Module code: BMA4000-20

Module title: The Business Environment

Assignment: Individual Reflective Performance Report

Student Name: Alexandru Cosmin Vladu

Student ID:473077
 Table of Contents
Introduction ................................................................................................................................ 3

Gibbs Reflective Cycle .............................................................................................................. 3

Conclusion ................................................................................................................................. 7

References .................................................................................................................................. 9

Appendices ............................................................................................................................... 10

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Introduction
The following report is to evaluate individual reflection regarding assessing the given case
study on the fast fashion industry. In recent times people are more interested regarding
sustainable and ethical fashion therefore most of the retailers now emphasising on sustainable
business practice in order to stay aligned with the growing customer perceptions. The report
will demonstrate reflection of personal experiences regarding evaluation of case study analysis
through using Gibbs Reflective model. At the end of the report, responses of the case study
questions will be attached as appendix. Evaluation of the case study will help to comprehend
possible challenges and opportunities in the fast fashion industry.
Gibbs Reflective Cycle
Description
The case study focuses on a Private Limited Company that produces fast fashion clothing. Zara
has been selected as the company for the following study which is a well-known UK fashion
retailing brand. The primary focus of the business is to deliver trendy, affordable clothing that
is accessible to a broad spectrum of consumers. Fast fashion is a very competitive and dynamic
industry of the apparel market that promotes itself on possessing access to innovative styles
with swift production cycles. Other fast fashion businesses included in the case study are
Cotton On Clothing Pty Ltd Group, Uniqlo Ltd, Zara Group Limited and H&M Hennes &
Mauritz Limited.
The case study is positioned within the overall setting of the fashion and clothing sector. The
fast fashion industry primarily meets customer demands for stylish and affordable clothing
options. However, it grabs attention to the moral and environmental issues posed within the
industry. Clothing production frequently uses a lot of water and generates a lot of chemicals
and greenhouse gases. There are problems with industrial workers being underpaid and
working in hazardous environments, especially during the manufacturing of products such as
cotton and leather.
In class discussions regarding the case study, we analysed the ethical and environmental
difficulties that fast fashion companies have to face. The discussions were facilitated through
the Tuckman and Jaesean strategy. There are five steps in the Tuckman and Jaesean method:
forming, storming, norming, performing and adjourning (Vaida and Șerban, 2021). We
articulated the case and reviewed its history throughout the "forming" stage. In the "storming"
stage, we examined various ethical and environmental issues presented in the case, including
the negative impact that fast fashion creates on the environment and employee prerequisites.

