❶ 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
❷ 畢業論文。某服裝企業的品牌營銷策略分析 該從哪些方面開始研究，如何著手
可以先做這個品牌的swot分析，必要也可以做個競爭者分析，在做他這個品牌的產品組合內策略，容渠道組合策略、促銷策略、定價策略等等知識點結合該品牌的品牌定位和品牌文化展開。
先講框架打好，再去找資料，結合自身的知識點和選擇的企業進行品牌的營銷策略分析。
❸ 關於zara的論文可以從哪些方面來寫
zara理念 背景 特色 價位 受眾
❹ 求關於 「企業品牌策略研究」 畢業論文的參考文獻
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❺ 誰有市場營銷品牌策略國內外研究現狀的論文呀
摘要：近幾年來，我國市場中產品的同類品牌越來越多，企業品牌在市場營銷中的地位越來越重要，其品牌能夠里示出一個企業的具體價值和市場定位，品牌已經逐漸成為了企業的重要資源，這充分體現出了品牌在企業中的重性。加強創新及大力推廣品牌策略，對企業未來的發展起著不可忽視的作用。本文首先對品牌概念，特徵和作用進行介紹，然後介紹了品策略和內容方面的相關內容，最後對我國品牌策略的現狀進行了闡述，並通過幾個方面分析了我國對品牌策略的創新研究。
關鍵詞：市場營銷品牌策略創新
In recent years, more and more similar brands and procts in the market of China, the enterprise brand plays a more and more important in the market marketing, the brand can be shown in a practical value and market positioning, brand has graally become an important resource of enterprises, which fully show the brand in the in the enterprise. To enhance innovation and vigorously promote brand strategy, plays a role can not be ignored in the future development of enterprises. www.siyupaper.com This paper firstly introced the brand concept, characteristic and function, and then introces the related content of proct strategy and content, the status of brand strategy in China were introced, and analysis of the innovation research on brand strategy in China through several aspects.
隨著市場經濟時代的到來，我國企業的經營策略方式發生了翻天覆地的變化，為了能夠更好地適應當前的經濟形式，使企業能夠在新的形式中得到平穩的良好發展，企業在市場中的營銷方式趨向於品牌策略營銷方式，且品牌策略方式更趨向於鮮明化、個性化、價值化的發展。在我國的新經濟形勢下同類產品的市場競爭力也愈演愈烈，品牌之間的競爭成為了體現企業在市場競爭中佔有率的重點。1品牌概述
1．1品牌概念及其特徵和作用
l-1．1品牌的概念
品牌是指用於識別一個或多個已經出售的產品或勞務，使其與其他相同產品間相區別的一個專業術語。品牌主要是指可以通過語言描述來表達出來的內容。品牌的名稱通常是由文字、符號、圖案或這三種因素隨意組合而成，其名稱定義涵蓋了品牌的主要特徵，其具有良好的宣傳、溝通和互相交流的作用。品牌是一種表現產品完整形象的概念，它包括品牌名稱和品牌標志。比如：寶馬、肯德基、可口可樂等都是國外著名的可用語言表達出來的品牌名稱。1．1．2品牌的特徵
(1)品牌的屬性。每一個成功的品牌都會給人們帶來屬於它本身特有的屬性，品牌的屬性代表的就是產品或企業本身的一種內涵。這種內涵主要體現在質量、性能、做工、服務、其自身所附有的附加值等方面。
