zara社區營銷策略

① 社區服裝店什麼營銷策劃吸引顧客

第一步：分析你來的目標客戶群是源哪一個群體，他們一般聚集在哪裡，也就是說他們除了是你的潛在客戶，還是哪些商家的客戶；
第二步：製作一批超值的優惠券或者代金券，跟這些鏈條商家或者互補商家合作，給他們當做禮品回饋給客戶，這個對這些商家和你都是雙贏的，只要不是競爭對手，一般都很樂意合作的。注意不要滿大街發，這樣體現不了價值；
第三步，通過第二步引流來的客戶，一樣要做好服務，並再給出一項優待來引導二次進店，最好發展成會員；
第四步：如果是年輕群體，轉化到網上平台，中老年群體也最好留下溝通信息，建立暢通的溝通管道，最後就是經常互動提升情感和做客戶轉介紹了。
以上只是提供一種思路，具體還需要根據實際情況去調整和延伸，希望對你有所幫助！

② 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

③ 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。

④ 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。

⑤ 社區營銷的策略

前期調查
對社區的前期調查，建立社區檔案
對小區進行深入調查是開展社區營銷的第一步，首先要掌握小區的人口規模、居民年齡結構、文化層次水平、居民作息習慣以及小區的地理情況等資料，這是我們在擬訂營銷組合時的必備條件。營銷主題，訴求的確定
房地產開發商在設計伊始，就依據收入、年齡和教育等維度進行市場細分，有很精確的客戶定位，以個性化的樓盤圈住特定的消費群體，所謂「物以類聚，人以群分」，故此，社區居民大多從屬一個特定的相關群體，社區形成有很強的亞文化氛圍，尤其在個性化、概念性的現代社區，這種文化深刻影響著居民的消費行為。
一般而言，年齡較長（40-50歲）的人對自我教育，娛樂等比較感興趣，而對廣告不感興趣；而年輕（30歲左右）的居民喜歡新產品，如廣告宣揚的產品，追求浪漫，喜好交際等特點，而傳統社區一般平均年齡較長，而新社區正好相反，這決定著廠家對營銷主題和營銷方式的選擇。
我們在做送電影進社區時，為了調動居民的互動積極性，針對不同的社區擬訂不同主題的方案，比如在年齡水平較低的新社區，我們以「懷舊情懷，看露天電影」為主題塑造一種懷舊的氣氛，在炎夏的晚上，我們在露天放映諸如《小兵張嘎》等革命老片，獨特的活動方式，勾起60、70年代的人們童時看露天電影的美好記憶，瞬時對產品產生一種親切感，提升品牌的親和力。而在傳統老社區，我們以「看電影，享清涼」為主題，以題材輕松、幽默的輕戲劇電影為主，由於居民年齡較長，更注重保健等方面，在宣傳時，著重宣傳解釋「茶多酚可清除體內自由基」的產品利益點，以吸引眼球。
採取有針對性營銷方式
再者，年齡是決定購買模式的一個重要因素，調查顯示，70%的購買是沖動性購買，而35歲以下的達到75%左右，35-44歲64%左右，45-54歲達到68%，總體上，年輕的消費者總是瞬間做出決定的，而且購買量較大，我們在擬訂促銷時，以鼓勵整箱批量購買為主，通過生動化現場陳列展示，並選擇年輕人所喜歡暢銷書，購物券等促銷贈品來刺激消費者購買。而對於年長的消費群體，鼓勵購買一、兩瓶以親身體驗產品利益點，加強對產品的認知。
選擇正確的時間、地點
掌握居民的作息習慣很重要，比如一般社區居民早出晚歸，白天在家的主要是以老年為主，而他們對廣告不太關心，晚上和周末是社區居民最集中和空閑的時候，這些因素決定了活動在時間上受到很大的限制，這也是我們決定放露天電影的主要原因，既可給更多的居民參與互動溝通的機會，以確保傳播受眾盡可能的多，又可以喜聞樂見的活動方式貼近居民生活習慣。
在調查時，要弄清楚人流集中以及人流量最大的位置及時段,這決定著如何來設計活動方案的各個細節，要達到活動宣傳效果，就要最大限度吸引目標消費者人潮，最大程度上提升資源的運用效率。在調查之後，一定要將各個社區的信息建檔，以備後用。
平衡各方顧客關系
在活動進行時，現場促銷特賣很重要，廣告宣傳再多，也抵不上讓消費者親自嘗試產品本身，這種體驗式的感受可讓消費者深刻的記住品牌，也就有機會使他們成為品牌的忠實顧客。現場促銷特賣作為直銷形式，與層級渠道從來都是格格不入的,雖短時期內無大礙,但當社區營銷成為一種經常性的活動時,也就沖突了廠家的渠道體系。
