Zara’s Multi-Brand Strategy And Risk Management Homework Essay Sample

Zara’s Multi-Brand Strategy: Introduction

The fashion apparel industry has experienced a significant evolution process over the last few decades. It especially concerns the so-called “fast fashion” retailers mostly encouraged by globalization of the market and the internationalization of companies. In this report, we are going to evaluate the strategies business model deployed by Zara company, which is globally known and acknowledged for its apparel, accessories, home goods, and cosmetics. We will evaluate the model that is the best representative of Zara’s internationalization as a part of Inditex group and discuss the competitive strategies used by Gap Inc. and H&M.

We will explore the multi-brand strategy used by Zara and try to differentiate the apparent benefits and shortcomings of using such strategy. It is true that Zara deploys a high-risk and high-reward model; among the risks the company has to face is the risk of some of its brands being cannibalized by the others. We will discuss whether Zara is successful in dealing with these risk and give an explanation. Also, we are going to evaluate the possible strong points and weak points of Zara’s going into a joint venture with Tata group, India. We suppose that the psychic distance paradox has a significant role in jeopardizing the Zara’s enterprise at that.

Background of Zara Brand

In 1975, Amancio Ortega and Rosalía Mera founded Zara company as a chain store belonging to the Inditex group. Inditex is the global fast fashion retailer that incorporates such brands as Zara (including Zara Kids and Zara Home), Pull&Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, and Uterqüe. The portfolio of their products is extensive, comprising apparel and accessories for men, women, and children; also, Zara Home specializes particularly on home accessories.

A significant point of understanding Zara’s popularity all over the world is the way it picks up the current trends and makes it possible to renew its collections approximately twice a month. Such rapid chance is possible due to a unique strategy of gathering trend data in the field. Consequently, the production is based directly on the consumers’ demand. Also, considering that the production occurs mainly in Spain, which is Zara’s homeland, the materials can be delivered quickly, and the fresh loads of apparel and other products are available within as little as two days after the company has put the order (Tokatli 2008).

It is worth once again mentioning that Zara has developed a remarkable technology of gathering data on current trends and disclosing the strategy itself. First and foremost, Zara employs special agents which are usually young persons for whom Zara offers the first chance of a job. The agents are gathering data in places of public interests and watch for the latest trends in fashion. Then the data they have gathered is sketched and sent to factories: the design is changed according to the agents’ evaluation of what will make up for better sales.

The headquarters are situated in Spain, where there is an extensible system of production and all the factory machinery. Zara makes considerable investments into labor, which is by no means cheap, since it is primarily focused on the best result in the shortest possible time. Remarkably, though, Zara does not put that much effort in advertising. The company, probably, has set their priorities correctly, because its popularity all over the world is astounding.

As for the logistics, Zara outsources its products almost entirely locally, with only 25% coming from abroad. The reason to it lies in the quickness of further transporting the end products to the stores. Besides, the suppliers from Italy, Greece, and Spain are obliged to deliver the raw materials to Zara’s factory in Spain within less than a weeks’ time. The time period between the new collection order and the deliveries to the stores is reduced to a minimum.

Thus, Zara has made the speed of production their credo. However, to understand the key to Zara’s competencies, it is worth answering several questions concerning its business strategies as opposed to those of its competitors’.

Zara’s Brand Internationalization Model

It is stated that the demand for international services is created by trade (Ghauri & Cateora 2014). Consequently, the Uppsala model as part of the Incremental Internationalization can be regarded as the very type of Zara’s internationalization. The reason might be that Zara has relied on the U-model so far to invade the international market. Zara has successfully outreached its transactional activity within its home market and is constantly expanding. The prices are demand-based, and the production mechanism is very sensitive to the customers’ demands as well (Michelle & Byoungho 2014). Indeed, in the case study, it is stated that if a product does not trade well, it will be withdrawn from the stores within a week.