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The "Norming" process involves evaluating different responses and strategies that firms in the
industry may use to handle these difficulties. Assessing possible options and strategies that fast
fashion retailers might implement when confronting these difficulties was part of the
"Norming" process. We examined the influence of these difficulties on the firm’s
competitiveness and profitability at the "performing" stage. Finally, during the "adjourning"
stage, we assessed the findings we obtained and reflected on the long-term effects of consumer
expectations for sustainability in the fast- Fashion industry.
Feelings
I feel confused about the specific case study regarding the private limited firm that
manufactures fast-fashion items as I proceed through the feelings stage of Gibbs’ reflective
cycle. Contrary, I am aware of the allure and attractiveness of fast fashion that has significantly
encouraged the growth of the apparel business by offering stylish and affordable clothing to a
broad variety of customers. However, learning about the adverse impacts on society and the
environment of this business, such as excessive water use, chemical pollution, greenhouse gas
emissions and poor working conditions for factory employees is cause for concern.
I possess an overwhelming sense of responsibility and concern for fixing these urgent issues as
I investigate the challenges posed in the case study. It is readily apparent and crucial to deal
with the societal and ecological impacts of fast fashion, rather than just for ethical purposes but
also for minimising potential dangers in evolving market surroundings. Failure to address these
problems could potentially have detrimental effects on the business’s long-term survival and
visualisation considering the proliferation of environmentally concerned customers.
In terms of my comprehension of corporate affairs, I believe that I have an adequate
understanding of the relevant issues, such as sustainability, ethical corporate behaviour and
market trends. I also have understood that in-depth analysis is required in order to deal with the
potential challenges faced by the fast fashion industry. It is essential to maintain proper balance
between sustainable business practice and profitability. In order to offer realistic answers, I
may have to acquire more about specialised themes such as ethical sourcing, fashion’s
circularity and sustainable supply chain management.
Evaluation
Positive Aspects
Ethical Recognition: One part of the actions utilised that is progressive is the recognition of
the ethical and sustainability challenges in the fast fashion industry. By highlighting the
company’s dedication to sustainability, the accreditation may attract eco-aware consumers
while strengthening its reputation.
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Market Insight: Executing proactive market research includes analysing rivals and market
segments. The firm may make informed decisions to sustain its fierce rivalry with the support
of such information.
Negative Aspects
Lack of Precise Actions: The case study properly recognised potential difficulties posed
within the fast fashion industry, however, ecological and social issues are not usually properly
handled. Zara should incorporate attainable initiatives, such as fair hiring practices or
sustainable procurement in order to be efficient.
Risk management: The case exposes conscious potential risks but provides no information on
how to prevent them. The company can find it difficult to adjust to changing customer
preferences as a consequence.
Group work aligns with Tuckman and Jensen’s theory of forming, storming, norming,
performing and adjourning. The group probably came together when members first joined the
firm and it is currently experiencing storming as many ideas emerge. They have to move
forward with norming for the purpose of setting mutual goals and sustainable development
plans in order to preferentially integrate. The performing stage, where these strategies are put
into action is a manifestation of effective teamwork (Boddy, 2019). In coordinating tasks while
creating a common identification focused on sustainability, other group theories like Belbin’s
Team Role and Social Identity Theory are also fundamental. In order to appropriately deal with
the intricacy of the fast fashion business, efficient teamwork is necessary (Boddy, 2019).
Analysis
Several choices made for the strategy of the fast fashion firm functioned effectively during the
analysis stage of Gibbs’ reflective cycle. Recognising the growing concern for environmental
and social issues in the fashion industry. The decision to deal with these issues through
initiatives like collaborating with I:CO for clothing recycling showed a proactive behaviour
towards sustainability.
The initial focus is merely on making trendy, reasonably priced apparel without understanding
wider environmental issues that have failed as well. They may alienate customers who care
about the environment and put the business at risk regarding adverse coverage.
Considering the industry’s adverse implications, sustainability management was presumably
the most challenging area for strategic business and management decisions. It was difficult but
vital to adapt to changing market conditions by incorporating aspects of sustainability
frameworks like Porter’s shared value and considering the preferences of young age customers
while making decisions. The business must strike a balance between generating revenue and
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ethical priorities, exhibiting an integration of Porter’s and Mintzberg’s concepts in order to
develop an integrated strategic plan.
Conclusion
Several competencies in the concluding phase of Gibbs’ reflective cycle in order to execute
and comprehend case studies such as the one that has been discussed. In order to analyse the
ethical and environmental problems the fast fashion business presents and to suggest viable
responses, critical thinking abilities are crucial. The development of research abilities is crucial
to remain with market developments, legislation and competitors’ regarding business practices.
Examining the complexity and sensitivity of the topics, efficient communication skills must be
used to convey the results and recommendations in a clear and compelling approach.
Multiple abilities are essential for better success while working in groups. Effective
collaboration, the development of mutually beneficial relationships and successful handling of
problems ultimately depend on possessing strong interpersonal skills. Sharing ideas and
information within the group demands effective communication skills. In order to ensure that
all participants are acknowledged and incorporated into the group’s endeavours, it is also
necessary to cultivate leadership and collaboration abilities. In order to negotiate complex
group dynamics while responding to changing circumstances and ensure the group’s goals are
effectively achieved, flexibility and adaptability are essential.
Action Plan

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 Step Actions

Conduct Sustainability Assessment Review the business’s labour and

environmental practices. Set goals for
sustainability and identify opportunities for
improvement.

Implement Sustainable Sourcing Reduce water consumption, use fewer

chemicals and properly source materials.
Create supplier alliances that are queued with
environmental objectives.

Worker Welfare Initiatives Ensure equitable pay for workers and better
working conditions. Engage in collaborative
employment relationships and ethical hiring
practices.

Conclusion
The Gibbs Reflective model examination of the case study has given important insights into
the dynamics of the fast fashion industry. In response to changing customer preferences, it has
emphasised the growing importance of sustainability and ethical practices. The in-depth
comprehension of the industry’s challenges and opportunities in this reflective study has
illustrated the importance for companies to modify and embrace sustainability for their long-
term viability.

