Despite its aura of strategic excellence, not all is picture-perfect in the land of zara some wonder how long Zara can charge different prices in different countries. others question how much longer t can continue running global operations from its centralized base in Spain-especially given the rise of the US and Chinese markets, which accounted for a third of total sales in 2012 despite few stores (China has about 400, the. us. 50 or so). Does it still make sense to keep product design, manufacturing and logistics activities Spain with Asian sales set to soar? In its concentrated value chain some clothes that Zara makes in China are shipped to Spain for finishing and amazingly enough, then sent to stores in China this quirk, the chief executive of Inditex, Pablo lsla, sees no need a second product base. We're not thinking of replicating the brain in Asia he maintains, though he concedes that they may adjust logistics store- Ultimately. Zaras adept coordination of the overlapping activities among its designers plants, ship, fronts, and salespeople testifies to the power of its strategy. No other company can design, make, to and sell fashion as speedily as Zara. Its business design leaves rivals with less time to figure out how configure and coordinate operations better some believe companies have little option but to follow Zara's strategic lead. f they do not warns a leading retail analyst, they "will not be in business in 10 years.