In this exercise you will be asked to examine the effectiveness of Zara's strategy execution. Be sure to read Chapter 10 before completing the exercise so that you understand the key actions involved in executing strategy. When a company's strategy fails, it is often due to poor execution. Even a brilliant strategy can fail if managers do not ensure that it is implemented well. Proficient strategy execution depends foremost on having in place an organization capable of the tasks demanded of it. Building an execution-capable organization is thus always a top priority. As shown in Figure 10.2. three types of organization-building actions are paramount: (1) Staffing the organization putting together a strong management team, and recruiting and retaining employees with the needed experience, technical skills, and intellectual capital:(2) Acquiring, developing, and strengthening the resources and capabilities required for good strategy execution-accumulating the required resources, developing proficiencies in performing strategy-critical value chain activities, and updating the company's capabilities to match changing market conditions and customer expectations and (3) Structuring the organization and work effort-organizing value chain activities and business processes, establishing lines of authority and reporting relationships, and deciding how much decision-making authority to delegate to lower level managers and frontline employees. If the strategy being implemented is a new strategy, the company may need to add to its resource and capability mix in other respects as well. But renewing, upgrading, and revising the organization's resources and capabilities is a part of the strategy execution process even if the strategy is fundamentally the same because strategic assets depreciate and conditions are always changing. Thus, augmenting and strengthening the firm's core competencies and seeing that they are suited to the current strategy are also top priorities Case: At the heart of Zara's strategy in the apparel industry is to ou compete rivals by using fashionable clothes in stores quickly and maximizing the frequency of customer visits. Illustration Capsule ce discusses the capabilities that the company has developed in the execution of its strategy. How do its d aglitles lead to a quick production process and new apparel introductions? How do these capabilities encourage customers to visit is stores every few weeks? Does the TATTOOTED TO TRATTAMENTO Case: At the heart of Zara's strategy in the apparel industry is to outcompete rivals by putting fashionable clothes in stores quickly and maximizing the frequency of customer visits. Illustration Capsule 10.2 discusses the capabilities that the company has developed in the execution of its strategy. How do its capabilities lead to a quick production process and new apparel introductions? How do these capabilities encourage customers to visit its stores every few weeks? Does the execution of the company's site selection capability also contribute to its competitive advantage? Explain. Does the execution of the company's site selection capability also contribute to its competitive advantage? strategy execution process even if the strategy is fundamentally the same because strategic assets depreciate and conditions are always changing. Thus, augmenting and strengthening the firm's core competencies and seeing that they are suited to the current strategy are also top priorities. Case: At the heart of Zara's strategy in the apparel industry is to outcompete rivals by putting fashionable clothes in stores quickly and maximizing the frequency of customer visits. Illustration Capsule 10.2 discusses the capabilities that the company has developed in the execution of its strategy. How do its capabilities lead to a quick production process and new apparel introductions? How do these capabilities encourage customers to visit its stores every few weeks? Does the execution of the company's site selection capability also contribute to its competitive advantage? Explain. How do Zara's capabilities lead to a quick production process and new apparel? In this exercise you will be asked to examine the effectiveness of Zara's strategy execution. Be sure to read Chapter 10 before completing the exercise so that you understand the key actions involved in executing strategy. When a company's strategy fails, it is often due to poor execution. Even a brilliant strategy can fail if managers do not ensure that it is implemented well. Proficient strategy execution depends foremost on having in place an organization capable of the tasks demanded of it. Building an execution-capable organization is thus always a top priority. As shown in Figure 10.2. three types of organization-building actions are paramount: (1) Staffing the organization putting together a strong management team, and recruiting and retaining employees with the needed experience, technical skills, and intellectual capital:(2) Acquiring, developing, and strengthening the resources and capabilities required for good strategy execution-accumulating the required resources, developing proficiencies in performing strategy-critical value chain activities, and updating the company's capabilities to match changing market conditions and customer expectations and (3) Structuring the organization and work effort-organizing value chain activities and business processes, establishing lines of authority and reporting relationships, and deciding how much decision-making authority to delegate to lower level managers and frontline employees. If the strategy being implemented is a new strategy, the company may need to add to its resource and capability mix in other respects as well. But renewing, upgrading, and revising the organization's resources and capabilities is a part of the strategy execution process even if the strategy is fundamentally the same because strategic assets depreciate and conditions are always changing. Thus, augmenting and strengthening the firm's core competencies and seeing that they are suited to the current strategy are also top priorities Case: At the heart of Zara's strategy in the apparel industry is to ou compete rivals by using fashionable clothes in stores quickly and maximizing the frequency of customer visits. Illustration Capsule ce discusses the capabilities that the company has developed in the execution of its strategy. How do its d aglitles lead to a quick production process and new apparel introductions? How do these capabilities encourage customers to visit is stores every few weeks? Does the TATTOOTED TO TRATTAMENTO Case: At the heart of Zara's strategy in the apparel industry is to outcompete rivals by putting fashionable clothes in stores quickly and maximizing the frequency of customer visits. Illustration Capsule 10.2 discusses the capabilities that the company has developed in the execution of its strategy. How do its capabilities lead to a quick production process and new apparel introductions? How do these capabilities encourage customers to visit its stores every few weeks? Does the execution of the company's site selection capability also contribute to its competitive advantage? Explain. Does the execution of the company's site selection capability also contribute to its competitive advantage? strategy execution process even if the strategy is fundamentally the same because strategic assets depreciate and conditions are always changing. Thus, augmenting and strengthening the firm's core competencies and seeing that they are suited to the current strategy are also top priorities. Case: At the heart of Zara's strategy in the apparel industry is to outcompete rivals by putting fashionable clothes in stores quickly and maximizing the frequency of customer visits. Illustration Capsule 10.2 discusses the capabilities that the company has developed in the execution of its strategy. How do its capabilities lead to a quick production process and new apparel introductions? How do these capabilities encourage customers to visit its stores every few weeks? Does the execution of the company's site selection capability also contribute to its competitive advantage? Explain. How do Zara's capabilities lead to a quick production process and new apparel