gap營銷活動

⑴ 想做GAP怎麼辦

我朋友在上海青浦奧特萊斯GAP做店經理的，收入挺高的，年薪加上獎金有10萬左右，主要是管理店面營業員，包括店面庫存、營銷活動、店面陳列。陳列員工資就低很多了，年薪只有4萬左右。了解就這么多，望採納我的回答。

⑵ 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

⑶ GAP,GLP,GCP是什麼縮寫分別是什麼意思呢

GLP的縮寫是 Good laboratory practice of drug，GCP是Good Choice power的縮寫，GAP不是縮寫得到的。GCP是一種營銷概念，GAP（蓋璞）是美國最大的服裝公司之一，GLP 是義大利知識產權公司。

GAP（蓋璞）1969年創建時，只有屈指可數的幾名員工。而現在，它是擁有五個品牌（GAP、Banana Republic、Old Navy、Piperlime、Athleta )、3200多家連鎖店、年營業額超過130億美元、員工16.5萬人的跨國公司。

GCP營銷的核心思想是企業要時刻進行准確選擇，即企業要時刻站在效率的角度，選擇開展最直接有效的營銷活動，使得運作效率最大化。其核心步驟就是打造企業的好產品、好終端、好顧客和好宣傳這四個基礎，從而逐步使企業的運轉形成一套良性的機制並提高競爭力。

(3)gap營銷活動擴展閱讀：

Gap產品系列則從最初的牛仔擴展到男裝 (GAP Men)、女裝 (GAP Women)、各種配飾、童裝 (Gap Kids)、孕婦裝 (GapMaternity)、寶寶裝 (babyGap) ，並在最短的時間內佔領了美國休閑品牌市場，並得到了美國及海外的認可。

Gap在美國、英國、日本等國家擁有超過3100間品牌直營專賣店，同時Gap公司還在亞洲、澳大利亞、歐洲、拉丁美洲和中東通過特許加盟方式擴張國際業務布局。2009財年的銷售額達142億美元。

2019年2月28日GAP將分拆為兩家獨立的公開上市公司，旗下品牌老海軍（英語：Old Navy）品牌將會獨立分拆上市，餘下的品牌Gap、香蕉共和國 (服飾)、Intermix、Athleta和Hill City將納入未命名公司之內，該交易預計2020年完成，需經Gap董事會批准。

⑷ 數據報表裡的GAP是什麼意思

數據報表裡的GAP是差距分析。會計報現在的會計報表是企業的會計人員根據一定時期（例如月、季、年）的會計記錄，按照既定的格式和種類編制的系統的報告文件。

隨著企業經營活動的擴展，會計報表的使用者對會計信息的需求的不斷增加，僅僅依靠幾張會計報表提供的信息已經不能滿足或不能直接滿足他們的需求，因此需要通過報表以外的附註和說明提供更多的信息。

會計報表按其反映的內容，可以分為動態會計報表和靜態會計報表。動態會計報表是反映一定時期內經營成果和現金流量的會計報表。

(4)gap營銷活動擴展閱讀：

差距因素：

這一銷售額與當前銷售額的差額表明了每種產品的增長機會。相關行業銷售額（RIS）等於公司當前的銷售額加上競爭差距，而實際市場份額（RMS）等於銷售額除以相關行業銷售額。造成公司潛在銷售額與實際銷售額差距的四個因素如下：

1、產品線差距。縮小這一差距需要從寬度或深度方面完善產品線，並引進新產品或改進產品。如產品線的生產能力不能夠滿足北京汽車市場的需求。

2、分銷差距。可以通過擴展分銷覆蓋范圍、提高分銷密集程度和商品陳列縮小這一差距。

3、變化差距。客戶使用這一戰略的目的是鼓勵沒有使用過該產品的人試用，而鼓勵現有的使用者消費更多的產品，較多購買者在考慮購買『別克』公司的汽車

4、競爭差距。可以通過從現有競爭者手中奪取額外的市場份額，改善公司的地位，從而彌補這種差距。

⑸ Gap口罩業務銷售額達1.3億美元，具體是什麼情況

Gap作為美國一個很大的服裝銷售商，其每年服裝銷售額可以達到40億美元，但是今年他一改往日的作風，僅僅憑借口罩業務銷售額已經達到了1.3億美元。這主要的原因是Gap具有很好的前瞻性，直接將自己的服裝業務縮小，轉型做口罩銷售，憑借著今年的特殊情況，口罩業務的銷售額達到了1.3億美元。

