Ⅰ 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。
Ⅱ Zara 是否應該進一步採用網路營銷方式，如凡客誠品一樣
由於用戶群體和品牌定位的不同，網路營銷對Zara而言只可能當作品牌宣傳的工具或者是在線陳列結算渠道，而不會將其變成主要銷售模式。
Ⅲ 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
Ⅳ 優衣庫,zara,hm的商業模式有何不同.
所謂商業模式是一個系統性的概念，分為廣義的以及狹義的概念。
從廣義上來講，這三家連鎖衣裝零售企業的商業模式都是快時尚的典型代表，所謂的快時尚是通過時尚買手以及精細化管理的產業鏈，以小批多次的高頻次產品生產極大的縮短零售門店商品更新的間隔，最大化的實現應季商品的價值，提高零售門店的坪效。另一方面積極的搜取客戶的需求信息，通過全面的數據信息系統為下一期的設計目標提供數據支持，從而形成從顧客中來，到顧客中去的典型的良性循環。
但是三者的系統稍微有一些不同：
1.優勢產品
ZARA和HM比較像，款多量少，款式更新速度極快，著重把握時尚潮流。可能某段時間有那麼幾款賣得特別好，不過很難挑出什麼標志性產品。
優衣庫主打基本款，夏天款式繁多的UT、秋冬的搖粒絨、輕型羽絨、HEATTECH保暖內衣是它的拳頭產品
2.風格
ZARA：時尚（成熟、白領）
HM：時尚（年輕、活力）
優衣庫：日式休閑
後兩個你去他們官網看下就知道。而優衣庫剛好相反，他的非基本款讓歐美模特穿也挺奇怪。
3.價格
這個和他們各自的風格、市場定位有關系。給我總的印象：ZARA>GAP>HM=優衣庫
其中優衣庫的價格這兩年有個波動，2011、2012年基本全線漲價，這兩年年又降回來了
4.質量
總體印象：優衣庫>ZARA>HM，不時有後三個品牌質量不過關、面料有毒的新聞出現。而優衣庫最近出現過一次嬰兒睡衣易燃在美國被召回，貌似不是因為面料，而是因為剪裁 = =#
當然這個是同價位商品的比較，如果不同價位的話，GAP 249的牛津紡襯衫確實比優衣庫149的要好。HM就不說了，渣一樣的質量...
5.發展趨勢
這幾個快銷品牌，第一是ZARA，第二是HM，優衣庫在第五。不過優衣庫的發展非常迅猛，它在中國的開店數目也是這幾個品牌裡面最多的。優衣庫今年開始向時尚度和設計感發力，春夏新款色彩異常豐富，女裝的DIP系列賣得還挺好。另外在新材料的研發和使用上，優衣庫也是做得最為用心。ZARA和HM沒看出什麼變化，最讓人看不懂的是GAP，在美國走的基本是平價的路子，來到中國後價格一點都沒有親民的意思，說時尚吧，也不是，質量最好吧，也輪不上它。經營狀況每況愈下，近來還有要被優衣庫收購的傳言。
6.總結
扯得有點多，回到題主說的各自優勢。我個人比較主觀的總結，ZARA：快、時尚度（非常努力地抄大牌）；HM：快、便宜；優衣庫：性價比、基本款的豐富性。
Ⅳ ZARA模式成功的關鍵在哪
ZARA模式成功的關鍵在哪? 在高速運作的系統中任何局部的瓶頸都可能導致整個Zara模式的失敗。有人認為ZARA模式成功的關鍵在於其快速的模仿能力和強大的模仿團隊；有人認為在於其快速生產模式消除了整個紡織服裝產業供應鏈的瓶頸；有人認為在於其高效的物在高速運作的系統中任何局部的瓶頸都可能導致整個Zara模式的失敗。
有人認為ZARA模式成功的關鍵在於其快速的模仿能力和強大的模仿團隊；有人認為在於其快速生產模式消除了整個紡織服裝產業供應鏈的瓶頸；有人認為在於其高效的物流配送體系；有人認為在於其高頻、人性化的信息系統與溝通機制；有人認為在於其龐大的營銷網路和快速銷售能力概念宣傳和「服裝超市」模式；有人認為是其雄厚的資金實力支撐；也有人認為是其高度整合的垂直供應鏈和運作模式……
我們認為，任何成功都是系統的、全局的成功，在高速運作的系統中任何局部的瓶頸都可能導致整個模式的失敗，ZARA的成功也不例外。經過仔細研究後，A企業從2006年8月起加入學習ZARA的行列，並為此專門成立了ZARA模式快速項目部，開始了各環節的ZARA模式改造征程。
