① 假如你是zara的營銷總監,你如何定位市場如何細分市場
我覺得這個定位不是隨便說說的，一定要根據zara多年來的大數據做參考的，是擴大還是繼續走細分要有可以秉承的戰略方向作為條件。
② zara公司的具體營銷渠道是什麼
自營專賣店。也不算西班牙直接開的，應該是zara在中國成立的直屬公司，再由那些公司直接開店，沒有放開加盟，也沒有代理商。
③ ZARA為什麼會取得巨大成功，它的營銷模式是什麼
ZARA的成功有抄幾個因素：成本控制非常好襲，基本上全球采購。它沒有巨額的廣告費，而是通過鬧市區開店鋪加店外櫥窗展示來達到廣告效應。還有一點書上都沒提，就是他的款全是抄歐美大牌的款式。
你去書店，有賣zara的成功模式這本書的。
④ zara在國內銷售如何
2014年，進入中國僅8年時間的zara以超越對手銷售額兩倍的姿態，將盤踞中國快時尚寶座20年的艾格拉下馬來。
2006年，中國快時尚江湖座次已定：艾格穩居老大，歐麗次之，內陸品牌們俯首稱臣。直到萬里之外的西班牙品牌zara在香港鎩羽，決定轉戰內陸平民市場。掌門奧爾特加派出自己的心腹大將維克托•阿米戈出任zara中國區總裁。
息傳到艾格中國總裁劉巽坡耳朵里，劉巽坡暗驚，雖然此時內陸鮮有人知zara，但劉巽坡卻知道zara不容小覷——其900多家門店遍布世界56個國家。
一陣急促的鈴聲在艾格法國總部響起，艾格全球總裁比埃爾得到報告卻很淡定。中國市場，艾格早已紮根十年，一家獨大，何懼之有？
這邊阿米戈把目光對准了上海市場。一則上海是中國時尚的最前沿，輻射華東、華北，影響北京，關系全局;更為重要的是，上海是艾格的大本營，如果這仗打好，zara不但立穩腳跟，還能敲山震虎。
得知zara首攻上海，劉巽坡反而鬆了口氣。艾格專櫃遍布上海各大商場，甚至有的專櫃面積超過700平方米，zara無論進入哪裡，都沒有優勢。何況不止艾格，先入為主的各路老大們都做好了准備，大量銷售員待命，只要zara一出現，大家就會在其周邊租賃更多櫃台，甚至以包圍的姿態進行促銷——沒人歡迎這位不速之客。
劉巽坡們做了迎戰的准備，沒想到，阿米戈卻繞開了商場專櫃，悄悄簽下了南京路一個1200多平方米的2層樓店鋪，十萬種最新秋冬系列統一呈現，且款式模仿奢侈品牌夏奈爾、迪奧等，價格不足其十分之一，恰好又比艾格貴30％左右。
zara第一家店鋪在南京西路一開，高規格、大氣勢讓艾格一下子相形見絀。日銷售額60萬元，幾乎超越艾格在整個上海一半的銷售額。
zara一炮打響，劉巽坡猛然感到危機來襲，一個不同於以往的強手出現了。劉巽坡意識到艾格由眾多中小加盟商組成的遍布中國百貨渠道的專櫃模式將遭遇挑戰。
聽說對手又選中了上海另一個黃金之地——淮海路，而且店面將超過1500平方米，劉巽坡急忙派人洽談。淮海路、南京路寸土寸金，劉巽坡破局心切，願意支出更高的房租。但是艾格的賣場多是加盟商自行經營模式，叫板小店尚可，要拿下如此大店，加盟商紛紛膽怯。
劉巽坡求助於總部，卻未得到明確支持。劉巽坡心急如焚，迅速指揮艾格在zara南京路東西方向和南北方向的北方西藏路再開設三家店專櫃，形成南北夾角支勢頭，半道上攔截消費者，甚至自籌資金開出過超過300平方米的艾格旗艦店。
但隨著zara第二大店——淮海路時代廣場開業，艾格業績首次下滑。藉助上海兩家店鋪的成功，2007年11月，zara猛然轉道杭州，隨後，優衣庫、h&m也紛紛進入內陸，參與搶奪市場。這年，艾格勉強保住8.6億元營業額，南方卻頹廢已現。
⑤ 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
⑥ zara的成功是如何闡述戰略管理的
第一方面是准確的品類管理，快時尚的主要目標是採用一種非常具有成本效益的方式快速地開發並生產滿足客戶需求的產品。作為品牌商，需要分析並發現自己最擅長、最易於滿足客戶需求、利潤最好的品類。為了實現這一目標，需要協調市場營銷部門、開發部門和外部的合作夥伴及時地掌握和分析銷售數據。因此，必須有一個靈活高效的信息化系統來支撐，讓全體參與方基於一個統一的高效溝通和協作平台，准確快速地開發和管理利潤率貢獻高的品類。
第二方面是快速反應的供應鏈，快時尚的重點在於「快」，同時也必須做到「快」而不亂。存在兩類供應鏈：敏捷供應鏈(Agile)和精益供應鏈(Lean)；敏捷供應鏈的原則是和供應鏈上的全部合作夥伴實時共享信息和技術，通過緊密協作減少庫存；精益供應鏈的核心特徵是在正確的時間交付正確的產品。快時尚的供應鏈需要把兩者有機結合在一起，形成「精敏」供應鏈(Leagile)。於是，必須改善和簡化從產品概念、設計、開發、打樣到生產、物流配送的整個流程。經過流程的改善和簡化以後，快速反應的供應鏈就實現了價值的增加和成本的減少，同時對客戶的需求變化得到及時地反饋。要實現「精敏」供應鏈，必須採用當前先進的軟體技術以支撐整個業務流程的順利運行，從而保證流程和數據的准確、實時地執行，不遺漏、不延遲任何一個流程和數據的細節。
第三方面是供應商關系管理，快時尚品牌需要和供應商建立良好並且廣泛的合作夥伴關系。供應商需要和品牌商一起緊跟市場需求和時尚潮流，並且需要在產品設計和開發階段參與進來。為了保證溝通順暢和緊密協作，最好有一個統一的溝通和協作平台，然後合作各方基於平台高效運行每一個業務流程和准確記錄每一個數據細節。
第四個方面是內部關系，和保持良好的外部供應商關系一樣重要的是必須要有協調一致的內部關系。很多組織架構是根據不同的職能部門進行劃分，如市場營銷、設計、采購、生產、質檢等，並且各職能部門之間的溝通協作和信息共享總是不盡如人意。要高效執行快時尚商業戰略，必須要有緊密的關系和快速的市場反應能力。這就要求必須有一個統一的信息化系統來確保溝通的及時和協作的緊密無間。