Also, the market trends will be pursued to replace the gap. As to the pricing, Zara relies mostly on the quality of the product, the accessibility of subsidiary products, the consumers’ socio-economical background and the level of income. These can be considered as the main factor of price-setting. Thus, Zara can apply the same strategies for expanding into global markets with greater psychic distance than its own. It can account for the demand of the international market and use the cost that can leave the consumers satisfied. It just bases the costs on the demand. As to the revenue, it can be used for further expansion and decision-making and logistics, i.e., on the subject of new apparel stores, materials purchase, etc. Considering that Zara, like other fast fashion companies, is designed for instant response to the consumers’ needs, it can alter the whole landscape of retail while entering the foreign markets, if needed (Choi 2013).

Zara’s Brand Competitive Strategies

The doubtless front-runners on the global scale are Zara, Gap Inc., and H&M. The strategy that allows Zara compete with the latter two is that it focuses on trend-setting at fair price; the quality is closer to medium – since Inditex already has Massimo Dutti for higher-quality products. Also, the short time that Zara sets to design and produce new apparel and deliver it directly to the stores is an important advantage.

The “live collections” that are manufactured on the inner scale prove the most sensitive to the current trends. The “live” apparel sums up for the better half of the whole range of Zara’s products and marks the start of Zara’s production cycle. At the beginning of this cycle are the consumers, with their needs and preferences. The budget is set according to the raw material price, the target price of the end product and the desired profits.

Just like Inditex does, the Gap Inc. also uses the multi-brand strategy under such names as Gap, Banana Republic, Old Navy, etc. Headquartered in the US, Gap outsources its apparel and accessories mostly from its homeland, although simultaneously deploying foreign suppliers for the outsourcing. Gap Inc. is also an internationalized retailer, having a multitude of stores in the UK, Canada, France, Japan, etc. Currently, it is entering the Middle Eastern and Asian market where it mostly relies on its own subsidiaries.

As to H&M, it has made use of offering both the latest fashion and the best quality at a low price. The target consumer audience includes men, women, teenagers, and children. H&M’s suppliers count up to 700, and this company has better success in internationalization. The reasons may be that the stores are located conveniently, the collections are frequently renewed, and the prices are kept as low as possible, in the circumstances.

With its “quick response” concept as a key strategy, Zara has the chance of overpowering the H&M and the Gap Inc. since the company internationalizes quickly and goes in accordance with the changing dynamics of the international apparel industry (Bhardwaj, Eickman & Runyan 2011).

Zara’s Branding Strategy

Multi-brand refers to a marketing strategy with the companies producing two or more products simultaneously and under different brand names. Zara is well-known globally for incorporating such brands as Pull&Bear, Oysho, Massimo Dutti, Bershka, etc. These brands have become global and result in significant revenue, yearly. By using parallel brands, the company can expand its target market.

For example, while Massimo Dutti and Oysho fill the quality gap, Bershka and Pull&Bear fill the price gap, enlarging the amount of target consumers by directly addressing their needs. The main advantage of it is, of course, the increased profit. The disadvantage is that the distribution system becomes a gateway to possible threats, since a sudden problem on one of the distribution branches could affect the center – and all other branches (Gabrielsson 2005). Besides, there is always a risk that brands will eventually cannibalize each other.

Zara’s Risk Management: Cannibalization Issue

The multi-brand strategy is deployed not only by Zara, but by most of the world’s leading apparel retailers (Mo 2015). This strategy is rather dangerous since it can result in less sales and revenue for each of the brands. Indeed, the appearance of one brand moves other brands aside and metaphorically eats them alive. Zara successfully avoids these unpleasant results since Zara’s brands were first launched on the domestic premises and then applied to all other markets. Besides, Zara has put an emphasis at distinguishing the brands by their target consumer audience, e.g., the products under diverse brand names differ in design, price and quality. Thus, the brands are evenly distributed within the market. Also, Zara promotes the product rather than the brand, emphasizing the diversity of the products. Thus, Zara has overcome the risk of cannibalization and keeps the constant supply of each brand at its highest (Mo 2015).

