嘿嘿昧眛,其光必远。是什么意思啊?求大师们解答

zhongping812022-10-04 11:39:541条回答

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yuchen8899 共回答了1个问题 | 采纳率100%
默默无闻,不动声色地暗中准备,它的光芒必将普照四方。
1年前

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一道有意思的数学题—V—嘿嘿喜欢数学的进
一道有意思的数学题—V—嘿嘿喜欢数学的进
设A B是两个相等的正数
A=B
A²=AB
A²-B²=AB-B²
(A+B)(A-B)=B(A-B)
A+B=B
2B=B
2=1
晕了+_+.
呵呵哪里错了?
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我想进一个关于数学的团队有的话请联系我好么
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(A+B)(A-B)=B(A-B) A-B=0
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翻译一下 不会全是一个意思吧
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此主题相关图片如下:
http://www.***.net/bbs/upload/2005124202443-1.jpg
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The animals were introduced as Bei Bei, Jing Jing,
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每个娃娃都有一个琅琅上口的名字:“贝贝”、“晶晶”、
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当把五个娃娃的名字连在一起,
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he mascots— cartoon renditions of a panda, fish, Tibetan antelope,
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请帮助我翻译一下这段英语吧 谢谢了 有悬赏哟 嘿嘿
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那个应该是?name=嘿嘿 不是?name="嘿嘿"
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要说嘿嘿的数学才华,只是比麦斯差一些,这次他向麦斯挑战,胜负如何,大家都各自预测着,有的说麦斯胜,有的说嘿嘿胜,议论纷纷。而嘿嘿呢?他缓缓走向麦斯,出了一道题:把我的年龄加上15,再除38,得数加上2,再用所得的数除36得9,问我的年龄是多少?大家对嘿嘿的快人快语有些无奈,而麦斯则不介意,只见麦斯先是皱了皱眉头,接着说:“这道题看起来没有头绪,像是一个无头案,但仔细一推敲,就能知道可以用倒推法:这道题最后得9,就用36除以9,得4,用4减去2得2,用38除以2得16,16减去15得1,所以,嘿嘿,你今年1岁!我说的对吗?嘿嘿原本以为麦斯解不开这道题的,没想到竟然做对了,只有无奈了!谁叫他数学那么好呢!根据比赛规定,下面由麦斯给嘿嘿出题!嘿嘿一听,不免有些紧张……2. 狐狸话话真聪明!麦斯轻轻一笑,就出了一道题:哥哥弟弟搬砖哥哥心疼弟弟,抢在弟弟前面搬了一半砖,谁知一慌掉了一半还多一块,弟弟这时正在来的路上,看见哥哥多搬砖,他连忙把哥哥掉下来的都搬起来,又拿了一块砖,哥哥见弟弟拿的太多,又把弟弟的砖拿走了一半多一块,问哥哥一开始有多少块砖?嘿嘿一时答不出来,只好垂头丧气的走下擂台。“这道题也可以用倒推法!”是谁那么聪明?这时,消息一向灵通的小燕子唧唧喳喳的说,我认识他,他是狐狸家族有名的解题能手,叫狐狸话话。哦,原来是话话,这回谁胜谁负还不一定呢!“过奖了过奖了!”话话谦虚道,这道题也用倒推法,5加1等于6,6乘2等于12,12减1等于11,11减1等于10,10乘2等于20,20乘2等于40,所以,原有40块砖,我说的对吗?麦斯?对,你真聪明!麦斯表扬道。“好,下面有请话话给麦斯出题!”未完再续...
“今天、有一个人对我说:“你好可爱哦!”嘿嘿~”请帮我翻译成英语.
“今天、有一个人对我说:“你好可爱哦!”嘿嘿~”请帮我翻译成英语.
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Today,some one had told me:you are so cute!"
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I love my family,because I have a happy family.
My father is an English teacher.His name is Jacky.He is thirty-eight.He
likes playing basketball.What’s my mother jop?Is she a teacher?Yes,you’re
right!My mother is very kind and nice,she is thirty-seven.My mother is always
laborious work.I love my parents!
On Staurday and Sunday,I often go to the library and play the piano,My
father go to play basketball.Sometimes,we watch TV and listen to music at
home.
I love my family.Because I’m very happy to live with my parents together!
翻译
:我的家庭
我爱我的家庭,因为我有一个快乐的家庭.
我的爸爸是一名英语教师,他的名字叫Jacky.他今年38岁.他非常喜欢打篮球.我的妈妈是干什么呢?她是一名教师吗?是的.你说对了!我的妈妈是一个很亲切、友善的人,她今年37岁.我妈妈总是勤劳的干活.我爱我的父母.
