zara的營銷組合策略分析

⑴ 簡述市場營銷的4p組合策略

家電行業細分了抄很多類，你具體只哪一類呀？飲用水可以細分成5類呢、
市場調研策劃：主要研究市場環境、市場供求、消費行為、消費習慣、消費需求等方面的問題。
企業戰略策劃：包括總體戰略和經營戰略。總體戰略又叫發展戰略，總體戰略從企業整體角度，明確企業使命，決定企業的投資組合戰略和成長戰略。經營戰略從戰略業務單位的角度，分析形勢，制定目標任務和計劃。總體戰略目的是使企業整體資源配置優化並獲取長遠的發展，經營戰略目的在使企業某個業務單位獲取行業競爭優勢和長遠的發展。總體戰略指導經營戰略，經營戰略服務於並服從於總體戰略。
戰略性營銷策劃：包括市場機會研究、市場細分、目標市場選擇、市場定位策劃。
戰術性營銷策劃：又叫策略性營銷策劃或營銷組合。即4P，產品、價格、渠道、促銷。

⑵ 分析促銷組合策略

促銷方式是指企業運用人員或者非人員的方法，向用戶提供商品和服務的信息，引導、啟發、刺激用戶產生購買的興趣，做出購買決策，採取購買行動，以達到促銷的目的。促銷方式主要包括人員推銷、營業推廣、廣告推銷和公共關系四種。
人員推銷是企業派推銷員直接向用戶（包括直接和間接用戶）推銷商品和服務的一種銷售方式。它具有直接聯系、機動靈活、現場洽談、及時反饋、選擇性強、有利於建立良好的人際關系等優點。但是它的絕對費用較高，在發達國家大致是廣告費用的2-3倍，而且企業叫難得到優秀的推銷員。
營業推廣是指企業在特定的目標市場中，為迅速的刺激需求和鼓勵消費而採取的一種促銷手段。其具體形式有三類：一是針對消費者的營業推廣，這是為了鼓勵消費者的購買慾望，提高重復購買率，推動新產品銷售，擴大市場佔有率等等。如進行有獎銷售，舉辦展銷、現場表演等。而是針對中間商的營業推廣，這是為了鼓勵中間商大量進貨、代銷、加速貨款回收等等，如購貨折扣，經銷競賽等。三是針對經銷人員的營業推廣，這是為了鼓勵推銷人員積極工作，努力開拓市場，增加計劃期內的銷售量，如開展競賽和獎勵活動。
廣告是公司用付費的方式，把有關商品，服務等信息通過一定的媒體，有計劃的傳遞給消費者，以溝通供需之間的聯系，達到直到消費，擴大銷售的目的。在現代社會中，可供選擇的廣告媒介越來越多，出了報紙，雜志、廣播、電視四大媒體之外，企業還可以利用郵寄、電影、招貼、櫥窗、路牌等多種手段進行廣告宣傳。尤其值得一提的是在互聯網日益發達的今天，利用網路進行廣告宣傳是一個重要的手段。
公共關系是指一個公司為了謀求社會各方面的信任和支持，樹立企業信譽，創造良好的社會環境，而採取的一系列措施和行動。從銷售角度看，它是企業為獲取公眾的信賴，加深用戶印象而用非直接付費方式進行的一種促銷活動。
促銷計劃是有計劃、有目的的把人員推銷、營業推廣、廣告推銷和公眾關系四種促銷形式配合起來，綜合運用，形成一個有機的促銷策略。或者說，企業的促銷策略，就是對促銷方式的選擇、組合的運用。一般來講，企業可以通過以下幾個角度來分析和選擇促銷組合的基本戰略。
1， 拉引策略和推動策略
拉引策略，就是企業先通過廣告等直接面向最終消費者的強大促銷攻勢，把新的商品或者服務介紹給最終市場的消費者，使之產生強烈的購買慾望，形成急切的市場需求，然後「拉引」中間商紛紛要求經銷這種商品，拉引策略的促銷順序如下圖。