Zara’s Conglomerate – Indian Joint Venture

Zara has gone into a joint venture with Tata Group in 2009, which marked the beginning of Zara’s stores setup in India. Tata is one of the largest conglomerates in India, and it holds a 49%-share as the collaboration proceeds. One of the advantages of such collaboration is the size and power that Tata has in India, which allows Zara instantly integrate into the Indian market. Another advantage is that India has more than 1.1 billion of population, further extending Zara’s consumer audience – and the sales. Also, the venturing firms can benefit if the joint firm countries have a growing GDP, which means the local economy is developing (Keegan & Green 2011).

As to the disadvantages, there are more of them, and they are well worth consideration. Firstly, the psychic distance between Zara’s culture and the culture of India is too big. The ethics and values are diverse both on the business level and on common level. Consequently, the dynamics of the working process might get jammed by the diversity, resulting in profit decrease. Secondly, Tata Group might put Zara’s intellectual property under threat since the percentage of shares Tata has is quite drastic.

Which is why, Tata might get hold of domination and vulnerabilize Zara’s corporate secrets. In addition, despite the fact that the population is dense in India, it has its own apparel and accessories market – and a rather extensive one, at that. Clothing industries are not only well-developed but are also well-adapted to the local consumers’ needs and demand. Besides, in spite of the high GDP, the level of income per capita is rather low, making Zara clothes practically inaccessible to an average Indian consumer.

Thus, most Indian people prefer wearing local products, with only those having a higher socio-economic status being able to actually buy from Zara. At that, we should return to the psychic difference, but this time the difference lies not between Zara and Tata as business partners, but between European and Indian clothing cultures. The cultures are so diverse and specific in their own way that a clash is likely to occur, with the more traditionalized Indian population refusing to wear European apparel. All this can result in the decrease of sales, the loss of intellectual property and corporate secrets, and the increased vulnerability of Zara’s distribution center (Keegan & Green 2011).

Zara’s Branding Strategy: Conclusion

To sum it up, the evolution experienced by the fashion apparel industry over the last few decades has proved rather drastic. The “fast fashion” retailers such as Zara, Gap Inc., and H&M are the most concerned. They gradually get globalized and expand their markets, invading both local and international ones. In this report, we have estimated that Zara company, which is the global producer of apparel, accessories, home goods, and cosmetics, deploys an Uppsala model of internationalization since it bases the priced on the demand and expands into the international market.

The competitive strategies used by Gap Inc. and H&M make them strong competitors – especially the H&M which has the lowest prices of all three and the biggest number of suppliers, making the company the most globalized between the three. As to the multi-brand strategy utilized by Zara, we can assess that the brands it has on offer are yet to gobble up each other. The high-risk and high-reward model actually works for Zara since its brands are capable of filling all the gaps in the market, i.e., the price gap and the quality gap, which means that Zara – and its sub-brands – literally has something for any type of consumer. On the other hand, Zara’s joint venture with Tata Group, India, seems to be less successful due to several reasons. The main reason is the psychic distance, which means, when dealing with the Indian market, Zara is under constant jeopardy, despite its apparent popularity elsewhere.

Zara’s Mission Statement

Zara’s mission statement centers on customer satisfaction and efficiency, succinctly stating its commitment to providing customers with what they desire and doing so with unmatched speed. Their clear and concise mission reflects their dedication to promptly understanding and fulfilling customer needs, making it an effective and powerful statement.

References

Bhardwaj, V, Eickman, M & Runyan, RC 2011, ‘A case study on the internationalization process of a ‘born-global’ fashion retailer’, The International Review of Retail, Distribution and Consumer Research, vol. 21, no. 3, pp. 293-307.

Choi, T 2013, Fast Fashion Systems: Theories and Applications, CRC Press, Boca Raton, FL.

Gabrielsson, M 2005, ‘Branding Strategies of Born Globals’, Journal of International Entrepreneurship, vol. 3, no. 3, pp. 199-222.

Ghauri, PN & Cateora, PR 2014, International Marketing 4th edn, McGraw-Hill Education, New York, NY.