在星期六和星期天里,我经常去图书馆和弹钢琴.我爸爸去打篮球.有时侯,我们都在家看电视和听音乐.
我爱我家.因为我和爸爸妈妈一起生活得很开心!
关于雁的诗句 句子啊.~~~~注意啦:是一句话啊~··~·~~~` 答好了,ME满意了,给你们加分哦.嘿嘿、、、、多来几
关于雁的诗句 句子啊.~~~~
注意啦:是一句话啊~··~·~~~` 答好了,ME满意了,给你们加分哦.嘿嘿、、、、
多来几句呗,我们要写5句啊~·~ 注意啊 :::五句
嗯,对了,还有关于理想的名言和谚语啊.!
过了今晚就不给你加分了啊.最多加5分
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“雁阵惊寒,声断衡阳之浦.”
塞下秋来风景异, 衡阳雁去无留意.
劳驾帮我找一篇英文论文~~有关品牌延伸策略的,不甚感激~~~~!20分,小的孝敬的,嘿嘿谢绝PDF格式,除非可以复制。。
劳驾帮我找一篇英文论文~~
有关品牌延伸策略的,不甚感激~~~~!20分,小的孝敬的,嘿嘿
谢绝PDF格式,除非可以复制。。。。谢谢
ligang8110231年前1
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Zara: Cool Clothes Now, Not Later
Ask any urban European female under the age of 30 and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara also sells men’s fashions, again aimed at the stylish and youthful.
Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked to compare Zara to The Gap, the U.S. - based clothing giant with a major presence in Europe. His response: “I don’t know. I’ve never shopped at The Gap.”
Most U.S. young adults have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from 179 stores mostly in Spain to 450 stores in 29 countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way.
While Zara is unlikely to displace The Gap in the U.S. market, they are certain to offer U.S. consumers an option previously unavailable to them. They have a sound if unusual marketing strategy in which logistics plays an important role. Logistics also plays an important role in Zara’s growth plans, notably its expansion into the U.S. market.
Zara’s Marketing Strategy
Zara’s marketing strategy focuses on product variety, speed-to-market, and store location. It is also notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what’s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts 10,000 different items on the store shelves in a single year. It can take a new style from concept to store shelf in 10-14 days in an industry where nine months is the norm. In its primary European markets, Zara locates its stores close together. Visitors comment that Zara in Madrid is like Starbucks in a major U.S. city—you see another store on every street corner.
Zara’s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with stand-alone stores and giant office buildings. The potential for intense competition is clear.
“These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, so we have to change what we have on the shelves,” said Zara’s Toronto store manager. “They could shop in a lot of other stores, so we have to make it worth their time to come here.”
This also helps explain why the company does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, so the customer often finds something new and appealing. By the same token, if the customer finds nothing to buy this visit, the store’s regular customers know that tomorrow or next week—sometime soon—new goods will be on Zara’s shelves. That makes it worth another visit.
Zara relies heavily on store employees for market information. If a customer looks at a sweater and comments, “That would look really nice with a cowl collar,” an employee can relay that information to Spain where managers decide whether or not to produce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the product in front of the customer, undermining the speed-to-market and product variety strategy.
The Role of Logistics
Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion industry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the 1970’s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to U.S. stores. In Zara’s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara also ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain.
“We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That’s why our customers come in often,” the Toronto store manager said. “We might get ten of one item and five of another. We’re constantly testing.”
The density of Zara’s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to production and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the production takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly.
The air express strategy also allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation
supports the product-innovation strategy that is the heart of Zara’s marketing, and the importance of logistics in Zara’s marketing strategy is clear.
The Results and the Future
Zara’s parent company, Inditex, reached $2.7 billion in 2001 revenue. This made it the fastest growing clothing manufacturer in the world. Zara, Inditex’s fastest growing division, turns its inventory twice as fast as major competitors, with an inventory-to-sales of 7% compared to an industry average of 14%. Their profitability in European operations (15%) is fifty percent higher than that of its major competitors. Zara manufactures 80% of its clothing in Europe, with most of the remaining 20% is sourced in Mexico.
While top managers are understandably closed-mouthed about their plans, Zara seems ideally positioned to penetrate the U.S. market in a major way. With some manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the U.S. market. This would make their youth-oriented styles widely available in the world’s most lucrative market.
Question 1 – Zara’s Business Model and Competitive Analysis
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities produced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara’s current business model.
Zara’s Business Model
Zara’s business model can be broken down into three basic components: concept, capabilities, and value drivers. Zara’s fundamental concept is to maintain design, production, and distribution processes that will enable Zara to respond quickly to shifts in consumer demands. José María Castellano, CEO of Inditex stated that "the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply can't move fast enough." This highlights the importance of this quick response time to Zara’s operations.
Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their production processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its production processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and produce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.
Value drivers for Zara are both tangible and intangible in the benefits that are returned to all stakeholders. Tangibly, Inditex, the parent company of Zara, has 11.02% net margin on operations and their market capitalization (Equity – market value) is €13, 981 (in thousands) in 2002. Their net working capital (current assets – current liabilities) is €133 (in thousands) . Additionally, the success of Zara can be demonstrated through their outstanding financial performance. From 1996 to 2000, Inditex SA tripled their corporate profits and in 2001, a year of overall economic downturn in the retail industry, Inditex SA saw a 31% increase in profits. Intangibly, customer loyalty and brand recognition have provided significant value to Zara. The number of consumers they attract continues to rise and their brand is synonymous with the cutting edge of fashion at affordable prices. The successful implementation of Zara’s business model provides great value to stakeholders and differentiates their business from their peers.
Competitive Advantage
Fundamental to Zara’s success is their commitment to rapid response in customer trends in fashion, producing clothing often and with short life spans (10 wears). Their commitment to this goal and the capabilities that they have developed to achieve it, have provided significant competitive advantage to Zara especially in the areas of product development, strategic partnerships and cost of production, advertising and marketing, and information technology infrastructure. The efficiencies and processes developed in these four functions differ significantly from their competitors and stand out in providing additional value and profitability to Zara.
Figure 1: Zara’s Business Model
Product Development
Zara’s unique approach to product development is instrumental to their success. Zara gives store managers significant autonomy in both determining the products to display in their stores and which to place on sale, and relaying market research and store trends back to their headquarters in La Coruña. At headquarters there are teams of commercials who take this information into account to design and effectively plan and produce all of Zara’s products. Zara maintains a design team of 200 people, all of which produce approximately 12,000 new styles per year for Zara. The process of obtaining market information and relaying it to design and production teams expedites product development by shortening the throughput time of a product to 3-4 weeks from design to distribution. This process is very different from its competitors. Many competitors rely on a small elite design team that plans both design and production needs well in advance. Stores have little autonomy in deciding which products to display or put on sale because Headquarters plans accordingly and ships quantities as forecasted. Zara’s speed to market in product development exceeds the capabilities of its competitors. This in itself provides additional value to stakeholders, customers, and stores in producing quality clothing at affordable prices .Zara’s product development capabilities are essential to Zara’s business strategy and future success.
Strategic Partnerships and Cost of Production
In comparison to competitors, Zara’s business strategy, in regards to strategic partnerships and cost of production, provide for a strategic competitive advantage. Zara, unlike its competitors such as Gap, Benetton, and H&M, does not use Asian outsourcing. Eighty percent of Zara’s materials are manufactured in Europe, with 50% made in Zara controlled facilities in the Galicia region of Spain near headquarters. Most of Zara’s competitors have 100% outsourcing to cheap Asian countries. Though the cost of production in Spain is 17-20% more expensive than Asia, Zara does have a competitive advantage over its competitors in regards to operations. The local strategic partnerships that Zara maintains with manufacturers in Europe allow for a product throughput time of 3-4 weeks from conception to distribution. To make this happen, the company designs and cuts its fabric in-house and it acquires fabrics in only four colors to keep costs low. Zara postpones dyeing and printing designs until close to manufacture, thereby reducing waste and minimizing the need to clear unsold inventories. The proximity of these suppliers gives Zara great flexibility in adapting their product lines based on up to date market trends and consumer behavior. It also decreases costs of holding inventory. Zara’s competitors, through outsourcing to Asian countries such as China, sacrifice the benefits of proximity for low labor and production costs. Though there is a cost advantage in their approach in regards to labor, the lack of flexibility in changing orders based on current trends hinders their operational efficiencies. Inventory costs are higher for competitors because orders are placed for a whole season well in advance and then held in distribution facilities until periodic shipment to stores. This proximity effect and the flexibility that it gives Zara is fundamental to their basic concept to respond quickly to shifts in consumer demand and has provided them with a competitive edge in comparison to their peers.
