the company might do a market study to find dependable and inexpensive suppliers,
lowering the initial capital investment needed. (bgateway.com, 2018).

Cost Management
At this point, effectively controlling expenses is crucial for turning the approved company plan's
projected efforts into as much profit as possible. Next, to figure out your pricing structure
and your desired clientele. The direction logical step for Zara to take in the direction of
higher profitability would be to employ tactics that help the firm save money, boost
efficiency, and standardize its sales procedures across the board, as well as to negotiate
better terms with its most renowned suppliers.

Horizontal Integration
Tarver (2022) asserts that a company's "horizontal integration" growth strategy has an impact on
the global reach of its supply chain. This strategy's proponents contend that it can aid
businesses in effectively competing in a crowded market. Zara's decision to implement
horizontal integration enables the company to take advantage of a rival company's supply
chain network that is active at a comparable level of the value chain. The company will be
able to expand its global supply chain features utilising the selected strategy by integrating
the supply chain networks of the acquired enterprises. According to Tarver (2022), a
multinational corporation's global supply chain network responds to its "horizontal
integration" expansion plan. Leading companies are said to be able to use this tactic to get
an advantage over their competitors. Due to its horizontal integration approach, Zara can
benefit from the supply chain network of a rival company operating at a comparable level
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in the value chain. By merging the supply chain networks of the acquired businesses, the
corporation will be able to expand its ability to manage the global supply chain using the
chosen approach.

Vertical Integration
Outsourcing supply chain management is handing over control of the supply chain to a company
that specializes in providing these services to businesses. It's a viable option for Zara, as
research shows that outsourcing supply chain management activities helps companies meet
their strategic objectives (Ralston and Blackhurst, 2020). Supply chain outsourcing from a
leading organization would assist in reducing overhead and increasing production to satisfy
customer needs.

Outsourcing
Zara can gain from smart outsourcing despite its traditional preference for in-house production.
Zara may be able to cut expenses, increase flexibility, and concentrate on its core
competencies by contracting with specialist partners to handle non-essential processes such
as fabric fabrication or distribution. Outsourcing to specialized vendors might help Zara
take use of their knowledge and size to create a more flexible and efficient supply chain.
Zara must properly manage its outsourcing agreements to reduce the risks associated with
depending on external vendors and improve quality control.

Recommendations
There are four possible steps to a larger system that may help Zara increase revenues.

1. Before putting in the time and money required to set up shop and begin manufacturing
from scratch, the company may first do market research to discover dependable and
economical suppliers (bgateway.com, 2018).
2. To optimize profits from the company's accepted business strategy, this phase is
centered on effective cost management and may be followed by a phase in which
pricing plans are reevaluated and relevant client targets are determined.
3. The next logical step for Zara to increase profits would be to employ techniques that
strengthen the company's bond with its key suppliers and cut down on waste in all
departments.
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4. Make it so the business can concentrate on only one technique of marketing its wares.

