⑴ zara的市場營銷策略的英文文獻
這些都是國外網站上的，沒有中文翻譯的，看不懂的話試試翻譯器，查查字典什麼的，我要是給你翻譯怕誤導你。
Zara: Cool Clothes Now, Not Later
Ask any urban European female under the age of 30 and chances are she has shopped at Zara, the clothier whose inexpensive but stylish offerings have attracted a cult following. Zara also sells men』s fashions, again aimed at the stylish and youthful.
Mathieu Soto, a college tennis player from France with dark eyes and devastating good looks, was asked to compare Zara to The Gap, the U.S. - based clothing giant with a major presence in Europe. His response: 「I don』t know. I』ve never shopped at The Gap.」
Most U.S. young alts have never shopped at Zara, but that seems likely to change in the near future. In the past five years Zara has grown from 179 stores mostly in Spain to 450 stores in 29 countries including the United States and Canada. Zara now has stores in New York, New Jersey, Miami, and Toronto—with more on the way.
While Zara is unlikely to displace The Gap in the U.S. market, they are certain to offer U.S. consumers an option previously unavailable to them. They have a sound if unusual marketing strategy in which logistics plays an important role. Logistics also plays an important role in Zara』s growth plans, notably its expansion into the U.S. market.
Zara』s Marketing Strategy
Zara』s marketing strategy focuses on proct variety, speed-to-market, and store location. It is also notable for what it excludes. Zara does not advertise in the traditional sense. If you want to find out what』s currently available at the Zara stores you have two options: go to the web site or go to the store. Zara puts 10,000 different items on the store shelves in a single year. It can take a new style from concept to store shelf in 10-14 days in an instry where nine months is the norm. In its primary European markets, Zara locates its stores close together. Visitors comment that Zara in Madrid is like Starbucks in a major U.S. city—you see another store on every street corner.
Zara』s Toronto store is located just north of the center of downtown in a major shopping district dense with malls and lined with stand-alone stores and giant office buildings. The potential for intense competition is clear.
「These office buildings are full of the people we want as customers. We want them to stop in at lunch or after work. We want to see them often, so we have to change what we have on the shelves,」 said Zara』s Toronto store manager. 「They could shop in a lot of other stores, so we have to make it worth their time to come here.」
This also helps explain why the company does not advertise. If a Zara customer wants to know what Zara has, he or she must go to the store. The stock changes often, with most items staying on the shelf for only a month, so the customer often finds something new and appealing. By the same token, if the customer finds nothing to buy this visit, the store』s regular customers know that tomorrow or next week—sometime soon—new goods will be on Zara』s shelves. That makes it worth another visit.
Zara relies heavily on store employees for market information. If a customer looks at a sweater and comments, 「That would look really nice with a cowl collar,」 an employee can relay that information to Spain where managers decide whether or not to proce the suggested item. If they decide to make it, they can put it on the shelf in Toronto in two weeks or less, partly because they ship by air. Ocean shipping would add at least another ten days to the time it takes to get the proct in front of the customer, undermining the speed-to-market and proct variety strategy.
The Role of Logistics
Putting the variety of goods on the shelves in Toronto and other North American stores requires an unusual, though not unique, logistics strategy for the fashion instry. Zara air expresses goods from its single distribution center in Spain, usually in small quantities. In the 1970』s, The Limited used a similar strategy to support its test marketing, air expressing small quantities of new styles from Asia to U.S. stores. In Zara』s strategy, however, the speedy shipments are part of the core strategy, not just test marketing. Zara also ships frequently, allowing lower inventories while serving its multinational market from a single distribution center in Spain.
「We receive shipments o n Tuesday and Saturday, which means that we have different items in the store at least twice a week. While each shipment replenishes items that sell well, each also includes new items. That』s why our customers come in often,」 the Toronto store manager said. 「We might get ten of one item and five of another. We』re constantly testing.」
The density of Zara』s store locations in Europe helps achieve logistics efficiencies. They can fill trucks for frequent shipment in markets close to proction and ship larger quantities by air to more distant stores. Zara keeps transportation costs low on the supply side, since most of the proction takes place in Spain. This contrasts radically to most large fashion manufacturers, which rely on low cost manufacturing in Asia and South America, but then pay higher inventory costs and move goods to market more slowly.