Advertising and Marketing
Zara’s unique approach to advertising and marketing is an additional factor within their business model that adds to their success. Zara spends 0.3% of total revenues on advertising and marketing. This is significantly less then their competitors who on average spend 3-4% of their total revenues on similar expenditures. Hence, Zara maintains a cost advantage to their competitors in marketing activities. In order to effectively complete with their peers Zara uses location, store layout, and product life cycles to act as their marketing tool to consumers. For instance, Zara strategically locates all of their stores in prime retail districts for visibility marketing. Additionally, because of the product development cycles mentioned earlier, customers are trained to visit Zara stores often because new items are presented weekly and are often not restocked. This feeling of scarcity encourages customers to come to the stores and buy frequently. Lastly, in order to keep the stores looking fresh and trendy; Zara invests heavily in their store layouts. They have a testing facility nearby their headquarters in Spain where different types of store layouts are tested. Each Zara store is remodeled every 5 years in order to keep up with current trends. Zara does not invest heavily in direct marketing, though their efforts in image/brand marketing do a great deal to attract a loyal customer base. Their cost advantage and ability to maintain brand recognition and customer loyalty are essential elements of Zara’s capabilities that build value in the company.
Information and Communication Technologies
Zara’s information and communication protocols are significantly different from its competitors. Zara spends less than 0.5% of total revenue on IT and IT employees account for only 0.5% of Zara’s total workforce. This differs from their competitors who spend on average 2% of total revenue on IT expenditures and have 2.5% of their total workforce devoted to IT. Zara utilizes human intelligence (from store managers and market research) and information technology (such as their PDA devices) in order to have a hybrid model for information flow from stores to headquarters. For example, managers at Zara stores use handheld devices to send standardized information regarding customer feedback and ordering needs directly to in-house designers. This not only keeps Zara's designers informed of fast-changing customer trends and demand, but also provides the company with insight on less-desirable merchandise. Unlike Zara’s hybrid model (which incorporates human intelligence and IT applications), competitors rely almost completely on information technology. Zara’s unique approach of human intelligence assisted IT solutions results in well-managed inventories, linkages between demand and supply, and reduced costs from obsolete merchandise; however, there is still room for improvement in their IT processes to realize more effective management of inventory levels. Hence, the hybrid information and communication system that Zara uses provides cost advantages to Zara’s operations and helps to abide by their fundamental principle to have the ability to rapidly respond to changes in consumer demand.
Zara’s concept, capabilities, and value drivers, as demonstrated through their business model, have proven to be extremely successful. Their resistance to outsourcing, concentration on core operations and production capabilities, and focus on the pulse of fashion have made them one of the most successful clothing retails. In the event of future global expansion, their future success and sustainability will be drawn into quention. They will need to adapt their business capabilities of product development, strategic partnerships and cost of production, marketing and advertising, and information and communication technologies in order to adjust to increasing global operations.
Question 2 – Key Decision Makers and Information Management in Operations
The key decision makers in the ordering process on the face of it are the store managers and the commercials at the HQ. However, there are certain issues that need to be addressed here. The store manager’s decision influence on the replenishment of garments is limited to a single order (twice a week) based on manually auditing the quantities required for the store. This information is subsequently sent to the HQ. Although they are the decision makers in this case, the order is still conditional. In the fulfillment phase of the operations, the aggregated demand is ascertained and the supply is allocated according to past performance of the various garments at the stores.
热效率是什么意思做题不知道热效率是什么 嘿嘿ie
你的老师1年前1
玉oo 共回答了15个问题 | 采纳率93.3%
发动机中转变为机械功的热量与所消耗的热量的比值 .热效率公式本身是与有序度指标"熵变"(用简化的S表示)有联系的.即 ηs=A/Q=1 -(T2/T1) =1 -(T2/Q1)S (4) 若当热机内的微观粒子的运动有序,并向宏观有序发展(做功)时,即熵S→0,则(T2/Q1)S→0, ηs→1 如果微观粒子的运动无序时,0≤η
求教 关于雅思听力先说明自己的情况,其实我只是个学了半个多月的新烤鸭,开学升高二嘿嘿.情况是这样: 我在外面报了个培训班
求教 关于雅思听力
先说明自己的情况,其实我只是个学了半个多月的新烤鸭,开学升高二嘿嘿.情况是这样:
我在外面报了个培训班,一开始的入学测试听力真的基本没听明白多少,成绩出来听力3分T_T但是说也奇怪,上午入学测试,下午上听力课Section1就能对六七个了.以后越来越上手,到现在的成绩简单的题目7分,偏难的估计只得6.5甚至6了.
想请大家帮我分析一下我的状况,比如内奇葩的3分怎么个情况.以及继续努力有什么好的方法~
(BTW,同学有人给我推荐listen to this 请问适合我么)
神奇小邪1年前1
清风淡 共回答了20个问题 | 采纳率90%
那就是不熟悉,学习这个事情是孰能生巧的,不过测评能得7分,不代表考试就能考这么多哦!考场很多人,容易受干扰,其次加之紧张的情绪,更容易出问题!基本上练习材料,除了真题以外,其它的参考性都不是特别大,建议还是找真题做练习,真题除了高度还原之外,可能会有一定的重复率,也就是会考到旧题的几率,如果遇到同类型的题材,也会更有把握!