供應鏈各環節的改造
產品的快速組織與開發除了原開發團隊外，組建了專業的買手團隊，專門從香港、深圳、廣州等時尚信息比較集中的地點去採集當季最暢銷的款式。還制定了相關的激勵措施，集團內部幾千名員工、獵手、OEM工廠、所有對時尚有興趣的社會人士都可以提供相關資訊，提供的信息或樣衣若被採用則會有相應的獎勵。除了直接提供樣衣外，還可以根據酒吧、演唱會、街頭等拍攝回來的照片、國內外專業刊物等處獲得的時尚信息進行模仿。
對相關的款式進行改款、打版之後，交由商務團隊進行下單決策。商務團隊比較龐大，既包括有豐富營銷經驗的一線內部市場人員，也可以是競爭對手的營銷人員，還包括有品味、有眼光的時尚人士或消費者。
審完款後把選中要投產的款和前幾周的產品混合搭配，拍好照片，進行掛桿陳列和模特陳列，並寫清楚各款陳列的順序，以便指導店面標准化陳列，並且可以發到網上，讓加盟商進行訂貨。
產品快速生產商務團隊進行選款決策後，由供應鏈經營團隊根據銷售預測、鋪底量、適銷周期、配送周期、生產周期、生產成本、目標庫存結構和控制量等進行綜合決策，以銷定配，以配定產，計算出各款的生產量，交給采購與生產團隊進行采購和生產。內部工廠、外協工廠在同一起跑線上，圍繞質量、交貨期、成本、服務、柔性等方面開展競爭。通過這一步也逼著內部工廠不斷提升自己的競爭能力。
其中一些外協工廠為了更好地配合公司，還專門聘請了相關的版師，直接根據照片進行打版、確認、生產，現時也可更好地把握版型，大大提升了設計質量，壓縮了大貨生產前的准備周期。
產品快速配送大貨生產入庫前，采購生產人員已經與供應商聯系，得知大貨的最終確定生產量。供應鏈經營團隊根據實際入庫量對預分配計劃進行相應調整並生成配貨計劃，倉庫在收到大貨後進行掃描驗證確認，根據配貨計劃進行揀貨分貨，然後交由第三方物流進行運輸。若收貨方為加盟商，則相關費用由加盟商承擔。
銷售與反饋銷售終端除了自營專賣店、商場外，還有特許加盟商、網路營銷等，還可以是代理一樣，任何有渠道或關系的個人都可「兼職」利用業余時間和渠道幫助銷售 ZARA模式的產品。由於買手、商務團隊、內外營銷人員的利益都與銷售業績掛鉤，他們都會充分利用其所有關系、激發其潛能，變「潛能」為現實，讓所有參與者能受益。
供應鏈持續優化
在大家共同努力下，經過一個月的運行和探索，ZARA模式的總體框架已經基本搭建好了。從設計理念到上市平均只需要10～15天，而傳統運作模式下的服裝企業需要6～9個月甚至更長時間；以前每年只出2次款，現在是每周都有新貨上，不斷更新店面形象和產品，更好地服務顧客、提升品牌形象；以前一般下單量都是數以千計，現在100多件就能下單生產（若為追單則可更小）；以前門店不是積壓一堆庫存就是想要的貨補不上，高庫存和高脫銷並存，現在每周都有新貨上，再也不用擔心貨不夠；
整個供應鏈「看上去」挺流暢的，但仔細分析發現細節上太「粗糙」仍存在不少問題，總結分析出問題後，接下來就是進行有針對性地持續優化!總體來說，要加強事前計劃、事中監控、事後評估；要抓住時間、成本、質量、服務、柔性等KPI進行優化，尤其是瓶頸環節；要去掉那些不增值的活動；簡化不必要的流程；合並或同步一些非關鍵路徑流程；重組一些崗位流程使流程更通暢、智能化。
打造「無邊界」企業
客戶」的簡單線性關系。à零售à物流配送à生產廠à供應鏈從學術角度來講，是一個錯誤或至少不太精確的詞，更應是「需供網」，是一個復雜的系統，是一個開放的系統、是一個網路系統、而不是一個簡單的鏈條。從上面的分析不難發現，整個運營過程中，每個環節都可能是多重身份、多種角色，既可能是客戶、樣衣提供者，也可能是營銷人員、協作生產廠等，企業邊界被徹底打破，決不再是「原材料供應商
西班牙ZARA靠自己企業的密集型投資實現「集群」效應，A企業通過整合各種閑置資源，變潛能為現實，實現了真正意義上的集群效應，為廣大中國服裝企業探索出一套成功的模式，通過「無極」供應鏈打造出無邊界企業。
關鍵詞
