① 市场营销策略有哪些
价格策略、产品策略、渠道策略和促销策略。
② zara的成功是如何阐述战略管理的
第一方面是准确的品类管理，快时尚的主要目标是采用一种非常具有成本效益的方式快速地开发并生产满足客户需求的产品。作为品牌商，需要分析并发现自己最擅长、最易于满足客户需求、利润最好的品类。为了实现这一目标，需要协调市场营销部门、开发部门和外部的合作伙伴及时地掌握和分析销售数据。因此，必须有一个灵活高效的信息化系统来支撑，让全体参与方基于一个统一的高效沟通和协作平台，准确快速地开发和管理利润率贡献高的品类。
第二方面是快速反应的供应链，快时尚的重点在于“快”，同时也必须做到“快”而不乱。存在两类供应链：敏捷供应链(Agile)和精益供应链(Lean)；敏捷供应链的原则是和供应链上的全部合作伙伴实时共享信息和技术，通过紧密协作减少库存；精益供应链的核心特征是在正确的时间交付正确的产品。快时尚的供应链需要把两者有机结合在一起，形成“精敏”供应链(Leagile)。于是，必须改善和简化从产品概念、设计、开发、打样到生产、物流配送的整个流程。经过流程的改善和简化以后，快速反应的供应链就实现了价值的增加和成本的减少，同时对客户的需求变化得到及时地反馈。要实现“精敏”供应链，必须采用当前先进的软件技术以支撑整个业务流程的顺利运行，从而保证流程和数据的准确、实时地执行，不遗漏、不延迟任何一个流程和数据的细节。
第三方面是供应商关系管理，快时尚品牌需要和供应商建立良好并且广泛的合作伙伴关系。供应商需要和品牌商一起紧跟市场需求和时尚潮流，并且需要在产品设计和开发阶段参与进来。为了保证沟通顺畅和紧密协作，最好有一个统一的沟通和协作平台，然后合作各方基于平台高效运行每一个业务流程和准确记录每一个数据细节。
第四个方面是内部关系，和保持良好的外部供应商关系一样重要的是必须要有协调一致的内部关系。很多组织架构是根据不同的职能部门进行划分，如市场营销、设计、采购、生产、质检等，并且各职能部门之间的沟通协作和信息共享总是不尽如人意。要高效执行快时尚商业战略，必须要有紧密的关系和快速的市场反应能力。这就要求必须有一个统一的信息化系统来确保沟通的及时和协作的紧密无间。
③ zara的物流策略是什么
Inditex公司是西班牙排名第一，全球排名第三的服装零售商，在全球52个国家拥有2000多家分店。旗下拥有ZARA、Pull and Bear、Massimo Dutti等九个服装品牌，ZARA是其中最成功的，被认为是欧洲最具研究价值的品牌之一。
每一季推出的独特款式对ZARA品牌的成功的确相当重要。但是可能许多人没有发现，在快速引领潮流推出新款的背后，供应链系统贯穿了整个流程：从每款服装的设计一直到分配到每个分店。Inditex每年提供12000种不同的产品项目供顾客选择，从设计理念到成品上架仅需十几天。这一切不得不归功于ZARA公司独特的供应链管理：强大供应链管理系统及其IT系统支撑，使其成为全球服装行业中，响应速度与弹性管理的标杆企业，“时装行业中的戴尔电脑”。
拉动战略引擎
ZARA创始于1985年，它既是服装品牌，也是专营ZARA品牌服装的连锁店零售品牌。ZARA公司坚持自己拥有和运营几乎所有的连锁店网络的原则，同时投入大量资金建设自己的工厂（目前有22家自有工厂）和物流体系，以便于“五个手指抓住客户的需求，另外五个手指掌控生产”，快速响应市场需求，为顾客提供“买得起的流行时装”（如图1）。也就是说，在企业创始之初，就很明确地将战略安排设计好，让ZARA这个品牌有了很坚实的基础，并且在十几年的发展过程中很完整地贯彻了包括品牌、运营模式、制造以及物流体系的战略安排。
进一步对Inditex运作模式的研究发现， ZARA为顾客提供“买得起的流行时装”战略的成功得益于公司出色的全程供应链管理，以及支撑供应链快速反应的IT系统应用。ZARA公司采取“快速、少量、多款”的品牌管理模式，这一模式保证了与时尚同步，持续开发新款式，快速的推出新产品。ZARA的每种款式在每个专卖店推出的数量都只有几件，造成人为“缺货”，影响消费者的购买意向。这种模式，需要Inditex实现了快速设计、快速生产、快速出售、快速更新，专卖店商品每周更新两次的目标。
极速全程
ZARA的战略要求公司在全年中必须不断而持续地推出大量各种各样的新产品。ZARA的高级经理Diaz认为公司经营的是“时装”，不是传统的卖衣服。顾客购买是因为他们喜欢“时装”，而不是喜欢公司本身。对于顾客来说，ZARA公司的连锁店意味着，他们可以在那里找到最新的、限量供应的“时装”。在某种程度上，由于公司经营的是“时装”（但价格却不高）的形象，连锁店的存货水平非常低。由于低库存的方针，每天营业后经常可以看到空空的货架，连锁店非常依赖有序而又迅速的新产品来补充货源。