Keegan, WJ & Green, MC 2011, Global Marketing 6th edn, Pearson Education, London, UK.

Michelle, LC & Byoungho, J 2014 ‘Is Uppsala model valid to fashion retailers? An analysis from internationalization patterns of fast fashion retailers’, Journal of Fashion Marketing and Management, vol. 18, no. 1, pp.36-51.

Mo, Z 2015, ‘Internationalization Process of Fast Fashion Retailers: Evidence of H&M and Zara’, International Journal of Business and Management, vol. 10, no. 3, pp. 217-236.

Tokatli, N 2008, ‘Global sourcing: insights from the global clothing industry—the case of Zara, a fast fashion retailer’, Journal of Economic Geography, vol. 8, no. 1, pp. 21-38.

Taylor St Baristas Company: Social Media Marketing Plan

Introduction

The coffee industry is huge indeed, and several companies are eager to introduce their ideas and improvements to attract the attention of customers. Taylor St Baristas is a young UK coffee company founded at the beginning of the 2000s. It was a kind of response to the existed dire state of London coffee and the necessity to prove that rich coffee drinks could be available to the British people (Taylor st: our history 2016). Within a short period, the company proved itself as a powerful body in the coffee industry. There are no many coffee shops of the company.

Still, each of them has its worth and impact on the industry (Taylor st: careers 2016). Such importance and development could be explained by the properly organized digital marketing environment. In this report, the digital marketing plan for Taylor St Baristas will be developed with the help of Facebook as the main social media tool for the chosen organization in to promote online customer acquisition throughout the relevant strategic recommendations such as the involvement of customers in discussions, the development of competitions within the shops, and the introduction of a powerful image content.

Key Areas of the Digital Marketing Environment

Nowadays, the development of technologies and the evolution of digital marketing cannot be ignored (Ryan 2014). Many people cannot even identify the period when they become so technologically dependent. Nowadays, it is easy and convenient to read some feedback about the existing restaurants, hotels, or insurance companies before a person decides to address any organization. The actual speed of digital technological development cannot be defined but compared with the speed of light (Abramovich 2013). Customers focus on the importance of public opinion, and companies have to elaborate appropriate culture, values, and visions in regards to the changes and the necessity to be innovative.

The peculiar feature of Taylor St Baristas is the fact that the company understands the importance of digital technologies. Still, its people do not focus much attention on the technological and digital media aspects. The heart of their work is the fact that every cup of coffee is prepared by a highly qualified barista, a person, who stands between a customer and their coffee (Taylor st: our history 2016). Taylor St Baristas is known for its ability to implement different strategies to make people use the products and services offered. For example, during the last several years, the company made use of crowd-funding as the main bond funding method (Brown 2014).

However, the main task of this report is based on the analysis of the digital marketing environment and its key areas the impact of which could predetermine the work of the company. Social media is a chance to find the required connection between a company, its product, and its customer (Baines, Fill, & Page 2013; Charlesworth 2014). It is not enough to introduce a product and make a customer buy it. It is important to involve a customer in the life of a company and increase online customer acquisition (Kumar & Peterson 2012). As soon as social media is used to increase the number of customers and to attract the attention of new people, Taylor St Baristas could have access to a number of new opportunities and chances to develop its highly qualified coffee industry. In the real world, Taylor St Baristas has proved itself as a powerful part of the coffee industry. Now, it is time to investigate the opportunities of Taylor St Baristas in the digital world.

Facebook is one of the possible digital strategic options for Taylor St Baristas to rely on. Nowadays, a number of companies and people know that Facebook could be used to promote the growth of business (Mineo 2015). Many companies have several captivating and informative stories about how they succeed using Facebook as the main social media tool. This platform is not expensive, every person could reach it anytime they want, and not much time is required to promote a product or a service (DeMers 2015). The key digital marketing areas include online communication, exchange of image content, search marketing, and brand protection (Chaffey 2012). The understanding of the marketing environment means the possibilities to define the existing political, economic, social, and technological factors that could influence the working process of the company and its cooperation with customers (Blythe 2013). At the same time, it is important to identify strong and weak aspects of the company and elaborate the information in the way threats and opportunities could be discovered (Andler 2012).