敏捷性(Agility) 不是強者生存，而是適者生存，市場需求、消費者需求變化太快，適應變化者生存，因此一定要有敏捷的適應能力。
可靠性(Availability) 在如此高速運轉的系統中，任何一個環節的不穩定或隨機因素的干擾，都會對整個供應鏈造成干擾或致命的影響，所以一定要提高供應鏈上各環節的可靠性和無縫集成。
利益分配機制(Alignment) 一個客戶原理，最後銷售好大家才有得分，不只是關注自己的下遊客戶，還要關注客戶的客戶，而且一定要有誠信，這個游戲才能玩下去，而且才能將餅越做越大。如產品推向市場非常暢銷，將會吸引越來越多的加盟商或人員參與自適應體系，進行自我造血，形成和諧共生的森林體系。
溝通 (Communication) 要有基本的運作層的操作系統，商品基本資料維護、供應商基本資料維護、采購管理、配送管理、銷售預測、庫存管理、銷售管理等外，還需要動態監控，整個供應鏈透明。除了強大的正規系統外，更重要的是人與人之間的溝通，要提供溝通平台，如BBS、POPO群組、電話、傳真或會議、面談等。
來源：《牛津管理評論》
Zara近年來最為成功的時尚服裝品牌之一：每年消費者會去它的店面17次左右，行業平均水平為3－4次；知名時尚品牌經營的基石之一是在各類時尚雜志上投放精美的廣告，而Zara很少打廣告，它成功地讓所有人談論它，就像星巴克一樣。
Zara的成功在於它變革了快速服裝行業的經濟模式。服裝行業可簡單地劃分為兩種類型：一種是LV、古奇、范思哲這些頂級奢侈品品牌，它們位於高價值的一端，其核心資產是品牌；一種是諸如美國的Gap、國內開店很多的班尼路等。Zara在這兩者之間創造出了一種奇特的混搭：在品牌形象上它們更接近於前者，而在經濟模式上卻和後者一樣獲得了規模經濟效應。所不同的是，Gap的規模經濟效應是基於「款少、量多、廉價」路線，而Zara的規模經濟效應卻是基於「快速、少量、多款」路線。Zara每年推出上萬款服裝，並且款式與時尚同步，定價也更接近高檔品牌的模式。
觀察Zara模式，重要的是看「快速、少量、多款」背後的運作體系。在服裝業有個專業詞彙叫做「前導時間「，指的是一件服裝從設計到出售所需的時間。 Zara大大縮短了前導時間，前導時間最快為12天。對比而言，Gap單是設計醞釀期就達兩、三個月。
服裝貶值很快，每天貶值0.7%，計算機產品為每天 0.1%。因而縮短前導時間有多重好處：對市場潮流反應快，減少服裝貶值，服裝公司不用預先做好大量成衣，減少存貨費用和存貨風險；避免生產出不受顧客歡迎的服裝，從而避免服裝公司因估計錯誤而令服裝囤積，並可以避免以折扣來促銷所導致的損失。
Zara沒有試圖做時尚潮流的創造者，而是努力做時尚潮流的快速反應者：在流行趨勢剛剛出現的時候准確識別並迅速推出相應的服裝款式，從而快速響應潮流。
快速反應模式需要有快速的供應鏈：Zara采購的布料都是未染色的，而是根據實時需求染色。Zara選擇讓自己的工廠僅做高度自動化的工作，用高科技生產設備做染色、剪裁等工作，而把人力密集型的工作外包。
為了快速反應，Zara的采購和生產都在歐洲進行，只有最基本款式的20%的服裝在亞洲等低成本地區生產。Zara擁有高科技的自動物流配送中心，在歐洲用卡車兩天內可以保證到達。而在美國和日本，Zara甚至不惜成本採用空運以提高速度。
對 Zara這些公司而言，零售是整個經營鏈條的重要一環。Zara的零售是處在一個「進貨快與銷貨快」自我強化的正循環之中：分店每周根據銷售情況下訂單兩次，這就減少了打折處理存貨的情況，也降低了庫存成本；款式更新快加強了其新鮮感，吸引消費者不斷重復光顧；快速更新店面里的貨品也確保了它們能符合顧客的品味。
郎咸平教授在其新著《模式：零售連鎖業戰略思維與發展模式》中預測：未來時裝業將朝著「Zara模式」發展。
Ⅵ 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。
Ⅶ 大家如何看待hm和zara的銷售方式
應該是這樣的:很多人買衣服,都不敢試太多,不買又不合適,在hm和zara你基本上沒有這樣的感覺.可以隨便試.