推動策略則是廠商以人員推銷為主要手段，首先爭取中間商的合作，利用中間商的力量把新的商品或者服務推向市場，推向消費者。其運作程序如下圖：

在市場營銷的過程中，由於中間商和生產企業對某些新產品或者服務的市場前景又不同的看法，因此，很多新產品上市時，中間商往往因為過高估計市場風險而不願意經銷。在這種情況下，生產企業可以採用拉引策略，只能先向消費者直接推銷，然後拉引中間商經銷。反之，推動策略是生產企業與中間商對新的產品或者服務市場的前景看法比較一致，雙方願意合作的情況下經常採用的手段。運用這種策略，對於生產企業來說，較之拉引策略風險小，推銷周期短，資金回收快，但是其前提條件時許有中間商的共識與配合。
當然，在通常情況下，企業也可以把上述兩種策略配合起來使用，在向中間商大力促銷的同時，通過大量的廣告刺激市場的需要，其程序如下圖所示：
2， 商品的性質
促銷效果在不同性質的商品上市不同的。例如在消費品市場和工業品市場上。一般來說。消費品因為銷售面廣，應該多利用非人員促銷，多採取廣告形式；而工業品應該充分利用人員促銷和加強服務工作等手段。至於營業推廣和公共關系，對於消費品和工業品則起輔助作用。
如果把價格因素加入到商品中去，促銷因素的效果和選擇還可以進一步細分，一般來講，低價消費品使用廣告多，人員推銷少，高價消費品使用廣告多，人員推銷也多；低價工業品使用廣告中等，人員推銷多；高價工業品使用廣告少，人員推銷多。
3， 商品所處的壽命周期階段
企業的商品處於不同的壽命周期階段，企業應該採用不同的促銷策略。一般來講，在投入期應該多做廣告和其他宣傳工作，以及採取現場表演、樣品、獎券等營業推廣工作，誘導中間商進貨和消費者試用。成長期的重點是宣傳產品牌號，充分調動推銷人員和中間商的積極性，以迅速擴大商品的銷路。成熟期以廣告為主，注重於競銷，利用公共關系，突出企業聲譽，力創名牌。衰退其以營業推廣為主，結合提示性廣告和減價等，維持盡可能多的銷售量，還可以採用一些特殊促銷措施，如附帶贈品，推銷獎勵等。
4， 購買者的准備階段。在不同的購買者准備階段，促銷因素也有不同的成本收益。
在知曉階段，廣告與公共關系扮演了最重要的角色，此時由銷售代表從事推銷或者利用營業推廣時，效果都會比較差。在消費者了解階段，主要影響效果來自廣告與人員推銷。在消費者信服階段，則主要受人員推銷與營業推廣的影響。最後，在後續再定購階段，也依賴於人員推銷與營業推廣，以及某些程度的提醒性廣告。很顯然，在購買者決策的過程的早期階段，廣告與公共關系最具成本效益，而人員推銷與營業推廣則在後面的幾個階段中較具有成本收益。
5， 市場的性質
對不同的市場應該採用不同的市場策略。如在地理位置上比較集中，交易額大或者顧客比較集中的市場上，應該以人員推銷為主。反之，顧客分散，購買次數少，地理位置廣泛的市場，應該以廣告為主，當然可以輔之以向大型用戶和重要中間商的人員促銷。
6， 促銷費用
促銷預算費用就是用於促銷活動的費用開支，由於不同的銷售方式所需的費用不同，應該力求以盡可能少的促銷費用達到預期的促銷效果。

⑶ 簡述市場營銷組合策略

市場營銷組合指的是企業在選定的目標市場上，綜合考慮環境、能力、競爭專狀況對企業自身可屬以控制的因素，加以最佳組合和運用，以完成企業的目的與任務。市場營銷組合是制定企業營銷戰略的基礎，做好市場營銷組合工作可以保證企業從整體上滿足消費者的需求。市場營銷組合是企業對付競爭者強有力的手段，是合理分配企業營銷預算費用的依據。

營銷組合是企業市場營銷戰略的一個重要組成部分，將企業可控的基本營銷措施組成一個整體性活動。市場營銷的主要目的是滿足消費者的需要，而消費者的需要很多，要滿足消費者需要所應採取的措施也很多。因此，企業在開展市場營銷活動時，就必須把握住那些基本性措施，合理組合，並充分發揮整體優勢和效果。
營銷組合這一概念是由美國哈佛大學教授尼爾·鮑頓（N. H. Bor den）於1948年最早採用的，並確定了營銷組合的12 個要素。隨後，理查德·克萊維持教授把營銷組合要素歸納為產品、訂價、渠道、推廣。
市場營銷組合是制定企業營銷戰略的基礎，做好市場營銷組合工作可以保證企業從整體上滿足消費者的需求。市場營銷組合是企業對付競爭者強有力的手段，是合理分配企業營銷預算費用的依據。

⑷ 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

⑸ 簡述市場營銷的4p組合策略

1、產品的組合：主要包括產品的實體、服務、品牌、包裝。它是指企業提供給版目標市場的貨物、服務權的集合, 包括產品的效用、質量、外觀、式樣、品牌、包裝和規格, 還包括服務和保證等因素。

2、價格的組合：主要包括基本價格、折扣價格、付款時間、借貸條件等。它是指企業出售產品所追求的經濟回報。

3、分銷的組合：地點通常稱為分銷的組合, 它主要包括分銷渠道、儲存設施、運輸設施、存貨控制, 它代表企業為使其產品進入和達到目標市場所組織, 實施的各種活動, 包括途徑、環節、場所、倉儲和運輸等。

4、促銷組合：促銷組合是指企業利用各種信息載體與目標市場進行溝通的傳播活動, 包括廣告、人員推銷、營業推廣與公共關系等等。

(5)zara的營銷組合策略分析擴展閱讀

4p原則：

1、誠實守信的原則：誠實守信又是基本層的道德要求的最基礎部分，它是企業經商道德的最重要的品德標准，是其它標準的基礎。在我國傳統經商實踐中，它被奉為至上的律條。

2、義利兼顧的原則：義利兼顧是指企業獲利，要同時考慮是否符合消費者的利益，是否符合社會整體和長遠的利益。

3、互惠互利原則：互惠互利是進一步針對企業的營銷活動的性質，提出的交易中的基本信條。

參考資料來源：網路-4p