我有好多没写,求一个答案,抄上去,嘿嘿偶尔偷下懒,好不不好对,是山西出版集团:山西教育出版社的七年级下册暑假作业本的作业
我有好多没写,求一个答案,抄上去,嘿嘿偶尔偷下懒,好不不好对,是山西出版集团:山西教育出版社的七年级下册暑假作业本的作业....求各位仁兄
huikhgyoug1年前1
伊人zz 共回答了21个问题 | 采纳率100%
怎么不去借同学的,方便又省事
求解初二物理.题目如下嘿嘿,链接在这里http://zhidao.baidu.com/question/57145143
求解初二物理.题目如下
嘿嘿,链接在这里http://zhidao.baidu.com/question/571451432.html
求大神帮解答,谢了!
cjlu1年前1
龙娴湘 共回答了20个问题 | 采纳率90%
你给的两个图片是针对不同的情况来说的

图一中的镜面反射,人眼的位置在别处
此时,光线基本不进入人眼,所以此时比漫反射暗

图二中的镜面反射,人眼的位置在反射光线上
此时,光线基本都进入人眼,而漫反射只有部分进入人眼,所以此时比漫反射亮
帮我翻译英语句子,嘿嘿.厉害的来哦.
帮我翻译英语句子,嘿嘿.厉害的来哦.
在这些成绩的鼓舞下,他们决定扩大经营
在所有这些任务中,这一项是最困难的
科技未来屋1年前1
w2hua 共回答了17个问题 | 采纳率100%
In all these task,this is the most diffcult
苏东坡和佛印的故事?关于这的资料越多越好,老师叫我们写个作文嘿嘿 .....如果你写好了的话那就更好了那我就不用慢慢去凑
苏东坡和佛印的故事?
关于这的资料越多越好,老师叫我们写个作文
嘿嘿 .....
如果你写好了的话那就更好了
那我就不用慢慢去凑字数慢慢写了吧
不过这貌似是犯法的额???
不管啦,也没什么的,就是一个作文又不是参加什么比赛,不算侵权的
不过也别写那么好
一般般就可以了
(*^__^*)...嘻嘻
yoga521年前5
小路仔 共回答了19个问题 | 采纳率89.5%
上面几位说的很明白了,如果想要原文,可参考禅宗公案一书。
求运用化学方程式的计算题10个,谢谢!!!〔要简单一点,直白一点,题目短一点的,嘿嘿〕
liuchuns1年前4
小白菜3996 共回答了20个问题 | 采纳率85%
什么意思?
求一些形容男人"秀气"的成语。越含蓄、越有内涵最好!嘿嘿
求一些形容男人"秀气"的成语。越含蓄、越有内涵最好!嘿嘿
谢谢诶~!
我说的“秀气” 是贬义的,不是褒义的……
就是损人的那种。
小雅雅1年前6
填鸭 共回答了16个问题 | 采纳率87.5%
文质彬彬、眉清目秀、温文尔雅、
时尚的英文单词怎么拼?我英文不太好~嘿嘿~!
sadfhwkjrgrth1年前1
hidoctors 共回答了16个问题 | 采纳率87.5%
fashion 就可以了
不用那么复杂
时尚的 fashionable
一张纸连续对折24次,有多厚?~嘿嘿~
Lydia颜颜1年前1
qxw_000 共回答了15个问题 | 采纳率100%
一张纸大约75微米厚(一般),一张纸连续对折24次就是一张纸的厚度75微米乘以2的24次方,结果大约是314.5米厚!
理论上是这样的,不过你要多大一张纸才能对折2的24次方次啊?
请问植物减数分裂也形成细胞壁么?这个书上没讲··嘿嘿,
春入眉心1年前1
没钱没势2 共回答了23个问题 | 采纳率91.3%
有细胞壁.植物胚囊母细胞在发育成胚囊时,先进行减数分裂,最后只有一个细胞发育成单核胚囊细胞(大孢子),接着它进行三次有丝分裂,并不立即伴随细胞质分裂核细胞壁形成,形成8个核,后来逐渐分化成7个细胞的成熟胚囊(因2个极核在一个中央细胞中).有的植物卵细胞周围几乎全被细胞壁包围,只在合点端出现细胞壁的不连续状态,有些植物卵细胞则大部分由由质膜包围,细胞壁仅分布在近珠孔端.卵细胞的这些特点是对精子进入卵细胞的适应.助细胞的细胞壁也是不完全的,厚度不均.中央细胞的细胞壁在近卵器的部分通常是间断的.