在特賣時，更要注意平衡各方顧客關系，尤其是負責當區的經銷商和小區便利店，這主要涉及到零售定價、促銷方式和銷量等方面的問題，終端零售點的價格往往比KA賣場價格高，按照KA價，居民會抱怨便利店老闆賺昧心錢，而激發廠家與零售點的矛盾，甚至會導致後期零售點不進貨；而按照零售點的價格的話，居民會說廠家不誠信，居然比零售價（KA價）還高，他們抱定廠家的價應該是最低的，還真有點「秀才遇到兵，有理說不清」的感覺。但此時，最關鍵的是要考慮到零售點的利益。我們以便利店價格，通過促銷讓度價值，讓消費者受利。
更重要的是要考慮到對渠道的拉力，在社區促銷，有時特賣效果好，廠家應該在當區經銷商調貨，以防止通路堵塞。而且防止激發廠商在當期銷量上的爭議，因為廠家的返利往往是跟銷量掛鉤的。
活動過程精益求精
社區畢竟不是公共娛樂場所，活動本身不能維時太長，否則會打擾社區的正常作息等，而招致居民的反感情緒，加上居民僅在少數時段集中在社區內，因此營銷活動往往是很短暫的。要在盡量短的時間內給居民以最深刻、最滿意的印象，對廠家是一個巨大的挑戰。
風險總是與收益成正比，社區營銷同是如此。傳統社區往往有許多基於共同愛好而形成的非正式組織，如棋牌樂老年協會等，而這些非正式組織成為了居民交際與溝通的主要渠道，組織成員之間的影響力很大。而在新社區，大多居民從社會性的角度來看，屬於一個相關群體，互相之間在行為上有很強的示範效應，因此在社區活動中，往往是「成也蕭何，敗也蕭何！」，好事壞事都可傳千里，活動的正面影響與負面影響往往會同樣地因口碑效應而放大，直接影響著產品在當區的市場成績，這要求廠家在活動的各個環節盡善盡美。
活動創意要深刻
社區活動必須有一個很特別的主題與形式，社區活動的形式上可以是多種多樣，比如兒童繪畫比賽，趣味運動會，各種文體比賽，等等。但不論是哪種形式，都必須有很深刻的創意，盡量不要在同一個小區重復舉辦同一個活動，否則活動效果給居民帶來的滿意程度往往因缺乏新意而遞減。
特別注意不要刻板模仿競爭對手，因為活動本身沒了新意，提不起消費者的參與積極性。而且會無形降低自己在消費者心目中的相對地位。不管是什麼活動，怎麼操作，總是難以面面俱到，而消費者常常放大工作中的失誤而給自己造成的不滿意感覺，而總是會忘記好的一面。當我們模仿活動時，消費者第一感覺就會想到負面因素，會給我們的品牌打上一個不好的第一印象分。再者，跟競爭對手展開對壘，後來者往往要有壓倒勢優勢才可達到轉移注意力的效果，可這意味著大投入,總之，缺乏新意的活動是不經濟的。
宣傳方式創新
最常見的社區宣傳是到處做招貼，隨處掛橫幅，直郵單路路撒、戶戶塞，既影響社區整體美觀，也有害於環境衛生，居民很是反感，一方面，廠家的宣傳效果難以落到實處，花錢打水漂；另一方面，弄巧成拙，因公司缺乏社會責任感而損害公司形象。在做宣傳時，廠家應有選擇性的進行品牌宣傳，實物展示與促銷往往是居民樂於接受的方式。另外傳統的郵寄、夾報、散發、廣告牌、板報等可加以人性化的創新，不再是單純做廣告。比如在向居民戶派發直郵單時，可將居民所需要的信息附載於上，或以居民有實用價值的生活用品，裝飾品作為直郵內容的載體，這樣居民會因其使用價值而接受這些宣傳品，大大增加居民接觸廠家廣告信息的機會。
規范員工形象
對於營銷人員在服裝，語言等方面應該統一、規范。讓居民感覺到公司嚴謹的企業文化，產生信任感。社區營銷比起其他的營銷渠道而言，其服務的要求更高一些，在社區進行促銷活動，往往會發生許多難以預料的事情，因此事前對員工培訓很重要，比如對問題的處理，信息的反饋，服務承諾的兌現等各個方面，要有專業及時的處理方法。
保持活動的長期性
社區的大型促銷活動往往是短暫的，要讓目標消費者能夠記住品牌，需要時時「提醒」他們，我們在活動結束後，在社區繼續開展兌換活動，即消費者集齊指定數量瓶蓋，即可在社區指定的便利店兌換換到一些日常生活用品，以刺激居民消費者持續購買，延長活動對目標消費者的影響時間，從而形成對產品的偏好。

⑥ zara的成功是如何闡述戰略管理的

1. 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。

2. 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。

3. 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。