市場營銷site

❶ 悉尼大學留學市場營銷專業好不好

悉尼大學的市場營銷碩士專業旨在培養學生成為富有經驗的管理者，讓學生將專來畢業後可以從事市屬場營銷的工作，並獲得戰略知識和商業實踐技能。即使你想在不同的商業領域進行專業化學習，在這課程中你將獲得的市場營銷專業知識將會在你今後有關市場領域的職業上有一定的價值。該專業課程主要是處理當前復雜商業領域，各個組織機構所面臨的戰略性市場營銷問題。
就業方向：
通過該專業的學習，畢業生可以在商業、廣告部門、管理行業等領域從事市場營銷研究、廣告、品牌管理、銷售、電子商務等工作。
入學要求：
學術要求：
1、大學畢業，獲得本科學位證；
2、非211大學GPA達到85分以上，211大學GPA達到80分以上；
語言要求：
1、雅思7.0分，且單項不低於6.0分；
2、或托福筆試600分，且寫作達到4.5；或托福網考100分，單項不低於22分且寫作不低於23分；
3、無雙錄取。

❷ 做市場和做銷售有什麼本質區別

其實很多人都想問這個問題，但是沒多少人想回答－－－因為它不大好回答。我的理解
是：市場營銷（Marketing）是屬於戰略層面的概念；而銷售（Sales）就是前線的東西
。我找到了一篇中國惠普公司華北區總經理 高建華先生的文章，也許可以讓大家有更感
性的認識。
呃,...雖然很長，如果你能讀完的話，收獲還是有的。

「記得十幾年前剛剛進入惠普司擔任市場開發工程師的時候，朋友和同學問我最多的
一個問題是市場與銷售的區別是什麼？每次我都要從頭解釋，因為那時候我們國家
還沒有實行市場經濟，大多數人對市場經濟還不是很了解。近幾年問這個問題的人
少了，但是對市場與銷售之間的關系仍然很模糊，很多企業都是把市場與銷售合為
一體。那麼到底市場與銷售是什麼樣的關系？如何在組織結構時加以考慮？

首先談一下市場部的職能，簡單地說，市場部的職能可以分成兩大塊，一是產
品定義，二是市場開發。產品定義在前面已經講過，這里只是簡單回顧一下。市場
部在產品定義的過程中，主要責任是確定目標市場，通過對目標市場進行調查和有
針對性的用戶訪問，以及二手資料分析，發現並掌握目標市場的動向和用戶需求的
變化趨勢，對未來2至3年市場上需要什麼樣的產品和服務作出預測，對本企業的現
有競爭對手和潛在競爭對手作出詳細的分析，以便在市場營銷這場互動的游戲中掌
握競爭的主動權，這項工作叫做IN－BOUND MARKETING，類似軍隊的參謀部在打仗之
前的戰略規劃與戰術設計。市場開發通常是在產品問世前後的一段時間里按照預先
選定的目標市場制訂促銷戰略，以激發現有用戶和潛在用戶的需求，其中包括新產
品推廣，市場宣傳與促銷，重點客戶開發等，目的是盡快地啟動市場，為銷售部的
工作打好基礎，這項工作叫做OUT－BOUND MARKETING。

明白了市場部的職能以後談論市場與銷售之間的關系就簡單多了。在產品定義
的過程中，銷售人員有義務將其管轄區域內的市場狀況，競爭狀況和用戶需求反饋
給市場部，這樣不同區域，不同市場的信息經過眾多銷售人員的反饋，匯總到市場
部，就完成了一個「由點到面」的市場信息收集與分析過程。加上市場部門自己的
市場分析，競爭分析和用戶分析資料，就能把一個表面上看起來很模糊的市場需求
具體化，為產品定義提供充實的依據。而在市場開發的過程中，市場部是為銷售部
提供服務的，包括提供銷售工具（彈葯〕，如產品定位，目標市場狀況，目標客戶
群特徵，競爭產品對比分析，產品銷售技巧，疑難問題解答等。另外在市場宣傳與
促銷的過程中還需要根據不同區域不同市場的具體情況，在與銷售部達成一致意見
的前提下為配合銷售部門的工作而選擇不同的宣傳方式，如發布媒體廣告，舉辦各
種促銷活動，直接郵寄宣傳品等。有些產品重點客戶的影響非常大，這時候就需要
市場部配合銷售人員盡快完成重點客戶的開發工作，讓這些有影響的客戶嘗到甜頭
，成為口碑效應的傳播者，進而產生輻射效應，成為其他用戶的參照物（REFERENC
E SITE〕。

