topshop營銷策略

1. 唯品會的營銷推廣策略

您好！
唯品會是中國領先的名牌折扣網，並於2012.3.23成功在美國紐約證券交易所（NYSE）上市，是回中國華南首個在紐答交所上市的電子商務公司。
唯品會(vipshop.com)網站以比零售大幅優惠的折扣價，向中國消費者提供優質、受歡迎的品牌正品，商品囊括時裝、護膚品、箱包、皮具、配飾、香水等等，琳琅滿目。
唯品會堅持以安全誠信的交易環境和服務平台、可對比的低價位、高品質的商品、專業的唯美設計、完善的售後服務，全方位地服務於每一位會員，致力打造為中國一流的B2C網路購物平台。
感謝您對唯品會的關注！

2. 市場營銷4個P與4個C的關系

4p是指來：

產品（自proct）
價格（price）
渠道（place）
促銷（promotion）
4p理論是營銷策略的基礎。

4e是指：

體驗（Experience）
花費(Expense)
電鋪(E-shop)
展現(Exhibition)
4e理論是制定「互聯網＋」營銷戰略。

4p是傳統，4e是電商。

如果只能2選1，那肯定是4e。

原因如下：

1）成本控制：初期投入成本每月固定是硬傷。

2）電商市場是全球性的，傳統有地域局限性。

3）現在手機太方便了，掃碼支付成為主流。

4）加盟和采購方式已經升級，利用互聯網尋找貨源容易很多。

5）品牌升級和自媒體的誕生，解決了傳統促銷的硬傷。

6）投資機構和金融服務解決了資金鏈的問題。

3. 你見過哪些很棒的營銷手段

現在的營銷手段多的數不勝數，我就說一下最近2年比較火的跨界營銷吧，分享幾個版網上有趣的營銷案權例。

1.可口可樂X安踏

今年5月份，可口可樂和安踏聯名，推出了一款跑鞋——「氫跑鞋」在夏季的開始才給我們帶來了不一樣的視覺沖擊，整體配色由可口可樂的紅與安踏白組成，紅色與白色的經典搭配，簡直不要太好看。

除了球鞋之外，二者還推出了拖鞋，可樂和拖鞋簡直就是夏日必備品，讓人看了，忍不住就想買。

4. 什麼是高街品牌

「高街時裝」這個詞是指那些英國主要商業街的商店仿造T型台時尚秀上的展示的時裝，迅速製作為成品銷售讓人人都能買到（註：英國許多城市最繁華的商業街都稱為高街）。正是由於有了「高街時尚」，原創服飾一經模特兒展示，人們便能很快從商店買到最流行時尚的翻版。時尚從T型台走上街頭的速度越來越快，每一季度都有新的突破，現在已經只需要三周時間便可以在市面上看到最流行的服飾了。如此的迅速一定程度上是因為人們可以很容易地從雜志和網際網路上看到前沿時尚的圖片。

5. 要分析目標市場營銷策略，要從哪幾個方面進行分析 應該怎麼寫這個分析

首先要做好市場調查確定目標市場與產品的需求和供應關系，看看這個市場潛力專夠不夠大，屬值不值得長期做!在看這個目標市場的未來發展趨勢，之後再確定營銷組合，為企業未來的戰略目標的實現做好基礎！一般，做項目策劃都懂這些的，建議要更詳細去找找一些職業經理人!

6. 採用什麼網路營銷推廣策略對衣服網店進行宣傳推廣

一 廣告推廣

一般企業的主要宣傳方式就是廣告宣傳，在電視、報紙、雜志、公交站牌、交通工具等上報到或粘貼吸引消費者注意的宣傳話語和圖片，藉此來告知消費者相關的信息，提醒消費者想要獲得更多的信息就去網上瀏覽網頁，起到了有效宣傳網店的作用。

二 電子郵件推廣

電子郵件推廣，指的是通過向網民的郵箱發送企業促銷活動廣告，這是網路營銷較早的一種推廣手段。Email
營銷有三個基本因素：用戶許可、電子郵件傳遞信息、信息對用戶有價值。這三個因素缺一不可，缺少一個元素都不能達到很好的宣傳效果。

三 SEO 搜索引擎推廣

SEO
是指在了解搜索引擎自然排名機制的基礎上，對網站進行內部及外部的調整優化，改進網站在搜索引擎中關鍵詞的自然排名，獲得更多流量，從而達到網站銷售及品牌建設的目標。

四 虛擬社區推廣

新的事物總是容易被網民所接受，尤其是時尚服裝這一類型。近幾年關注論壇、微博、微信等社交類的網民越來越多，企業也跟隨著網民的步伐開始著重這一方面的發展了。

網路營銷作為一種全新的銷售渠道為消費者提供了別致的購物平台，越來越多的消費者願意選擇網購服裝來取代實體店購物，服裝網路營銷因為得到消費者的青睞而逐漸壯大起來。

資料來源：http://news.netshop168.com/fwnr/1225249768.html

7. ZARA、優衣庫表現搶眼，同為快時尚品牌的Topshop為何走起了下坡路

衣服越來越沒有特色，比較墨守成規，沒有體現出當下的時尚潮流，所以走下坡路

8. 我是新手，做亞馬遜需要什麼基礎

很多新手賣家對亞馬遜入駐開店不太了解，其實亞馬遜主要主導品牌經營。

入駐亞版馬遜所需資料：

1.visa信用卡卡權號，到期時間，持卡人姓名；

2.信用卡對賬單地址和郵編；

3.郵箱和手機號；

4.注冊人的護照和住址證明。

亞馬站點開店辦理流程

1.提供資料；

2.支付款項；

3.辦理完成；

4.上傳產品開始銷售，並開始辦理收款賬號。

亞馬遜賬號特點

1.全部中國資料信息（中國IP操作，中國地址信息，中國電話號碼，中國信用卡）；

2.賬號擁有銷售權，狀態為Active（不是Suspended）；

3.交付賬號後可立即上架產品；

4.上架產品後可正常顯示及銷售；

5.可以從中國發貨。

9. 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