Our Business Model
We design our own products
Our product range is developed in our own product department and is inspired by our Danish heritage, with a strong focus on product relevance and uniqueness.
Our first graphic designer was hired in 2006 and now we have a whole in-house design department creating graphic design as well as product design in close cooperation with our Product Managers.
Through continuous retail insight and monitoring new trends, we aim to maintain a fresh and relevant product assortment that appeals to our customers.
While the continuous work with product selection, innovation and development is mainly carried out internally, production is outsourced to external suppliers who commit to our Supplier Code of Conduct and our quality and ethical policies, while working under our supervision. Read more about our work on responsible sourcing and product safety here
All products go through our product safety process, which coupled with our test programme seeks to ensure that quality and compliance requirements are met.
In order to ensure an optimal product execution in stores, we have established a cross-functional sales and operations planning process. This process monitors the full supply chain status and alerts in due time in case of any discrepancies in targets or planning.
Every week we open two to three new stores around the world. We have been doing so for several years – and we intend to keep on doing so in the future as well. We have big plans and expansion is an integral part of our strategy – both in well-known markets and in completely new ones.
Our stores are leased to minimise upfront investments and are located in high-footfall locations on high streets and in popular shopping malls. The typical size is between 150 and 250 m2 of selling space.
The store appears open and light, laid out in a maze, simple to navigate, enabling the customer to seek inspiration and discover the full range of products as they go along, while the friendly, recognisable music creates a welcoming atmosphere.
Our rapid growth is supported by a flexible and scalable supply chain model, investments in new IT infrastructure and continued strengthening of the organisation and business processes.
It is a strategic imperative to continue to strengthen our backbone to cost effectively support future growth.
The partnership model has a contractually defined exit mechanism. The partner holds put options that grant them the right to sell their non-controlling shares to Zebra in two windows annually and with a one year notice period at redemption prices based on contractually defined EBITDA multiples. At the same time, Zebra holds call options to acquire the partner’s shareholding, which are exercisable based at contractually defined EBITDA multiples. For accounting purposes, Zebra is considered to have control over the partnerships and they are therefore fully consolidated. The only exception is the Japanese joint venture, which is therefore not consolidated.
It is part of Zebra’s strategy to take full ownership of the local operating companies when this is assessed to be more beneficial than the partner model. Zebra’s operating companies in Denmark, Faeroe Islands, Southeast and Northern England, the Netherlands, Sweden, Finland, Iceland, Scotland, United States, most of Poland as well as Barcelona, Madrid, Mallorca and Valencia in Spain, and Berlin, Munich and the Northern part of Germany are all fully owned. Furthermore, during 2017, Zebra took over six partners’ shares in territories pertaining to Ireland, Northern Ireland, Northern Italy and the remaining parts of Germany and Poland.