A TOWs analysis is one of the possible approaches to investigate the current position of the company and understand if online customer acquisition is an important issue for consideration or its importance could be diminished. Taylor St Baristas could use Facebook as an opportunity to improve the acquisition of customers. Still, this choice should be proved and explained with the help of the following matrix:

Taylor St Baristas Strengths

 

  • Quality of products
  • Regular customers
  • Brand image
  • Highly-qualified baristas
  • Sustainability

Weaknesses

 

  • Poor ad system
  • Absent system of discounts
  • High price policy
  • Certain location without any prospects to be developed

Opportunities

 

  • Price change policy
  • Online advertisement
  • Online shops
  • Eco-friendly policies
  • Customer acquisition

SO Strategies

 

  • Reputation and the quality of products could be the key of online advertisement
  • Development of new policies using its brand and the quality of employees

WO Strategies

 

  • Change of the ad system using new digital marketing tools
  • Explanation that high prices are connected with high standards and eco-friendly intentions

Threats

 

  • Cheap coffee products’ growth
  • Possibilities of online frauds
  • Global crisis of the coffee industry
  • New competitors

ST Strategies

 

  • Grow own coffee products and avoid cooperation with suppliers
  • Use the brand image as the main explanation of a high price policy

WT Strategies

 

  • Continue developing its business in London
  • Compete with other companies by keeping the same price policy

Digital Marketing Objectives

Marketing and development are crucial parts of any company’s life (Mariani et al. 2014). Taylor St Baristas has to get ready for some activities with the help which its employees could understand how to attract the attention of customers, how to introduce their products, and how to communicate the quality, trust, and freedom of choice. The main goal of the case in this project is to make sure that the improvement of customer acquisition. Bracks (2012) says that people could enquire about the business of the company and the services offered in several ways. For example, it is possible to phone, email, or develop a website. Nowadays, many companies prefer to succeed in social media marketing using Facebook as the main tool for consideration and a rival in the consumer social network industry in the whole globe (Treadaway & Smith 2012). To achieve this goal, it is important to have several clear objectives and make sure they are achieved one day.

The objectives have to be real and achievable regarding the abilities and the current position of the company. Without objectives, the company does not have a basis to measure the success of the offered activities (Lamb, Hair & McDaniel 2011). One of the marketing objectives that could be defined includes the necessity to organize 3 competitions between the baristas who live in London and describe the events online during the next 2 months. This goal could be considered as SMART (Walker 2015) because it is specific (an intention to organize a competition and cover it online), measurable (the number of competitions is offered), achievable (the desire is the most important requirement), realistic (many coffee shops have already organized such events), and timed (the period for achieving the goal is offered). This objective could help to acquire more customers because it is expected that people want to observe free competitions and enjoy the quality of the products offered.

Another important marketing objective is to involve 1000 customers in the discussions of the coffee shop work and appreciate the choice of people by offering 3 types of discounts for the most active participation. The period for this goal achieve is about one month. Still, the period should be changed in case the required number of customers could be gathered. This objective is SMART indeed because it has all the required characteristics (Chaffey & Smith 2013). Its specification is about the development of online discussions and the promotion of discounts among customers. The objective is measured by the necessity to gather 1000 people with their own opinions. It is a realistic suggestion because nowadays people like to share their opinions and experiences via the Internet (Daft 2012). There are no threats or challenges for the company to develop the forum via Facebook. Finally, the objective has more or less clear time measurements.

Both objectives have one thing in common that is to improve online customer acquisition with the help of Facebook as the source to share information.

Digital Marketing Strategy

Social media marketing is based on the use of such sites as Facebook or Twitter to provide customers with an opportunity to get engaged with the activities of the company. Though this strategy is new, it does not require a budget. However, the users of this kind of strategy should understand that such factors as potential customers’ demographics (Chaffey 2016), threats of non-participation because not all employees of the company could be as social as customers could expect (Belbey 2015), and the necessity to be online all the time because of the demands of customers impressive indeed (Chaffey 2015).

