“Inditex (the owner of the Zara fashion brand) has weathered the global economic downturn better than rivals like H&M as its “fast fashion” model has allowed it to be more responsive to changing consumer demand, while its focus on the latest trends has made it less vulnerable to the rise of discounters like Primark.”
Thomson Reuter.
Zara’s fast fashion business model has been a huge success story, built on speed to market (smaller shipments, rapid turnover of collections / stock), a focus on momentum of sales and quickly adapting to these changing market forces (increasing stock on fast-selling items and rapid exits of less popular ones) .
The analogy for B/OSS, particularly retail service providers (RSPs) is to:
I’m not sure that all of these parallels would work so well for B/OSS that are already bogged down by a legacy of service change. However, they need to find a pathway to increased flexibility in their service management layer nonetheless.
The trick lies in the ability to maintain simplicity whilst also increasing service change.
Earlier this week, I was lucky enough to be introduced to a talented RAN automation expert. He’s one of Australia’s foremost, hands-on, experts on SON
I was listening to a group of telco experts on a podcast the other day. As they were talking, I kept picturing the image of
Earlier in the year, we wrote a series of articles about the chasm that exists between OSS/BSS buyers and sellers (pt1, pt2, pt3, pt4, pt5, pt6). “The chasm” is
Actually, maybe a few related questions. As you’ve seen from recent articles such as this, I’m increasingly interested in the cross-over worlds of comms and
Here at Passionate About OSS, we are exactly that – Passionate About OSS (Operational Support Systems). We’re also passionate about BSS, NMS, or any other names you call the tools that help to operationalise your network.
