{"version":"1.0","provider_name":"Technology and Operations Management","provider_url":"https:\/\/d3.harvard.edu\/platform-rctom","author_name":"Issei Suzuki","author_url":"https:\/\/d3.harvard.edu\/platform-rctom\/author\/issei-suzuki\/","title":"ZOZO\u2019S AMBITION: CAN YOU QUANTIFY \u201cCOOL\u201d? - Technology and Operations Management","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"L7aqXPxQpo\"><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/zozos-ambition-can-you-quantify-cool\/\">ZOZO\u2019S AMBITION: CAN YOU QUANTIFY \u201cCOOL\u201d?<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/zozos-ambition-can-you-quantify-cool\/embed\/#?secret=L7aqXPxQpo\" width=\"600\" height=\"338\" title=\"&#8220;ZOZO\u2019S AMBITION: CAN YOU QUANTIFY \u201cCOOL\u201d?&#8221; &#8212; Technology and Operations Management\" data-secret=\"L7aqXPxQpo\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/\/# sourceURL=https:\/\/d3.harvard.edu\/platform-rctom\/wp-includes\/js\/wp-embed.min.js\n\/* ]]> *\/\n<\/script>\n","thumbnail_url":"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2018\/11\/zozosuit.png","thumbnail_width":890,"thumbnail_height":500,"description":"ZOZO, Japan\u2019s dominant online retailer of apparel and related lifestyle products, with approximately $1B in sales and $7B in market capitalization, has taken on a journey to recreate the world of apparel to the next level. [1] It aims to do so in two steps: 1) enable mass customization of private-labeled apparel products, and 2) quantify all aspects of what makes styles \u201ccool\u201d to become the global leader in product design. Will ZOZO be able to drive the industry in offering customized yet stylish product for the mass? What capabilities will differentiate who will win in the long haul?"}