The air express strategy also allows Zara to maintain a multinational market presence with only one distribution center. They trade higher transportation costs for lower warehousing and inventory costs. Add to this the idea that fast transportation
supports the proct-innovation strategy that is the heart of Zara』s marketing, and the importance of logistics in Zara』s marketing strategy is clear.
The Results and the Future
Zara』s parent company, Inditex, reached $2.7 billion in 2001 revenue. This made it the fastest growing clothing manufacturer in the world. Zara, Inditex』s fastest growing division, turns its inventory twice as fast as major competitors, with an inventory-to-sales of 7% compared to an instry average of 14%. Their profitability in European operations (15%) is fifty percent higher than that of its major competitors. Zara manufactures 80% of its clothing in Europe, with most of the remaining 20% is sourced in Mexico.
While top managers are understandably closed-mouthed about their plans, Zara seems ideally positioned to penetrate the U.S. market in a major way. With some manufacturing already in Mexico, they could easily open a second distribution center aimed directly at the U.S. market. This would make their youth-oriented styles widely available in the world』s most lucrative market.
Question 1 – Zara』s Business Model and Competitive Analysis
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara』s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities proced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara』s current business model.
Zara』s Business Model
Zara』s business model can be broken down into three basic components: concept, capabilities, and value drivers. Zara』s fundamental concept is to maintain design, proction, and distribution processes that will enable Zara to respond quickly to shifts in consumer demands. José María Castellano, CEO of Inditex stated that "the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply can't move fast enough." This highlights the importance of this quick response time to Zara』s operations.
Capabilities of Zara, or the required resources needed to exploit the opportunities and execute this conceptual strategy, are numerous for Zara. Zara maintains tight control over their proction processes keeping design and manufacturing in-house or with some strategic partnerships located nearby Headquarters. Currently, Zara maintains 80% of its proction processes in Europe, 50% in Spain which is very close to La Coruña headquarters. They have strategic agreements with local manufacturers that ensure timely delivery and service. Through these strategic partnerships and the benefits brought by this proximity of manufacturing and operational processes, Zara maintains the flexibility necessary to design and proce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand.