如果我們從銷售漏斗的角度來看，更便於理解市場與銷售之間的關系，可以說
市場部的職能是將漏鬥上面填滿，而銷售部的職能是將市場部激發出來的潛在需求
變成現實需求，也就是說將銷售漏鬥上面的潛在用戶向下壓，從銷售漏斗下面出來
的就是本企業得到的生意。所以要產生足夠的潛在需求，市場部就要了解並掌握市
場的行情，並通過有效的市場宣傳與促銷活動來激發市場。而銷售部則側重於潛在
用戶到用戶的轉化效率，即說服有需求的潛在用戶下訂單，特別是那些搖擺不定沒
有明確偏愛的潛在客戶。明白了市場與銷售之間的關系也就為如何衡量這兩個部門
人員的業績鋪平了道路。在這里不詳細論述。

如果一個企業沒有市場部或市場部的職能不完善，銷售就會非常盲目，既沒有
方向也沒有目標，更談不上戰略，結果是整個企業的工作效率低下，不同區域不同
市場的銷售人員不斷重復同樣的錯誤，企業的經營始終處於救火的狀態，各級管理
人員忙忙碌碌，應付著各種問題和危機，企業無法進入"學習型企業"的良性循環。
如果外部環境比較好，整個行業比較景氣，企業還能隨著大潮往前走，能夠盈利，
可是一旦環境惡化，企業就失去了主動權，甚至威脅到企業的生存。當然沒有銷售
部企業同樣無法生存，再好的市場戰略也無法實施，只能是紙上談兵，這一點不用
多說，因為大多數企業都非常重視銷售。」

❸ 什麼是internet marketing英文的最好

Internet Marketing,「網路營銷」可以參考下內容：）~~
Internet marketing team has always taken pride in using up-to-date, competitive, and ethical search engine marketing strategies that really get results for on-line business. Our unique understanding of the inner workings of the web and the strategy required to compete successfully can make your web site a winner.

If your web site is not getting the traffic and making the sales you had hoped,internet marketing services will help make your site a success. Everyday we help web sites, just like yours, successfully compete on the Internet.
Competing successfully on the internet requires strategy. Since each business, market, and web site is unique, each requires it's own strategic marketing plan.

SEO is the foundation of our Internet Marketing services. The search engines base their rankings on many factors. There are some things they like a lot, and some things they don't tolerate.

Internet Marketing,直譯為「網路營銷」。它有廣義和狹義兩種定義。
廣義上，Internet Marketing指企業利用互聯網為滿足用戶需求，實現企業目標而提供產品或服務的一系列經營活動過程。它包括市場調研、產品的目標市場選擇、產品設計、產品開發、營銷組合策略的制定、產品銷售、售後服務、用戶意見反饋、效果評估、策略調整等一系列與市場有關的企業經營活動。英文的定義為：(also known as online marketing) the use of the Internet to disseminate information, communicate with the marketplace, advertise, promote, sell and/or distribute procts or services.

狹義上，Internet Marketing被理解成網站推廣，是等同於Web Promotion或Site Promotion的一種推廣行為。英文的定義為：Methods of using the Internet to promote procts and services, includes site optimization, banner ads and pay-per-click.

Internet Marketing在廣義上是戰略，在狹義上是戰術。
目前網上普遍提到的「網路營銷」大都指的是狹義上的網站推廣，為了區別於狹義的定義，今後我將用「網路市場營銷」這個詞來表示Internet Marketing廣義的意思。

❹ 澳大利亞讀研市場營銷專業需要讀多久

澳大利亞讀研市場營銷專業需要讀一年半左右的時間。

市場營銷專業屬於澳大利內亞的容商科，商科類的研究生一般都不長，大概是一年半左右的時間，這些研究生屬於授課類研究生，只需要上課，考試，不需要論文答辯。

本專業培養具備管理、經濟、法律、市場營銷等方面的知識和能力，能在企、事業單位及政府部門從事市場營銷與管理以及教學、科研方面工作的工商管理學科高級專門人才。

主要課程：

管理學、微觀經濟學、宏觀經濟學、管理信息系統、統計學、運籌學、會計學、財務管理、市場營銷、經濟法、消費者行為學、消費心理學、國際市場營銷、市場調查、基礎會計、金融概論、企業銷售策劃、商業銀行實務、人力資源管理學、市場調查與預測、分銷渠道管理；