Taking into consideration the needs and objectives of the company at the moment, it is possible to develop the social media marketing strategy that is based on the idea to stay active on Facebook and promote the exchange of information. Customer acquisition requires the presence of at least one person of the company online. The point is that people do not consider the importance of actual-time online. The current Facebook platform includes the possibility to use quick reply buttons and send the messages from different devices in a short time (Ghoshal 2016). Therefore, the strategy to stay active on Facebook should not be a challenge for the company. The only task is to find at least two people who could work days and nights to provide replies and improve the content on the company’s page on Facebook.

The success of the strategy depends on the way of how Taylor St Baristas’ employees understand the interests of their customers. For example, a customer is on a trip to another country. The time zone is different. Still, the person wants to share some information or get an answer to a certain question. The representative of Taylor St Baristas should be available on Facebook to develop a conversation and attract a customer. There is no need to hire a person who has a deep level of knowledge in coffee production or sales. The person, who should work on the Facebook page, has to develop several communicative skills and searching abilities with the help of which customers want to stay on the page and read more interesting information.

The stay on Facebook strategy should help to achieve the objectives of the company. On the one hand, it should not be very difficult to create a page or a discussion about the coming events and invite as many baristas as possible to participate in the competition. Some baristas could ask additional questions or make suggestions, and the representative of Taylor St Baristas should reply and give clear answers and explanations as soon as possible. People may also want just to observe the way of how the participation is organized. Therefore, online customer acquisition could be increased with the help of such an event and its promotion.

Another goal is the presence of 1000 customers on the page, who want to leave their opinions about the company. The chosen stay on Facebook helps to communicate with customers, support their discussions, and make them feel that their presence on the page means a lot for the company.

Tactical Mix

The success of the digital marketing strategy depends on the tactics that could be used by the company (Kaufman & Horton 2014). In case several distribution channels are involved, certain marketing and logistical resources should be taken into consideration (Jeanpert & Pache 2016). In this case, the company aims at using Facebook as the only source of information distribution. Therefore, it is possible to focus on the tactics that could be applied to one particular sourced by one particular company to meet two definite objectives following one marketing strategy.

  1. Make sure that the Facebook page of the company is working;
  2. Introduce the current achievements of Taylor St Baristas on the page;
  3. Check if enough images and tables are offered to catch the attention of people;
  4. Inform about a coming event and make sure that all people are invited, and all people could have a certain portion of benefits;
  5. Hire two people, who could work on schedule and answer the questions and requests of customers 24/7;
  6. Create several powerful ads to inform that communication on the page is a chance to get a discount and become a favorite customer of the company;
  7. Grab the attention of customers by offering music or even movies about coffee to just to support a kind of “coffee mood”;
  8. Listen to customers and count feedbacks about the quality of services, suggestions, and just ordinary thoughts of people.

In other words, it is necessary to make a page of Facebook alive because this Internet source is used by millions of people hourly. Facebook is one of the best tools to rely on to develop marketing strategies and introduce the company from different aspects.

Conclusion

Goal Objectives Strategy Tactics
Increase customer acquisition

  1. Organize a competition between baristas and describe it online;
  2. Gather 1000 customers and offer discounts for the most active participants.

Stay on Facebook and promote the actual exchange of information

  1. Be communicative
  2. Answer questions
  3. Stay interesting
  4. Be online 24/7

In general, Taylor St Baristas has all chances to increase customer acquisition in a short period. Its TWOs shows that the company has a number of strengths that could be used to develop interesting and effective strategies. Facebook is the chosen tool. Its effectiveness and the possibilities of the users are impressive, and Taylor St Baristas has all chances to attract more people to its services and products by being active on Facebook. Each strategy should be supported by properly chosen tactics. The ideas offered in this report are neither expensive nor hard to achieve. Therefore, Taylor St Baristas should just find enough time to develop the strategy and have two professional people, who could support the life of Taylor St Baristas’ page on Facebook.