④ 市场服装营销的基本策略有哪些
服装营销策略
关系营销的各种策略
关系营销是与关键顾客建立长期的令人满意的销售关系的活动,应用关系营销最重要的是掌握与顾客建立长期良好业务关系的种种策略。
设立顾客关系管理机构
建立专门从事顾客关系管理机构,选派业务能力强的人任该部门总经理,下设若干关系经理。总经理负责确定关系经理的职责、工作内容、行为规范和评价标准,考核工作绩效。关系经理负责一个或若干个主要客户,是客户所有信息的集中点,是协调公司各部门做好顾客服务的沟通者。关系经理要经过专业训练,具有专业水准,对客户负责,其职责是制定长期和年度的客户关系营销计划,制定沟通策略,定期提交报告,落实公司向客户提供的各项利益,处理可能发生的问题,维持同客户的良好业务关系。建立高效的管理机构是关系营销取得成效的组织保证。
个人联系
个人联系即通过营销人员与顾客的密切交流增进友情,强化关系。比如,有的市场营销经理经常邀请客户的主管经理参加各种娱乐活动,如滑冰、野炊、打保龄球、观赏歌舞等,双方关系逐步密切;有的营销人员记住主要顾客及其夫人、孩子的生日,并在生日当天赠送鲜花或礼品以示祝贺;有的营销人员设法为爱养花的顾客弄来优良花种和花肥;有的营销人员利用自己的社会关系帮助顾客解决孩子入托、升学、就业等问题。
通过个人联系开展关系营销的缺陷是:易于造成企业过分依赖长期接触顾客的营销人员,增加管理的难度。
频繁营销规划
频繁营销规划也称为老主顾营销规划,指设计规划向经常购买或大量购买的顾客提供奖励。奖励的形式有折扣、赠送商品、奖品等。通过长期的、相互影响的、增加价值的关系,确定、保持和增加来自最佳顾客的产出。美国航空公司是首批实施频繁营销规划的公司之一,80年代初推出了提供免费里程的规划,一位顾客可以不付任何费用参加公司的AA项目,乘飞机达到一定里程后换取一张头等舱位票或享受免费航行和其它好处。由于越来越多的顾客转向美国航空公司,其它航空公司也相继推出了相同的规划。许多旅馆规定,顾客住宿达到一定天数或金额后,可以享受上等住房或免费住宿。信用卡公司也向持卡人提供折扣。
频繁营销规划的缺陷是:第一,竞争者容易模仿。频繁营销规划只具有先动优势,尤其是竞争者反应迟钝时,如果多数竞争者加以仿效,就会成为所有实施者的负担。第二,顾客容易转移。由于只是单纯价格折扣的吸引,顾客易于受到竞争者类似促销方式的影响而转移购买。第三,可能降低服务水平。单纯价格竞争容易忽视顾客的其它需求。
俱乐部营销规划
俱乐部营销规划指建立顾客俱乐部,吸收购买一定数量产品或支付会费的顾客成为会员。日本的任天堂电子游戏机公司建立了任天堂俱乐部,吸引了200万会员,会员每年付16美元会费,可以每月得到一本任天堂杂志,先睹或回顾任天堂游戏,赢者有奖,还可以打“游戏专线”电话询问各种问题。哈莱·戴维森公司建立了哈莱所有者团体,拥33企业活力1999年第10期nn营销筹划YINGXIAOCHOUHUA有30万会员,向会员提供一本杂志（介绍摩托车知识,报道国际国内的骑乘赛事）、一本旅游手册、紧急修理服务、特别设计的保险项目、价格优惠的旅馆,经常举办骑乘培训班和周末骑车大赛,向度假会员廉价出租哈莱·戴维森摩托车。第一次购买哈莱·戴维森摩托车的顾客可以免费获得一年期的会员资格,在一年内享受35美元的零件更新。目前,该公司占领了美国重型摩托车市场的48%,市场需求大于供给,顾客保留率达95%。
顾客化营销
顾客化营销也称为定制营销,是根据每个顾客的不同需求制造产品并开展相应的营销活动。其优越性是通过提供特色
关于服装折扣业营销的知识与技巧
折扣服装导购的工作是要找出具体销售工作中致胜的关键。只有找到折扣销售致胜的关键，导购员才能够有的放矢。
世界上最顶尖的导购人员曾总结出10个成功的关键：明确的目标、健康的身心、极强的开发顾客的能力、自信、专业知识、找出顾客的需求、好的解说技巧、善于处理反对意见、跟踪顾客和收款。
⑤ zara的市场营销策略的英文文献
这些都是国外网站上的，没有中文翻译的，看不懂的话试试翻译器，查查字典什么的，我要是给你翻译怕误导你。
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
⑥ 假如你是zara的营销总监,你如何定位市场如何细分市场
我觉得这个定位不是随便说说的，一定要根据zara多年来的大数据做参考的，是扩大还是继续走细分要有可以秉承的战略方向作为条件。