How fast fashion industry impact on Chinese customer behaviour With Dissertation

How fast fashion industry impact on Chinese customer behaviour With Zara case study - Dissertation Example There are two main types of research methods. One is inductive methods and another is deductive methods. In deductive research method, research is generally started from more general overview of the research topic to more specific to the hypothesis. It is often termed as top down research approach or research methodology. The researcher also implements theory related to the topic of the research and narrow it down to the specific hypothesis. Even, the researcher narrows down to more practical observations to address or test the hypotheses and then come down to conclusion of the research. Opposite to deductive research, inductive research is worked out in different way by the researchers. It is one types of back calculation or bottom up research approach. In this type of research approach, the researchers begin with a specific observation or findings and start analysing the regularities and pattern. Finally the researchers end up drawing some general conclusion about the research topi c. In this study, deductive research method has been used and therefore, the research has been started from a general overview of this research topic. 3.1 Primary Empirical Material The Primary data collection from focus group was selected for this research in order to identify the opinion and feelings of a group of a people. Zara is one of the famous fast fashion retail chains among these respondents (Chai, 2011, p.196). Moreover, the advantage of this focus group is that the data collection method will be face to face. Focus group is an effective method of qualitative research market. As the research is depending upon the customer’s motivation, behaviour and approaches, this qualitative method will be appropriate. Primary research has been conducted in Chinese high street markets and questions will be asked to the customers of fashion products in China. The questionnaire consists of 20 questions those were handed out to 25 respondents in a shopping mall. When respondents were identified, the researcher intended at random individuals who are aged between 15 and 30. Several conditions have been measured before the designing of questionnaire. Firstly, they should understand the questions properly; secondly, respondents should provide the appropriate information; and finally, respondents must be willing to give the information. Implementing this kind of face to face questionnaire handing out has a major advantage that response rates will be generally higher comparing to telephone interviews or mail surveys. The designed questionnaire is provided in Appendix. 3.2 Results of questionnaire There were total 25 numbers of people who participated in this method. Among them 15 were female and 10 participants were mail. A number of 10 students and 8 office workers have answered these questions. And the rests are health staff and civil servants respectively. The major target audience for the questionnaire were individuals between 15 and 30. Personal income level has an influence of spending. Most of the respondents earning were between 2000 and

OPERATIONS MANAGEMENT Assignment Example | Topics and Well Written Essays - 3500 words

OPERATIONS MANAGEMENT - Assignment Example Summary and conclusions 18 References & Appendices Abstract The present report explores operations management at a production and service organisations with an aim to understand its main constituents and approaches; in addition, an understanding of the differences between strategic approaches of production and service operations management has been obtained. To achieve this, firstly, the report explores corporate and operations strategies as well as competitive priorities of Toyota and Accenture. Practical implications along with critical perspectives of core operational processes like capacity planning inventory management, quality, supply chain management and performance management at both organisations have been explored. Lastly, implications of these processes at operations and strategic levels have been illustrated based on competitiveness, sustainability and innovation perspectives. 1. Introduction Operations management is concerned with managing the process of creating product s and services through systematic and defined procedures. On a broader level, different functions involved in operations management of production and service industry are almost same; but the way these functions are carried are very different. In order to understand the difference, the current discourse evaluates operations management processes in two distinct organisations, i.e. the automotive manufacturer Toyota and the management and technology service provider, Accenture. Their immense success and global presence have been possible because of sustainable operations besides other activities. This report attempts to highlight the core operational activities carried out at both the organisations and how these activities have added value to their successes. In this process, competitive priorities and critical operational strategies such as capacity planning, inventory management, supply chain management, performance management, and quality approaches have been assessed. These aspect s will clarify how these organisations attained competitive position in their respective markets; and what factors have lead to their immense success despite the external and internal challenges. 1.1 Operations management: Brown (2000) describes that Operations Management involves the most critical activities of production, beginning from and including, planning and design, production processes of goods and services, and also effective integration of marketing, finance, human resources management and strategy in order to enable a business to enter and compete with both new and existing markets. In other words, a business’s success and sustainability largely depend on the operational capabilities, including efficiency and quality. These factors have been mastered by both the organisations to a large extent. Theoretically, operations management in manufacturing and service industries constitute a combination of three distinct functions, strategic functions, tactical functions a nd operational planning and control functions (Chase, 2006). Main operational processes include planning, production, purchasing or inventory management, supply chain management, distribution and marketing. Toyota and Accenture perform these processes distinctly as aligned with different competitive prior