Value drivers for Zara are both tangible and intangible in the benefits that are returned to all stakeholders. Tangibly, Inditex, the parent company of Zara, has 11.02% net margin on operations and their market capitalization (Equity – market value) is
⑵ 愛馬仕產品與zara產品策略區別
愛馬仕是奢侈品，走高端路線，定位高端人群，因此是高價策略，貨品稀缺！
ZARA是快時尚品，走大眾路線，價格相對親民，新品速度快，但是貨品資源也相對有限。
⑶ zara的物流策略是什麼
Inditex公司是西班牙排名第一，全球排名第三的服裝零售商，在全球52個國家擁有2000多家分店。旗下擁有ZARA、Pull and Bear、Massimo Dutti等九個服裝品牌，ZARA是其中最成功的，被認為是歐洲最具研究價值的品牌之一。
每一季推出的獨特款式對ZARA品牌的成功的確相當重要。但是可能許多人沒有發現，在快速引領潮流推出新款的背後，供應鏈系統貫穿了整個流程：從每款服裝的設計一直到分配到每個分店。Inditex每年提供12000種不同的產品項目供顧客選擇，從設計理念到成品上架僅需十幾天。這一切不得不歸功於ZARA公司獨特的供應鏈管理：強大供應鏈管理系統及其IT系統支撐，使其成為全球服裝行業中，響應速度與彈性管理的標桿企業，「時裝行業中的戴爾電腦」。
拉動戰略引擎
ZARA創始於1985年，它既是服裝品牌，也是專營ZARA品牌服裝的連鎖店零售品牌。ZARA公司堅持自己擁有和運營幾乎所有的連鎖店網路的原則，同時投入大量資金建設自己的工廠（目前有22家自有工廠）和物流體系，以便於「五個手指抓住客戶的需求，另外五個手指掌控生產」，快速響應市場需求，為顧客提供「買得起的流行時裝」（如圖1）。也就是說，在企業創始之初，就很明確地將戰略安排設計好，讓ZARA這個品牌有了很堅實的基礎，並且在十幾年的發展過程中很完整地貫徹了包括品牌、運營模式、製造以及物流體系的戰略安排。
進一步對Inditex運作模式的研究發現， ZARA為顧客提供「買得起的流行時裝」戰略的成功得益於公司出色的全程供應鏈管理，以及支撐供應鏈快速反應的IT系統應用。ZARA公司採取「快速、少量、多款」的品牌管理模式，這一模式保證了與時尚同步，持續開發新款式，快速的推出新產品。ZARA的每種款式在每個專賣店推出的數量都只有幾件，造成人為「缺貨」，影響消費者的購買意向。這種模式，需要Inditex實現了快速設計、快速生產、快速出售、快速更新，專賣店商品每周更新兩次的目標。
極速全程
ZARA的戰略要求公司在全年中必須不斷而持續地推出大量各種各樣的新產品。ZARA的高級經理Diaz認為公司經營的是「時裝」，不是傳統的賣衣服。顧客購買是因為他們喜歡「時裝」，而不是喜歡公司本身。對於顧客來說，ZARA公司的連鎖店意味著，他們可以在那裡找到最新的、限量供應的「時裝」。在某種程度上，由於公司經營的是「時裝」（但價格卻不高）的形象，連鎖店的存貨水平非常低。由於低庫存的方針，每天營業後經常可以看到空空的貨架，連鎖店非常依賴有序而又迅速的新產品來補充貨源。
⑷ ZARA、H&M大概每年什麼時候換季打折啊 、具體時間段
一般來講的話ZARA和h&m一年是2次，一次是1月份，另一次是7月份但網上說今年4月份就會開始 不知真的假的
我這轉載的一個MM的打折攻略給大家參考下
第一階段還是老樣子,每件減個50-60-100元不等.標價799減到699,最多的399減到299.299元打折到259或199.T恤199價格短的只減60元變成139.到場後赫然發現ZARA全場基本都改了風格,頭兩天看上的新款已經藏起來,滿場不知道放得是哪季的貨.不要奇怪.ZARA攢了好幾年的尾貨都拿出來露餡吹風了.
但是第一階段幾乎快要做到全場打折,貨品最全,尺碼最全.買靴子鞋包第一階段一定要到場踩點.如果是小碼腳,看見好看靴子就買了吧,39碼以上可以再等,打折末期很便宜的時候都剩大碼.
ZARA打折重要提示:淘打折鞋子要有耐心.ZARA的鞋是一雙兩只全拿出來在賣場.所以當看到一隻合適的時候,一定先拿著這只找另外一隻.否則等你找到另一隻腳,回來就找不到原來那隻了.還有就是一定要比量一下兩只鞋,即使號碼是一樣的,也要比量並且試過.我買過打折到139的靴子,試了2隻右腳,居然有一隻右腳頂腳.所有不要相信ZARA的號碼,版型產地不同它家碼數特亂.
第二階段會補貨,這就是ZARA神奇的地方,沒有第一階段貨多,價格也沒有到達最低.可以逛逛.
最後階段價格達到谷底,此時ZARA已經開始上新貨,而打折的衣服按SIZE分開靠邊放.各種神奇的價格出現,仔細找找能淘到不錯的東西,99元的皮衣,39元的小禮服,都在這階段出現.尤其要注意那些沒有標簽的衣服,因為沒有標簽很多人就扔掉了,喜歡就拿衣服去查價格,這個階段的衣服都不會很貴了.由於價格已經調整過好幾次,標簽上的價錢已經不準,常參加ZARA打折的人應該都有價簽上寫79,結帳結59的經歷吧.標簽貼錯是常事,原價699的錯貼成4999容易發現,169的錯貼成139,結帳馬虎回家再發現就懊惱了,即便可以退也無謂浪費時間.
特別的提醒:打折的衣服鞋子帽子褲子,不管是什麼都要仔細檢查過,有脫線實在喜歡拿回來可以補,有掉鑽大多數情況也可以自己粘一顆,有洞的衣服總不能補了吧?!!!ZARA殘次率非常高!