銀行營銷、服務營銷、客戶關系管理、定價管理、現代推銷技術、營銷創新、廣告理論與實務、財政與稅收、公共關系學、廣告溝通、促銷管理以及商務禮儀和商務談判等。

❺ 市場營銷中4P，4C的區別

4P是指產品（proct） 價格（price） 渠道（place） 促銷（promotion），這可以說是營銷最基本的構成要素，通過內4P不同的組合形成容多樣的營銷策略。
4C是指消費者(Consumer)、成本(Cost)、便利(Convenience)和溝通(Communication)，從內容可以明顯看出，這是以消費群體需求為前提和導向而提出的營銷觀點。

❻ 約克大學市場營銷碩士專業怎麼樣

英國約克大學(University of York)，世界百強名校，是一所位於英格蘭約克郡的頂尖研究型大學。作為羅素集團，世界大學聯盟，N8大學聯盟，白玫瑰大學聯盟，歐洲大學工會(EUA)的重要學術成員，約克大學不僅科研實力雄厚，教學質量也與劍橋大學並列教學聯盟的首位。從1617年人們向詹姆斯一世國王發出建校請願失敗後 ，到1963在羅賓斯報告催生下與華威大學、薩塞克斯大學、蘭卡斯特大學等平板玻璃大學一同建校至今，約克大學已發展成歐洲前50強的學術組織。
英國約克大學市場營銷碩士專業是經濟管理類專業中比較實用的類型，在市場經濟逐步完善的今天，對於作為獨立經濟實體的企業、公司，如果沒有專業的市場營銷人才，以科學、現代化的營銷手段來「做生意」，肯定無法在競爭激烈的市場中生存。市場營銷人員是各個企業、特別是大型企業不可缺少的人才，但由於培養的高素質營銷人才數量一直跟不上，所以擁有實際營銷能力的畢業生供不應求。但自身實際營銷能力較差的畢業生在職場生存較為困難。
市場營銷(Marketing)又稱為市場學、市場行銷或行銷學。簡稱「營銷」，台灣常稱作「行銷」;是指個人或集體通過交易其創造的產品或價值，已獲得所需之物，實現雙贏或多贏的過程。它包含兩種含義。一種是動詞理解，指企業的具體活動或行為，這是稱之為市場營銷或市場的經營;另一種是名詞理解，指研究企業的市場營銷的活動或行為的科學，稱之為市場營銷學、營銷學或市場營銷學等。美國市場營銷協會的定義是：營銷是創造、溝通與傳送價值給顧客，及營銷顧客關系以便讓組織與其利益關系人收益的一種組織功能與程序。市場營銷是個人和集體通過創造產品和價值，並同別人進行交換，以獲得其所需之物的一種社會和管理過程。

❼ 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

❽ 求一篇市場營銷專業關於大學生人生職業生涯規劃的論文、3000字、急、謝謝。

一篇市場營銷專復業關於大學生人生職制業生涯規劃的論文
http://www.soso.com/q?sc=web&bs=site%3Adisio.cn+%C2%DB%CE%C4&ch=w.uf&num=10&w=site%3Adisio.cn+%C2%DB%CE%C4

點一下就可以進去了，裡面可能也有你需要的。站內有數十萬篇論文，希望對您寫作有所幫助，給您帶來不便，
請諒解！

❾ 英國約克大學市場營銷碩士專業怎麼樣

留學定位，可以通過這個留學定位院校系統https://site.douban.com/292919/widget/notes/193266604/note/633712233/給自己一個定位看看，輸入你的GPA，專業，語言回成績，意向國家等，系答統會自動匹配資料庫中情況與你類似的同學案例，你看他們都申請到了哪些學校和專業，這樣子就可以看到你目前的水平能申請到什麼層次的院校和專業了，並了解TA的辦理中介及最終錄取結果，為自己的留學方案提供參考。結合自身情況也能有個大致的定位。
也可以按照留學目標來查詢，看看你的目標院校和專業都哪些背景（語言成績多少分、學校背景如何、什麼專業、GPA多少等）的學生申請了，也從而對比自身情況，制定大致的目標和方向。

❿ 求幾個市場營銷的英文文獻

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 Coru