(2)品牌的價值。不同的品牌代表著不同的產品，因為其代表的企業聲譽不同，所以在消費者心目中的地位、產品價值和利益也不盡相同，同時也表現了企業在進行品牌設計時對其產品所持有的某種特定的價值觀。
(3)品牌的文化。品牌的文化主要是指企業文化在沉澱於產品品牌中的某種體現，同時也是企業在進行經營、銷售活動過程中，來充分體現企業文化的一種表現，以及通過品牌所能具體表現出的對利益、情感、個性形象等方面的價值觀念的總和。品牌表現的是企業本身特有的一種文化，此外它還是代表一種極能反應企業豐富內涵的文化。企業文化的載體依託於品牌，企業精神通過文化凝結於企業品牌之上，體現於企業品牌之中，又將其全部貫徹於整
個企業經營運行過程當中。(4)品牌的個性。品牌應該具有體現自己獨特一面的鮮明個性。創立一個品牌不止要在文字、符號、圖形的表現形式上做到標新立異以外，還要著重的突出品牌所代表產品的獨特個性，而且要讓人們通過看到品牌形象，便可以聯想到某種具有鮮明個性特徵的人或者物或者其他某一景象等，其主要的目的就是讓品牌產生更有效的強大識別功能。
1．1．3品牌的作用
各類產品在當前激烈的市場競爭中，品牌所具有的重要作用，充分體現了一個企業所應具備的企業素質、銷售信譽以及品牌形象，同時它也充分體現了一個國家所應具備的經濟實力和競爭能力。通過創立新品牌和發展品牌形象，是保持企業持續平穩發展和搶占市場佔有率的重要手段，也是促進我國市場經濟可持續發展的重要保障。
品牌的主要作用體現為：(1)品牌是體現企業經濟實力的主要衡量標志；(2)品牌是提高企業競爭能力的主要實施方法；(3)品牌是推動企業產業化發展的主要途徑；(4)品牌是企業獲得高額利益的主要保障；(5)品牌是加快企業資產積累的主要表現內容；(6)品牌能促進企業避開市場產品價格間的激烈競爭；(7)品牌能更快地提升企業發展速度。
2品牌策略和內容概述
2．1品牌策略概述
品牌策略是指企業在市場營銷過程中把品牌作為市場競爭中主要競爭手段，用此來獲得更大利潤和價值的企業經營目標。企業通過塑造品牌形象，來體現企業本身的市場價值，在對自身具備的條件進行具體分析後，又加之在外部經濟市場環境的基礎上，制定出一套符合企業自身發展的總體規劃目標和具體行動計劃。品牌策略是現代企業中經營銷售策略中不可缺少的重要的組成部分，充分利用品牌策略，讓企業的產品被更多的人所了解和接受，使企業產品銷售更加順利。企業將品牌營銷策略來作為實現市場銷售的主要方式，讓品牌在銷售過程中真正地能夠發揮出巨大的作用，使其成為市場競爭的核心作用力。
2．2品牌策略內容
以品牌策略為企業市場營銷手段，是以品牌為主要核心，通過分析、設計等方法，讓品牌在市場營銷過程中給企業帶來最大的經濟收益。品牌策略的主要內容可以分為品牌創建、品牌形象策劃、品牌傳播策劃、綜合創意策劃等項個內容。實施品牌策略就是讓企業從整體的發展策略角度出發，經過對企業產品的包裝和大力宣傳，使廣大消費者對產品有更深刻的了解，同時使得成為消費者喜愛的產品。提高品牌知名度、信譽度和顧客忠誠度，對企業在生產、經營、管理等各個方面的整體經營管理得到提升，進而塑造企業良好形象，最終實現增強經濟實力的企業核心目標。
3品牌策略的現狀
在我國加入世貿組織後，一些國外品牌企業進駐到我國經濟市場內，這給我國的大多數品牌企業都帶來了巨大的市場沖擊。一些知名品牌，不是被搶先注冊了商標，就是被國外企業收購或擠垮。我國對於品牌的認知還沒有達到一定的程度，這使得我國在這一方面造成了巨大的經濟損失。積極開展品牌策略實施，發展、強化企業自身的品牌產品還處於初級的意識階段。這種意識一方面來源於政府的正確引導，另一方面來源於在市場競爭中的實踐。尤其是在市場競爭中的實踐，使得很多企業在激烈的市場競爭中，用盡各種營銷手段，著重分析、標新立異、另行捷徑，發展屬於企業自身的品牌效應。比如在上海，有三槍牌內衣、真絲大王、開開牌服飾、愛建衣料等，屬於自身的品牌產品。由於發展出了屬於自身的品牌產品，使得企業在如此激烈的市場競爭中，站立頭角，在市場競爭中占據主要地位，發展成了現在全國知曉的大品牌。於是很多企業才意識到要在市場經濟中真正實現自身企業的發展，不能只採用傳統的營銷策略，應該根據企業自身的鮮明特點，實施和推進品牌策略，發展屬於企業自身的品牌產品。現如今，實施品牌策略在企業營銷過程中還存在著一些不可輕視的主要問題。其主要表現為：(1)企業在實施品牌策略時對相關概念的理解不清晰。一些企業在實施和推進品牌策略時，僅僅只是把對生產商開發、生產的名牌作為重點內容。認為只要和這名牌產品的生產商互相合作，經營名牌產品，就是在實施和推廣自身企業的品牌策略。