找几道八年级勾股定理巨难题要麻烦一点的过程要多,最好要有辅助线,配图、题、解答过程越难越好,我给别人出题嘿嘿
拥抱的郁金香1年前2
馨遥 共回答了15个问题 | 采纳率86.7%
例一:如一个长8m,宽6m,高5m的仓库,在其内壁的A(长的四等分点)处有一只壁虎,B(宽的三等分点,且靠近顶点N)处有一只蚊子,则壁虎爬到蚊子处的最短路程是多少?(参考数据:11.182≈125,10.822≈117)
解析:把这个长方体展开,然后运用勾股定理求解.但有两种展开方式:
(1)连接AB,过点B作对边的垂线,垂足为C.因为A为长的四等分点,B为宽的三等分点,所以AC=6+4=10m,BC=5m,由勾股定理得AB2=AC2+BC2=125.所以AB≈11.18m.
(2)连接AB.由已知得AC=6m,BC=5+4=9m,所以AB2=AC2+BC2=117.所以AB≈10.82m.因为11.18>10.82,所以壁虎沿第二种路线爬行最近,最短路程是10.82m.温馨提示:解决立体图形中任意两点间的最短路程问题,应充分运用转化思想,将立体图形转化为平面图形,或将曲面转化为平面,从而把问题转化为平面内两点间的最短距离问题,构造出直角三角形后,运用勾股定理即可求解
.二、求平面图形中的最短路程
一牧民在A处放马,他的家在B处,A、B两处到河岸 的距离AC、BD的长分别为500m和700m,且C、D两地距离为500m,天黑前牧民从A点将马牵到河边去饮水,然后再回家,那么牧民最少要走多少米的路程?
解析:本题实质上是求两条线段和最短的问题.由于A、B两点在直线 的同侧,故应作出其中一个点关于直线 的对称点.为此,作点A关于直线 的对称点A1,连接BA1.由轴对称知识及三角形三边关系知,A1B的长就是所求的最短路程.作A1E⊥BD交BD的延长线于点E.在Rt△A1BE中,BE=BD+DE=700+500=1200m,A1E=CD=500m.由勾股定理,得A1B2=BE2+A1E2=12002+5002=13002,所以A1B=1300(m).故牧民最少要走1300米的路程.温馨提示:求平面内几个点的距离之和最小值问题,通常要运用轴对称知识、三角形三边关系,把问题转化为“两点间的最短距离”问题,再运用勾股定理进行计算.
铅的正二价为何比正四价稳定如题.要解释的话,肯定就用到原子结构方面的知识了,而且不是高中所涉及的吧,嘿嘿.四氧化铅的碱性
铅的正二价为何比正四价稳定
如题.要解释的话,肯定就用到原子结构方面的知识了,而且不是高中所涉及的吧,嘿嘿.
四氧化铅的碱性比酸性要强,我想是因为,铅离子对于氢氧根离子的吸引力比较弱,所以四氧化铅在水中电离时,铅离子把氢氧根离子释放到了水分子中,碱性比较强,但我想它也会发生另外一种的,即酸性电离.
而类比地,同族元素锗离子和锡离子因为原子半径较小,对氢氧根离子的吸引力比较强,所以电离时留下了,氧离子,只给出了氢离子,当然我想它们也会有碱式电离,只不过程度较弱.这样解释对吗?
804166191年前1
博伊仑之歌 共回答了18个问题 | 采纳率83.3%
按照原子核外电子排布看Pb[Kr]4f145d106s26p2
而6s2电子对非常稳定,所以说Pb的+2价稳定,而正4价不稳定
PbO4从来没见过~类似的可用大学的离子势的类似知识解
物理中vt.vo是什么意思嘿嘿,我物理一般,请解释一下啊.如果能把高一物理的字符都解释一下将感激不尽
lovewan8141年前4
小磨coffee 共回答了20个问题 | 采纳率85%
vt是指t时刻的速度
v0是指t=0时刻的速度
t是时间
a是加速度
g是重力加速度
s一般是位移
F是力
m是质量
V是体积
ρ是密度
F法拉
U是电压
ε是电阻系数
d,l表长度
形容笑的声音的字..比如说..哈哈、嘻嘻、嘎嘎、呵呵、嘿嘿、 还有什么?再想一个出来就好了~
fairystory1年前1
halailai 共回答了18个问题 | 采纳率94.4%
咯咯
请问美丽的英文,要有2个,谢谢(其实我以前会,但是不记得,嘿嘿,健忘了)
想说一声对不起1年前1
小雪er 共回答了23个问题 | 采纳率4.3%
beautiful
5,5,5,1.以四个数字用加减乘除法都可以,怎么才能得出24这个结果,要求每个数字都要用上,并且只能用一次,嘿嘿我自己
5,5,5,1.以四个数字用加减乘除法都可以,怎么才能得出24这个结果,要求每个数字都要用上,并且只能用一次,嘿嘿我自己算不出来.