Conclusion

The information provided and examined here reveals that Zara's growth and expansion have come
about as a result of the company's adoption of strategies meant to benefit both its internal
and external surroundings. The suggested techniques can help an explicit brand that has
historically enjoyed economic success since it has been found that the company has an
edge over many of the major players in the global fast fashion market.
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References
[1] Boitrelle, F., Shah, R., Saleh, R., Henkel, R., Kandil, H., Chung, E., Vogiatzi, P., Zini, A.,
Arafa,M. and Agarwal, A., 2021. The sixth edition of the WHO manual for human semen
analysis: acritical review and SWOT analysis.Life,11(12), p.1368.
[2] Le, T., 2020. Business model for an online clothing store in Finland.Mahardika, I.P.D. and
WayanSantika, I., 2021. Strategies For Creating Competitive Advantage Through Product
Development, Design and Quality (Case Study on the ZARA Brand in
BadungRegency).American Journal of Humanities and Social Sciences Research
(AJHSSR),5(1),pp.279-282.'
[3] Pinto, C.M., Mendonça, J., Babo, L., Silva, F.J. and Fernandes, J.L., 2022. Analyzing the
Implementation of Lean Methodologies and Practices in the Portuguese Industry:
ASurvey.Sustainability,14(3), p.1929.
[4] Ruan, T., Sang, D. and Zeng, Q., 2022, July. Research on ZARA's Business Environment
and Marketing Strategies in China. In2022 2nd International Conference on Enterprise
Management and Economic Development (ICEMED 2022)(pp. 659-672). Atlantis Press.
[5] Su, Y.Z., 2020. The Internationalization Strategies of Fast Fashion Clothing Retailer
Brands: A Cases Study of ZARA, H&M, UNIQLO, and Gap.Ullah, N., 2021. Fast-Fashion
Labels Industry: Strategy Evaluation of H&M.
[6] Chintalapati, S., 2020. Bank Buddy. ai—Business Expansion and Marketing Dilemma: A
Case Study to Discuss the Ansoff Growth Matrix Concepts Combined with Business
Expansion Strategies for Expanding into Emerging Markets. Emerging Economies Cases
Journal,2(1),pp.44-53.
[7] Tarver, E. 2022.Horizontal Integration vs. Vertical Integration: What’s the Difference?
[online]Investopedia. Available at:
https://www.investopedia.com/ask/answers/051315/what-differencebetween-horizontal-
integration-and-vertical-integration.asp
[8] Rojek, T., 2019. Analysis of pro-market concept of business model.
[9] Roll, M. 2021.The Secret of Zara’s Success: A Culture of Customer Co-creation | Martin
Roll. [online] Martin Roll. Available at:
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https://martinroll.com/resources/articles/strategy/the-secret-of-zaras-success-aculture-of-
customer-co-creation/
[10] Pratap, A. 2019.ZARA Sources of Competitive Advantage. [online] Notesmatic.
Available at:
[11] Ralston, P. and Blackhurst, J., 2020. Industry 4.0 and resilience in the supply chain
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Part B
Slide 1

Global strategy and

sustainability
Zara Consultancy Report
Student SRN No: BP0277408
Date: 29 August 2023

Slide 2

Table of Contents

• Profit aspect of the triple bottom line of sustainability

• The people aspect of the triple bottom line of sustainability
• The planet aspect of the triple bottom line of sustainability
• Identify and analyze key ethical issues of the organization
• Key ethical issues of the organization
• Identify and analyze the key corporate social responsibility
strategies
• References
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Slide 3
Profit aspect of the triple bottom line of
sustainability

• Incontext with Zara, it is critically analyzed

that for achieving
• profits and sustaining higher growth,
• the company can enable diversification
strategies by facilitating vertical
integrations.
• Concerning this, it should adapt different
retail clothing designs that have appeared on
the catwalks (Martin Roll, 2021).

Slide 4
Profit aspect of the triple bottom line of
sustainability

• The company has acquired a super-efficient fashion model as the main source
of the competitive advantage and through this, all the styles are updated
frequently and quickly.
• It is determined that the organization is vertically integrated and is able to
control all the business functions that bring products to the final marketplace.
• By facilitating vertical integration, it became easier for incorporating
sustainable practices through which Zara can monitor and control all the
business functions that are involved in bringing the products to market (Greco
et al., 2022).
• Concerning this, it will be beneficial for the company to enable good
relationships with all the suppliers and develop ethical and sustainable growth
over all the competitors.
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Slide 5
The people aspect of the triple bottom line of
sustainability

• By facilitating the triple bottom line, it is

critically analyzed that the company can
maintain sustainable growth by focusing on all
the standards of the global fashion industry.
• It is determined that the company should
implement recycling and eco-friendly fashion
ranges for countering the entire culture.
• It is analyzed that the company should produce
a maximum of the clothing products locally as it
will help in reducing the carbon footprints and
lead to a positive impact on all the working
conditions (Park, 2016).

Slide 6
The planet aspect of the triple bottom line of
sustainability

• Since the period of the industrial revolution, it is identified that all

the large business organizations are doing contribution to the
reduction of pollution in the environment which is considered to be
the main driver of climate change.
• The company can sustain its growth by conserving water in the
coming future (Jaron et al., 2022). It is determined that Zara should
initiate a biological process as it will take less time as well as effort
in comparison with other procedures like absorption as it will help
in energy consumption. Furthermore, it is analyzed that Zara can
also achieve sustainable growth by banning the harmful chemicals
involved in the production procedure.
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Slide 7
Identify and analyze key ethical issues of the
organization

• In context with the fast fashion industry, Zara, it is analyzed that

concerning all the environmental issues, the garments of the
company are associated with several ethical concerns.
• It is determined all the garments are made in sweatshops in which
the workers who are underpaid get employed for long hours in
unsafe conditions and often get exposed to harmful chemicals also
that are used in textile production (Seo & Suh, 2019).