Gap是一個很好的轉型例子，並且她憑借自己的轉型我自己帶的更多的經濟效益，得到了廣大人民群眾的支持，一石二鳥。

⑹ 5GAP模型的服務質量差距模型五個差距分析

五個差距以及它們造成的結果和產生的原因分述如下：
（1）質量感知的差距（差距1）
這個差距指管理者沒有深刻地理解服務和服務競爭的特性。產生的原因有：
A、對市場研究和需求分析的信息不準確；
B、對客戶的期望解釋信息不準確；
C、沒有需求分析；
D、從企業與顧客聯系的層次向管理者傳遞的信息失真或喪失；
E、臃腫的組織層次阻礙或改變了在顧客聯系中所產生的信息。
治療措施各不相同。如果問題是由管理引起，顯然不是改變管理，就是改變對服務競爭特點的認識。不過後者一般更合適一些。因為正常情況下沒有競爭也就不會產生什麼問題，但管理者一旦缺乏對服務競爭本質和需求的理解，則會導致嚴重的後果。
（2）質量標准差距（差距2）
這一差距指服務質量標准與管理者對質量期望的認識不一致。原因如下：
A、計劃失誤或計劃過程不夠充分；
B、計劃管理混亂；
C、組織無明確目標；
D、服務質量的計劃得不到最高管理層的支持。
第一個差距的大小決定計劃的成功與否。但是，即使在顧客期望的信息充分和正確的情況下，質量標準的實施計劃也會失敗。出現這種情況的原因是，最高管理層沒有保證服務質量的實現。質量沒有被賦予最高優先權。治療的措施自然是改變優先權的排列。今天，在服務競爭中，顧客感知的服務質量是成功的關鍵因素，因此在管理清單上把質量排在前列是非常必要的。
總之，服務生產者和管理者對服務質量達成共識，縮小質量標准差距，遠要比任何嚴格的目標和計劃過程重要得多。
（3）服務交易差距（差距3）
這一差距指在服務生產和交易過程中員工的行為不符合質量標准，它是因為：
A、標准太復雜或太苛刻；
B、員工對標准有不同意見，例如一流服務質量可以有不同的行為；
C、標准與現有的企業文化發生沖突；
D、服務生產管理混亂；
E、內部營銷不充分或根本不開展內部營銷；
F、技術和系統沒有按照標准為工作提供便利。
可能出現的問題是多種多樣的，通常引起服務交易差距的原因是錯綜復雜的，很少只有一個原因在單獨起作用，因此治療措施不是那麼簡單。差距原因粗略分為三類：管理和監督；職員對標准規則的認識和對顧客需要的認識；缺少生產系統和技術的支持。
（4）營銷溝通的差距（差距4）
這一差距指營銷溝通行為所做出的承諾與實際提供的服務不一致。產生的原因是：
A、營銷溝通計劃與服務生產沒統一；
B、傳統的市場營銷和服務生產之間缺乏協作；
C、營銷溝通活動提出一些標准，但組織卻不能按照這些標准完成工作；
D、有故意誇大其辭，承諾太多的傾向。
引起這一差距的原因可分為兩類：
一是外部營銷溝通的計劃與執行沒有和服務生產統一起來；
二是在廣告等營銷溝通過程中往往存在承諾過多的傾向。
在第一種情況下，治療措施是建立一種使外部營銷溝通活動的計劃和執行與服務生產統一起來的制度。例如，至少每個重大活動應該與服務生產行為協調起來，達到兩個目標：
第一，市場溝通中的承諾要更加准確和符合實際；
第二，外部營銷活動中做出的承諾能夠做到言出必行，避免誇誇其談所產生的副作用。在第二種情況下，由於營銷溝通存在濫用「最高級的毛病」，所以只能通過完善營銷溝通的計劃加以解決。治療措施可能是更加完善的計劃程序，不過管理上嚴密監督也很有幫助。
（5）感知服務質量差距（差距5）
這一差距指感知或經歷的服務與期望的服務不一樣，它會導致以下後果：
A、消極的質量評價（劣質）和質量問題；
B、口碑不佳；
C、對公司形象的消極影響；
D、喪失業務。
第五個差距也有可能產生積極的結果，它可能導致相符的質量或過高的質量。感知服務差距產生的原因可能是本部分討論的眾多原因中的一個或者是它們的組合。當然，也有可能是其他未被提到的因素。

⑺ 如何做好服裝品牌營銷策劃

這個主意的東西有很多，具體如下

• 店面的選址，一般選擇在人流量比較大的地方，具有一定版的消費能力

• 店面權的裝修，這個需要根據經營服裝的檔次來選擇裝修的檔次，基本大氣、美觀就行

• 服裝的貨源，如果是自己做的話，需要著重考慮符服裝貨源的問題，一般不可進貨太多，尤其是前期，另外，服裝的款式以及性價比等也是需要考慮的問題。

• 店面的宣傳，這個店需要提前准備好，店面開業前一個星期甚至半個月，都可以通過不同的方式進行宣傳，達到一定的效果。

• 店面的經營，經營就不多說了，需要注意的東西太多了，方法很很重要。

⑻ Gap口罩業務銷售額達1.3億美元，這算轉型成功了嗎

Gap口罩業務銷售額達1.3億美元，但是我認為這不算它轉型成功，首先Gap公司本來是美國一家很大的服裝零售商，雖然改行賣口罩，但是他並不算改行，自己的服裝零售依舊在做強做大，僅僅是在疫情期間遭受了一定的波折而已。第二點，口罩的銷售額雖然很高，和服裝銷售還是九牛一毛，所以這並不算轉型成功。

我相信在不久的將來，一定會迎來一波經濟復甦，為每一個服裝產業迎來新的春天。

⑼ 誰有關於H&M,ZARA,GAP等快時尚服裝的產品策略或營銷策略 等相關的英文文獻急急

自己去網路文庫看