Wu呵呵1年前1
麒麟鸟 共回答了15个问题 | 采纳率80%
1除以5=0.2..5-0.2=4.8..4.8乘以5=24
英语滴基础滴求英语滴基础知识,通俗一点嘿嘿 书上的都看不懂,偶要冲刺冲刺~
没见过这种人1年前2
floatplum 共回答了15个问题 | 采纳率93.3%
基础知识的话,最好是买个口语小本本,把上面的口语200句一句一句学会就可以,相信可以帮组你日常和老外交流了.
learning is the eye of mind!怎麽翻译?答对有奖!嘿嘿!
谷维1年前4
shirly100 共回答了21个问题 | 采纳率85.7%
学习是心灵的眼睛
鹰击长空,鱼翔浅底,万类霜天竞自由.嘿嘿下一句是什么
colinjamax1年前1
pxc0204170413 共回答了18个问题 | 采纳率94.4%
鹰击长空,鱼翔浅底,万类霜天竞自由.
怅寥廓,问苍茫大地,谁主沉浮?
谁会讲解这道题?之一是讲解,细致一点,我很笨,嘿嘿
谁会讲解这道题?之一是讲解,细致一点,我很笨,嘿嘿
有一群鸽子和鸽笼,如果每个鸽笼住6只鸽子,则剩余3只鸽子无鸽笼可住,如果在飞来5只鸽子,连同原来的鸽子,每个鸽笼刚好住8只鸽子,原来有多少只鸽子和鸽笼?
llll111年前2
蓝天冷 共回答了22个问题 | 采纳率90.9%
假设有x只鸽子,y只鸽笼,则x-3=6y;x+5=8y ,便可得出x y的值,x=27,y=4
请英语高手帮我做下以下题目.万分感谢.希望正确率能高1点的.嘿嘿
请英语高手帮我做下以下题目.万分感谢.希望正确率能高1点的.嘿嘿
Part I. Use of English(共10题)
1. — Hi, is Mary there, please?
—_______a______.
A. Hold on. I’ll get her
B. No, she isn’t here
C. Yes, she lives here
D. Yes, what do you want
2. — Is ____C___ here?
— No, Bob and Tim have asked for leave.
A. anybody B. somebody
C. everybody D. nobody
3.— Can you turn down the radio, please?
—____________.
A. Oh, I know
B. I’m sorry, I didn’t realize it was that loud
C. I’ll keep it down next time
D. Please forgive me
4.— Can I have a look at your passport?
—_____________.
A. It is here
B. Here is it
C. Here you are
D. No, you can’t
5. — Hurry up please, or I’ll be late.
—____________.
A. Sorry sir, but the traffic is thick now
B. Well, it’s alright, sir
C. How can you say that, sir?
D. Oh, we are going the right way
Part II. Vocabulary & Structure (共10题)
1. Now many people prefer ____ in cities to ____ in the country.
A. to live… living B. to live …live
C. living… living D. living …live
2. A dark suit is _____ to a light one for evening wear.
A. favorable B. suitable
C. preferable D. proper
3. Applicants for the job must have _____ experience.
A. present B. precise
C. precious D. previous
4. A ____ school is the first school you go to.
A. primaryB. principal
C. precious D. previous
5. Our country makes good work conditions a(n) _____.
A. pioneer B. anxiety
C. priority D. variety
潘冬子潘1年前3
租界红楼 共回答了26个问题 | 采纳率80.8%
,a,b,C,a,C,d,C,a,D
做个试验,如何融化透明硅胶颗粒融化硅胶颗粒用水么?如何融化,硅胶染色剂都有什么,如何染色.嘿嘿 万一爆炸了 “轰” 新的
做个试验,如何融化透明硅胶颗粒
融化硅胶颗粒用水么?如何融化,硅胶染色剂都有什么,如何染色.
嘿嘿 万一爆炸了 “轰” 新的代替火药的东西诞生了
爱若还在1年前1
彬宇紫月 共回答了13个问题 | 采纳率76.9%
关注这个问题
融化硅胶颗粒用水么?如何融化?