Slide 8

Key ethical issues of the organization

• Another ethical issue associated with the company is the

exploitation of some of the workers.
• It is analyzed that there are some of the employees who have
boycotted the company related to the working conditions as there
are harsh conditions that are taking place in the organization.
• The company is creating harm to some employees who are
involved in the production of clothing items.
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Slide 9
Identify and analyze the key corporate social
responsibility strategies

• According to Carroll’s pyramid model, for becoming socially

responsible, an organization should meet economic, legal, ethical,
and philanthropic expectations that are given by the community at
a specific point in time.
• Zara has always aimed to reach carbon neutrality, decrease
environmental externalities and promote voluntarism among its
employees (Harvey, 2022).
• In context with the economic responsibility, the company
implemented the strategy of balancing all the economic decisions
with the effect on society

Slide 10

Corporate social responsibility strategies

• It provides different products and services that society requires and also initiates profit
from continuing business operational practices.
• The company initiated the strategy of increasing the recycled products so that the
material cost can be reduced and benefits can be provided to society.
• Concerning this, the company implemented a strategy of enforcing the care over all the
intellectual property laws for protecting the rights of owners as well as the creators of
inventions (Jiang, 2022).
• In context with the ethical responsibility, the company developed a CSR strategy of
adopting ethical labor practices for all the supply chain partners and using certified
products for meeting fair trade standards.
• The last one is associated with philanthropic responsibility in which Zara is getting
indulged with the volunteer work being done and it dedicates some of the portions of
revenue to charities.
• It implemented a CSR strategy of voluntary assistance to both public and private
educational institutions for making education affordable to all people (Berbiche, Hlyal &
El Alami, 2020).
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Slide 11

References

• Harvey, M. (2022). Corporate social responsibility of Zara. Available

through: https://www.essaypandas.com/case/13114-ZARA-Corporate-
Social-Responsibility [Accessed: 23 January 2023]
• Jiang, B. (2022). How Consumers’ Response on CSR Affects Brand
Competitiveness in the Fast Fashion Industry——Case Study of Zara
(Inditex) and H&M. Academic Journal of Business & Management, 4(1).
• Berbiche, N., Hlyal, M., & El Alami, J. (2020, April). Exponential success
through integrated supply chain optimization, ecomotional intelligence
and reputation-based leadership: Zara model. In IOP Conference Series:
Materials Science and Engineering (Vol. 827, No. 1, p. 012058). IOP
Publishing. Martin Roll, (2021). The secret of Zara’s success. Available
through: https://martinroll.com/resources/articles/strategy/the-secret-
of-zaras-success-a-culture-ofcustomer-co-creation/ [Accessed: 23 January
2023]

Slide 12

References

• Greco, M. F., Rizzuto, A. S., Zarà, M., Cafora, M., Favero, C., Solazzo, G., ... & Ruscica,
M. (2022). PCSK9 Confers Inflammatory Properties to Extracellular Vesicles Released
by Vascular Smooth Muscle Cells. International Journal of Molecular Sciences, 23(21),
1-5. Park, H. (2016). The triple bottom line of customer-centric sustainability.
Available through:
https://fashionandtextiles.springeropen.com/articles/10.1186/s40691-016-0077-6
[Accessed: 23 January 2023]
• Zara, C., Bellardini, L., & Oliva, F. (2022). Circular Economy, Corporate Sustainability
Reporting, and Equity Risk: Evidence from European Markets. Corporate
Sustainability Reporting, and Equity Risk: Evidence from European Markets (May 17,
2022). Inditex, (2022). Sustainability. Available through:
https://www.inditex.com/itxcomweb/en/sustainability [Accessed: 23 January 2023]
• Jaron, M., Lehky, M., Zarà, M., Zaydowicz, C. N., Lak, A., Ballmann, R., ... &
Schubert, M. (2022). Baculovirus-Free SARS-CoV-2 Virus-like Particle Production in
Insect Cells for Rapid Neutralization Assessment. Viruses, 14(10), 2087.
• Seo, K., & Suh, S. (2019). A study on the characteristics and social values of vegan
fashion in H&M and Zara. Journal of Fashion Business, 23(6), 86-100.