其實，這樣的理解是錯誤的，實施品牌策略是企業以促進自身發展為基礎，進而創建、發展自身的品牌產品，它是充分的把企業投入到經濟市場當中，在市場中以其得天獨厚的優勢發展品牌產品。(2)缺乏在實施品牌策略時的時間緊迫感。企業要在市場競爭中占據主導地位，應當先把企業銷售作為主要方面，其他的一些可以先放一放。而實施企業品牌策略是個系統化、連續化的工作，必須加大力度、不斷嘗試，不能只是採取表面化的推廣方法。(3)企業對實施品牌策略的方法使用不得當。一些企業在具體實施品牌策略時的對品牌營銷的理論知識認識缺乏，企業在具體實施品牌策略時茫然無措。很多時候是看到別的企業做什麼品牌的產品，自己也跟著人家去做，隨波逐流，缺少創新精神和主見。其實在當前的知識經濟環境下，沒有太多現成的優秀產品可以復制，在別人已經樹立起品牌形象後，再去摹仿、學習別的企業的產品，已經不能產生其自身的品牌價值。綜上撰述，只有在經濟市場中做到從實際情況出發，創建和發展屬於企業自身的產品，才能開發出具有鮮明個性的品牌產品。(4)企業缺乏相應的管理營銷機制。現如今，大多數企業尚處於建立現代化企業制度過程中。只有在企業經營過程中實施經營管理分離，企業才能夠具有相對獨立的特性。不然在具體實施和推廣企業品牌策略時，就在企業經營過程中只能產生短期的經營行為。品牌策略是一個具體化過程，它具體體現在具有連續性和短期實現行為，所以，企業在具體實施和進行品牌推廣策略過程中一定要解決好企業在經營管理機制方面的問題。
4品牌策略的創新研究
4．1品牌策略觀念的創新
品牌策略觀念的創新，主要是指企業在市場當中的營銷創新的主導，只有在觀念方面的領先創新，才能使得企業在激烈的市場競爭中立於領先地位。品牌策略觀念的主要內容包括：(1)全球性品營銷策略l Marketing牌策略觀念，即樹立能夠滿足全球顧客需求產品的觀念。在我國力III．&WTO後，我國企業產品營銷受到了巨大的沖擊，這就要求我國企業應當具有品牌策略觀念，放眼於全球性的巨大潛力市場需求，創造屬於企業自身品牌的新的市場。換句話說，就是企業在進入WTO後的條件下，要讓自己的品牌產品順利走出國門，走向世界的大舞台，必須著眼於對全球性市場需求的分析，研究出消費者的主要消費趨向，抓住消費者的主要消費熱點，創立和開發出能夠讓全球消費者都感到滿意的新產品，豐富消費者的消費內容，提高消費者消費水平。(2)認知品牌策略觀念。在當前的經濟環境下，企業通過互相間的信息交流來實現傳播企業產品，促進消費者了解和接受企業產品，催生消費者的消費需求。認知品牌策略是對品牌營銷的深化與認識品牌產品相結合的結果。我國企業在推廣企業品牌時，必須樹立良好的品牌形象，確立認知品牌策略的觀念。
4．2注重品牌效應，推廣品牌營銷
品牌就是企業的商品。隨著人們生活水平的不斷提高，品牌意識在企業當中得到了重視，越來越多的企業把品牌策略列為營銷方法。品牌的重要意義就是幫助企業利用自己的品牌產品吸引更多的消費者，樹立企業產品形象。企業在市場競爭中時刻都存在著各種潛在的經濟危機，面臨著各種的挑戰，優勝劣汰是市場競爭不變的規律。要在激烈的市場競爭中立於不敗之地，就必須注重企業的品牌效應。推廣品牌策略，堅持以質量為本原則，以服務為堅實後盾。在激烈的市場競爭大潮中，只有用優質的產品創建出的品牌，才能樹立其良好的品牌形象，只有用優質的售後服務，才能鞏固企業在消費者心中的地位。
在市場經濟的環境下，市場是企業生存的根本。沒有了市場就沒有了企業的生存根本，沒有了市場的發展就沒有了企業的發展。注重品牌效應，創新市場營銷是決定企業命運的關鍵，也是促進企業發展的動力。
4．3品牌營銷策略方面的創新
品牌營銷策略方面的創新，是指我國企業要敢於在營銷方法上大膽創新，實施新的品牌營銷策略方法，把國內外企業先進的營銷方法創造性地融合加以利用。品牌營銷策略方面的創新主要現在：(1)企業關系營銷，是指以企業關系為主要基本指導思想，建立和發展與企業產品存在良好合作關系的核心導向，特別是努力實現讓消費者滿意，保持並加強與消費者之間的良好交易關系，並長期從此獲得豐富的市場利益。(2)利用網路進行營銷，是指企業充分的利用網路資源來展開的品牌營銷策略活動。網路進行的品牌營銷策略將會是促進企業實現品牌推廣的最重要、最顯著的手段。(3)採取知識營銷，是指通過利用產品的科技方面創新和進行科普推廣』進而培育和擴大市場營銷活動，知識營銷是現代化企業中市場營銷中的新趨勢。(4)達到無缺陷營銷，是指企業在整個品牌營銷過程中不給消費者留下任何消費過程中可能產生的遺憾，其主要的方法，包括使產品在設計方面無缺陷，在生產過程中無缺陷，在銷售過程中無缺陷，售前、售中無缺陷，以此建立起和消費者的良好關系，促進企業展。