应该用乙醇吧,加热试试
嘿嘿 万一爆炸了 “轰” 新的代替火药的东西诞生了
需要小心,没那么大危险,控制下温度《80
英语翻译会的希望帮我解答我会给你打分的啊```嘿嘿````
wizard00001年前3
xhlqh 共回答了21个问题 | 采纳率90.5%
The white rabbit is beautiful.
walking and looking are not careful.
The one who different between inside and outside is people.
No one could be himself before.
我已经很努力的压韵了.
希望能让你做个参考.
求翻译成中文.想看看那妞被骂成啥样了,嘿嘿嘿,ps;LZ是楼主的意思.
求翻译成中文.想看看那妞被骂成啥样了,嘿嘿嘿,ps;LZ是楼主的意思.
hehe.Look! Here is a single LZ!Let's try catching him,LZ is full of nutritions,a LZ can provide us with us a we ek's energy. But LZ's not easy to deal with.Approaching him backwards,not to make any noise!Hey,I've c aught him!He struggles acutely.Cut his head off and the rest can be eaten.Time permitting,we can eat af ter burning him.More delicious if doing that.LZ contains 6 times as much protein as beef,it taste great,jus t like chicken.
龙城刀客1年前1
snow_shine 共回答了13个问题 | 采纳率92.3%
看!这只有一个楼主!我们试着抓住他.楼主营养丰富,一个楼主可以供应我们一个周的所需的能量.但是楼主不是那么好对付的.从后面悄悄接近他,哇,我抓住他了!他剧烈的挣扎.割下他的头来剩下的就可以吃了.还有一些时间,我们可以先把他煮熟了,那样味道更好一些,楼主的蛋白质含量是牛肉的6倍,味道很好,就跟鸡肉一样
急求两个字短语!~~~~嘿嘿呵呵哈哈嘎嘎吼吼嘻嘻
wlznj1年前1
媚女神ievm 共回答了26个问题 | 采纳率92.3%
叽叽;
喳喳;
叨叨;
唠唠;
叭叭;
吁吁;
吆吆;
喝喝;
呜呜;
咝咝;
唧唧;
嗞嗞.
老鼠药的毒性原理是什么?吃了老鼠药会是什么感觉?毒性很强,狗吃了都能毒死的那种.我想知道老鼠药的药性,发作过程.嘿嘿`!
老鼠药的毒性原理是什么?
吃了老鼠药会是什么感觉?毒性很强,狗吃了都能毒死的那种.
我想知道老鼠药的药性,发作过程.嘿嘿`!(俺想干点坏事.毒死一条恶犬.)那条狗太可恶,说了你们也不理解,所以告诉我药的发作原理就OK啦~~~~告诉了追加分`~~~~~~~
huaqingxie1年前1
jiani001 共回答了21个问题 | 采纳率85.7%
老鼠药主要成分:
毒鼠强;又名没鼠命,四二四,三步倒,闻到死,化学名:四亚甲基二砜四氨
英文名:Tetramine; Tetramethylene Disulfotetramine
轻质粉末.熔点250~254℃.在水中溶解度:约0.25mg/ml; 微溶于丙酮;不溶于甲醇和乙醇.在稀的酸和碱中稳定(浓度至0.1N).在255~260℃分解,但在持续沸水溶液中分解.加热分解,放出氮、硫的氧化物烟.可经消化道及呼吸道吸收.不易经完整的皮肤吸收.
毒理学介绍
哺乳动物口服的LD50(最低致死剂量) 为0.10mg/kg.大鼠经口LD50 为0.0.3mg/kg.小鼠经口MLD为0.2mg/kg; 经皮下的MLD为0.1mg/kg.
本品对中枢神经系统,尤其是脑干有兴奋作用,主要引起抽搐.本品对γ-氨基丁酸有拮抗作用,主要是由于阻断γ-氨基丁酸受体所致,此作用为可逆性的.
临床表现
动物中毒后兴奋跳动、惊叫、痉挛.四肢僵直.目前多数中毒案例为口服中毒.
轻度中毒表现头痛、头晕、乏力、恶心、呕吐、口唇麻木、酒醉感.
重度中毒表现突然晕倒,癫痫样大发作,发作时全身抽搐、口吐白沫、小便失禁、意识丧失.
脑电图显示不同程度异常,病情好转后可恢复正常.
现在还买得到鼠毒强吗~好狠呢~不过你有你理由,
英语~~来翻译句子嘿嘿the owner took the poor man to Henry for some mon
英语~~来翻译句子嘿嘿
the owner took the poor man to Henry for some money.
机器翻译就表来了、谢谢配合
feng12371年前1
wrqevqewrvq 共回答了26个问题 | 采纳率100%
物主把这个穷人带去见亨利去要一些钱.