different choices about how to exploit quick-response capabilities underlay these differences in performance. World Co. served the relatively depressed Japanese market, appeared to place less emphasis on design, had an unprofitable contract manufacturing arm, supported about 40 brands with distinct identities for use exclusively within its own store network (smaller than Zara’s), and operated relatively small stores, averaging less than 100 square meters of selling area. Zara had made very different choices along these and other dimensions.