Reference List

Abramovich, G 2013, ‘The rise of the digital marketing environment’, CMO, Web.

Andler, N 2012, Tools for project management, workshops and consulting: a must-have compendium of essential tools and techniques, John Wiley & Sons, Hoboken.

Baines, P, Fill, C & Page, K 2013, Essentials of marketing, Oxford University Press, Oxford.

Belbey, J 2015, ‘Protect your firm from the 12 risks of social media’, Forbes, Web.

Blythe, J 2013, Principles and practice of marketing, SAGE, Thousand Oaks.

Bracks, A 2012, Customer acquisition: 465 ways to gain and retain, Xlibris Corporation, Bloomington.

Brown, N 2014, ‘London’s taylor st. baristas is crowd-funding a $1.8 million retail expansion’, Daily Coffee News, Web.

Chaffey, D 2012, ‘Strategic options to reach and engage online audiences’, Smart Insights, Web.

Chaffey, D 2015, ’10 reasons you need a digital marketing strategy’, Smart Insights, Web.

Chaffey, D 2016, ‘Global social media research summary 2016’, Smart Insights, Web.

Chaffey, D & Smith, PR 2013, Emarketing excellence: planning and optimising your digital marketing, Routledge, New York.

Daft, RL 2012, Management, Cengage Learning, Mason.

DeMers, J 2015, ‘The definite guide to marketing your business on facebook’, Forbes.

Ghoshal, A 2016, ‘Messenger chatbots can now add quick reply buttons and send GIFs in conversations’, TheNextWeb.

Jeanpert, S & Pache, G 2016, ‘Successful multi-channel strategy: mixing marketing and logistical issues’, Journal of Business Strategy, vol. 37, no. 2, pp. 12-19.

Kaufman, I & Horton, C 2014, Digital marketing: integrating strategy and tactics with values, a guidebook for executives, managers, and students, Routledge, New York.

Kumar, V & Peterson, A 2012, Statistical methods in customer relationship management, John Wiley & Sons, Hoboken.

Lamb, CW, Hair, JF & McDaniel, C 2011, Essentials of marketing, Cengage Learning, Mason.

Mariani, M, Baggio, R, Buhalis, C & Longhi, C 2014, Tourism management, marketing, and development: volume 1: the importance of networks and ICTS, Palgrave Macmilllan, New York.

Mineo, G 2015, ‘The do’s and don’t’s of how to use facebook for business’, Hubspot, Web.

Ryan, D 2014, Understanding digital marketing: marketing strategies for engaging the digital generation, Kogan Page Publisher, Philadelphia.

Taylor st: careers 2016, Web.

Taylor st: our history 2016, Web.

Treadaway, C & Smith, M 2012, Facebook marketing: an hour a day, John Wiley & Sons, Hoboken.

Walker, OC 2015, Marketing strategy: a decision-based approach, McGraw-Hill Education, Sydney.

Miami Jewish Population Health Assessment

Introduction

The United States have a diverse population, and the share of Jews in it is rather big. As of 2015, there were about 16 million Jews around the world. The United States have the second world’s largest Jewish population of 5.7 million. Their communities are spread throughout the country. The Miami Jewish community is the 11th biggest in the USA with 123.200 people (Labgold, 2014).

Jewish in Miami: Demographics

For years the Jewish population was decreasing. Only in 2014, a 9% growth was observed compared to 2004. Some reasons caused this increase. First of all, some Jewish household grew 3% during the last decade. Secondly, the new people came and joined the Jewish community (Labgold, 2014). The majority of the Miami Jewish community are adults (51%). Children and older adults are 19% and 31% correspondently. The chart below represents a more detailed information.