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References
Binet, F., Coste-Manière, I., Decombes, C., Grasselli, Y., Ouedermi, D. and Ramchandani, M.
(2019). Fast fashion and sustainable consumption. Fast fashion, fashion brands and
sustainable consumption, pp.19-35.
Boddy, D. (2019), Management: Using Practice and Theory to Develop Skill, 8 th Ed., London:
Prentice Hall.
Cui, Y.C. and Fan, B.F. (2021). The corporate social responsibility strategy in fast fashion
industry: case company Zara.
Jha, S.K. and Veeramani, S. (2021). Sorting responsible business practices in fast fashion: a
case study of Zara. Journal of Management and Public Policy, 12(2), pp.54-58.
Meijaard, E. and Sheil, D. (2019). The moral minefield of ethical oil palm and sustainable
development. Frontiers in Forests and Global Change, 2, p.22.
Morrison, J. (2020), The Global Business Environment: Towards Sustainability? 5 th Ed.,
Basingstoke: Palgrave MacMillan.
Needle, D. (2019), Business in Context: an introduction to business and its environment. 5 th
Ed., CENGAGE Lrng Business Press.
Nguyen, T. (2023). Zara’s organization apparatus: what is the key behind Zara’s fast fashion
success?.
Oklander, M. and Kudina, A. (2021). Channels for promotion of fashion brands in the online
space. Baltic Journal of Economic Studies, 7(2), pp.179-187.
Ong, A.K.S., Cleofas, M.A., Prasetyo, Y.T., Chuenyindee, T., Young, M.N., Diaz, J.F.T.,
Nadlifatin, R. and Redi, A.A.N.P. (2021). Consumer behavior in clothing industry and its
relationship with open innovation dynamics during the COVID-19 pandemic. Journal of Open
Innovation: Technology, Market, and Complexity, 7(4), p.211.
Sehgal, V., Garg, N. and Singh, J. (2023). Impact of sustainability performance & reporting on
a firm’s reputation. International Journal of System Assurance Engineering and Management,
14(1), pp.228-240.
Sitaro, T.D. (2020). Fast Fashion and Sustainability-The Case of Inditex-Zara.
Vaida, S.E.B.A.S.T.I.A.N. and Șerban, D. (2021). Group development stages. A brief
comparative analysis of various models. Studia Universitatis Babes-Bolyai, Psychologia-
Paedagogia, 66(1), pp.91-110.
Wu, B., Xie, X., Ke, W., Bao, H., Duan, Z., Jin, Z., Dai, X. and Hong, Y. (2022). Merchandising
for Sustainable Fashion: A Systematic Literature Review. Sustainability, 14(20), p.13422.
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Yin, Z. (2022), July. How Fast-Fashion Brands Went Viral—Taking Zara as an Example. In
2022 2nd International Conference on Enterprise Management and Economic Development
(ICEMED 2022) (pp. 538-542). Atlantis Press.
Zara, C. and Oliva, L.B.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).

Appendices
1. Conduct a SWOT analysis

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Leading fast-fashion company Zara has an extensive international clientele (Binet et al., 2019).
Its advantages include a quick and effective production method, reasonable costs and an
extensive selection of items. Zara also has to encounter certain challenges due to heavy reliance
on a fast-fashion model, limited internet visibility and competition from other fast-fashion
firms.
Zara has numerous probable opportunities regarding expanding its operations. One opportunity
is to expand into emerging countries where the demand for fast fashion is rising quickly. By
emphasising sustainability and ethical behaviour, a company may also set itself apart from its
rivals (Meijaard and Sheil, 2019). Zara may potentially penetrate brand-new areas like e-
commerce and personalization.
Economic downturns, competition from internet stores and changes in consumer preferences
are some of the challenges that Zara must deal with. However Zara has a solid reputation for
creativity and is a well-known brand that will help to tackle these difficulties.
2. Competitors within the fast-fashion marketplace
The fast fashion industry is dynamic and constantly evolving that offers extensive scope and
opportunities to startup fashion retailers. Well known retailers such as Zara, Uniqlo, H&M and
Forever 21 have obtained strong market dominance in the fast-fashion industry (Morrison,
2020). These retailers deliver an extensive range of trendy, affordable products complying with
latest trends and perception of customers.
The fast-fashion industry is also fiercely disputed by ASOS, Boohoo, Missguided,
PrettyLittleThing, Nasty Gal, Shein, Romwe and Zaful. Due to their extensive selection of
fashionable apparel and affordable pricing, these companies remain particularly adored by
young customers (Needle, 2019).
3. Customer Segmentation

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 Demographic Segmentation

Age 18-50

Gender Both male and female

Location Local and Urban area

Occupation Student, Professional

Disposable income Medium-High income range

Hobbies Travel, Shopping

Psychographic Segmentation

Personality traits Fashion conscious, Tech savvy and Price conscious

Social convictions Sustainable and ethical fashion

Socio-political persuasions Generous, Progressive

Zara’s target customer includes fashion-conscious individuals who are actively looking for
trendy but affordable clothing. They probably possess a medium to high level of disposable
income and stay in urban areas. They may also have an interest in ethical fashion and
sustainability.
4. Mention 2 ways Zara plans to promote itself to customers
The two methods Zara uses in advertising to customers are as follows:
Social media
With over 50 million followers on Instagram alone, Zara has a significant online presence
(Pham, 2023). The business exposes in the shadows information, new products and fashion
ideas on social media. Zara communicates with customers on social media and requests their
opinions on its products.
For example, Zara recently launched a #ZaraCustomerStories campaign on Instagram.
Customers are urged to post pictures and videos of themselves wearing Zara clothing as part
of this promotion. Zara then updates these images and videos on its own Instagram account.
The initiative is an excellent way for Zara to increase awareness of its products while
establishing intimate relationships with customers.
Store design

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The streamlined, simple design of Zara shops is widely recognised. Customers can readily
identify what they are looking for in the illuminated properly organised stores. Zara also
employs the interior design of its stores to express a sense of expectation and privilege. For
example, Zara frequently offers limited-edition collections that are available for a limited
period of time. Customers are compelled to visit Zara stores regularly as a result of the
impression created by the brand.
The overarching sustainability plan of Zara includes the design of its retail spaces. Energy-
saving features and the use of recyclable supplies are objectives in the interior design of all
Zara stores (Wu., 2022). Zara includes a recycling scheme for old clothes and footwear.
5. Marketing or advertising streams used by Zara
Social media: Zara is well-represented on websites including Instagram, Facebook and
Twitter. It makes use of various channels to display its latest collections, offer style ideas and
interact with customers. More than 100 million people follow Zara on social media, offering it
access to a significant and engaging audience (Oklander and Kudina, 2021).
In recent times, Social media is a key mode of communication with customers. It may help the
brand to get connected with an extensive number of people. The main target customer group
of Zara is young age people who are mostly engaged in social media platforms therefore the
brand can easily attract them towards its products by posting advertisements on social media.
Online advertising: By using advertising strategy Zara can interact with its potential
customers more easily and effortlessly. Zara can get connected with individuals who are
passionate and actively engaged in activities regarding latest fashion trends and inclined to be
attracted by its products.
Online retailing is a growing trend in the current dynamic business landscape that may help
brands to get connected with a huge number of individuals at less time and cost (Ong et al.,
2021). Most consumers also now prefer online shopping due to its simplicity and cost
effectiveness therefore Zara uses online advertising strategy in order to get connected with
more individuals at a time.
In-store marketing: Zara uses various strategies such as point-of-sale displays, window
displays and promotional activities in its physical store outlets (Nguyen, 2023). The brand has
incorporated these techniques in order to promote its products. Customers are urged to browse
and purchase at Zara’s stores due to its elegantly furnished and embracing atmosphere.
In store marketing is still preferred by the majority of customers as they can touch the material
of products that may help to purchase the best item. Zara outlets are visually stunning and
pleasant that may lure customers to visit and purchase the products of the brand (Yin, 2022).
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6. Tackling Social and Environmental issues
Using recyclable materials: Zara commits to utilising completely environmentally friendly
products by 2025 (Sitaro, 2020). It implies integrating sustainable materials in its goods, such
as organic cotton, recycled nylon and others.
Reducing detrimental impact to the environment: Zara aims to reduce its detrimental impact
on the natural environment by using less energy and water while producing goods (Jha and
Veeramani, 2021). It is additionally undertaking moves to decrease the rate of greenhouse gas
generation.
Improving workplace conditions: Zara intends to improve working conditions in its
warehouses by ensuring that workers are paid fairly (Cui and Fan, 2021). The company is also
concerned with maintaining a safe working environment for its workers.
7. Impact of legal structure (Ltd.) on regular activities of the company
As Zara is privately held, it does not need to disclose its financial performance to the public
and is not bound by shareholder expectations (Sehgal et al., 2023). However, compared to a
public corporation, Zara is not liable for as many regulatory requirements. Zara has access to a
number of funding options, including debt financing, asset sales and private investors (Zara
and Oliva, 2022). Zara is compelled to deliver financial reports to the government, but these
records will not be readily accessible to the general public.

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