Jewish in Miami: Demographics
Jewish in Miami: Demographics

The Jewish community is traditional. 61% of adults are married, 36% are single, widowed or divorced. Only 3% are living with a partner. As for the geographic distribution, there are three major regions in Miami where Jews line. They are North Dade, South Dade, and The Beaches. The North Dade population is the most numerous of the three. It amounts to 68,600 people with the average age of 54. The population of the South Dade decreased within the last decades and was 40,300 as of 2014. The average age was 51, but the proportion of children was shrinking. The Beaches are the youngest Jewish population of Miami. Among the 20,900 people, the average age was reported to be 36. Besides, the population of children was 25% compared to the average 19% of the whole community (Labgold, 2014).

Jewish in Miami: Statistics

There are no direct statistics data on Jewish birth rates in the US available. The situation with mortality rates is similar. According to Norwood (2008), the mortality levels of Jewish American population are little documented. It is not proved that Jewish mortality rates are different from that of the other population. In the recent decades, a decrease of mortality is observed due to the health improvement. It caused the growth of some Jewish communities in the United States. The American Jewish population observed the same tendencies as the general population. These tendencies are the increased life expectancy, higher mortality levels of men compared to women, and cancer and heart disease as the major causes of death. Besides, as Dashefsky and Sheskin mention in “American Jewish Year Book 2015″, in transitional communities, fertility is controlled, and mortality decreases following economic development and health improvement” (2015, p.305).

Evidence-Based Practice in the Local Clinics

Speaking of local clinics, I got interested in the experience of an innovative healthcare provider Miami Jewish Health Systems. They state their aim as ‘to provide compassionate healthcare through a full range of quality services, guided by research and education, honoring traditional Jewish values of dignity and respect” (“About us,” n.d., para.3). Their activity is a good example of evidence-based practices. The organization provides the innovative researches, for example on Alzheimer’s and Dementia. They manage to bring theoretical investigations into practice. It is due to about a dozen programs that annually serve over 12000 patients (“About us,” n.d.). The Miami Jewish Health Systems suggest the residential living, a nursing home, a hospital, rehabilitation programs, community programs, and some other opportunities.

Questionnaire

I had an opportunity to talk to a staff member of Miami Jewish Health Systems. Thus, I have prepared a questionnaire to learn about the peculiarities of health care within a national minority community. Here are the points I wanted to assess.

  1. What is your position at the health care provider?
  2. How long have you been working here?
  3. What is the main goal of this organization?
  4. Does your clinic support evidence-based practice?
  5. What are the peculiarities of work with patients from the Jewish community?
  6. Are there any characteristic traits about the health care in a religious community?

The person I talked to is a nurse at the hospital of Miami Jewish Health Systems. She has been working there for six years and looks satisfied to be a member of the team. She characterizes the goal of the organization being innovative, promoting healthier and longer lives, and providing the health care of the highest quality. She agrees that evidence-based practice is applied throughout the activities, both medical and organizational. The Miami Jewish Health Systems give certain attention to the research. Its aim is to study the problem, formulate the solutions, and bring them into practice to improve the health care they provide.

My interviewee also mentioned the peculiar features of work with the Jewish community. These peculiarities include much attention to family, so the Systems suggest some family resources. Another feature is that the community is mainly religious, so this should be considered, for example, with organizing meals, because the Kosher food is needed.

Conclusions

On the whole, the Jewish community is an active and constantly changing component of the American society. Its members have specific traits which should be considered. It is especially true about the health-care system. It is obvious that the good knowledge of the subject’s peculiarities will positively influence the health care delivery.

References

About us. (n.d.). Miami Jewish Health Systems. Web.

Dashefsky, A., & Sheskin, I.M. (Eds.). (2015) American Jewish year book 2015: The annual record of the North American Jewish communities. New York, NY: Springer International Publishing.

Labgold, M. (2014). Summary report of the 2014 Greater Miami Jewish Federation Population study: A portrait of the Miami Jewish Community. Web.

Norwood, S.H., & Pollak, E.G. (Eds.). (2008). Encyclopedia of American Jewish history. (Vol.1). Santa Barbara, CA: ABC-CLIO, 2008.

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