zara的营销组合策略分析

⑴ 简述市场营销的4p组合策略

家电行业细分了抄很多类，你具体只哪一类呀？饮用水可以细分成5类呢、
市场调研策划：主要研究市场环境、市场供求、消费行为、消费习惯、消费需求等方面的问题。
企业战略策划：包括总体战略和经营战略。总体战略又叫发展战略，总体战略从企业整体角度，明确企业使命，决定企业的投资组合战略和成长战略。经营战略从战略业务单位的角度，分析形势，制定目标任务和计划。总体战略目的是使企业整体资源配置优化并获取长远的发展，经营战略目的在使企业某个业务单位获取行业竞争优势和长远的发展。总体战略指导经营战略，经营战略服务于并服从于总体战略。
战略性营销策划：包括市场机会研究、市场细分、目标市场选择、市场定位策划。
战术性营销策划：又叫策略性营销策划或营销组合。即4P，产品、价格、渠道、促销。

⑵ 分析促销组合策略

促销方式是指企业运用人员或者非人员的方法，向用户提供商品和服务的信息，引导、启发、刺激用户产生购买的兴趣，做出购买决策，采取购买行动，以达到促销的目的。促销方式主要包括人员推销、营业推广、广告推销和公共关系四种。
人员推销是企业派推销员直接向用户（包括直接和间接用户）推销商品和服务的一种销售方式。它具有直接联系、机动灵活、现场洽谈、及时反馈、选择性强、有利于建立良好的人际关系等优点。但是它的绝对费用较高，在发达国家大致是广告费用的2-3倍，而且企业叫难得到优秀的推销员。
营业推广是指企业在特定的目标市场中，为迅速的刺激需求和鼓励消费而采取的一种促销手段。其具体形式有三类：一是针对消费者的营业推广，这是为了鼓励消费者的购买欲望，提高重复购买率，推动新产品销售，扩大市场占有率等等。如进行有奖销售，举办展销、现场表演等。而是针对中间商的营业推广，这是为了鼓励中间商大量进货、代销、加速货款回收等等，如购货折扣，经销竞赛等。三是针对经销人员的营业推广，这是为了鼓励推销人员积极工作，努力开拓市场，增加计划期内的销售量，如开展竞赛和奖励活动。
广告是公司用付费的方式，把有关商品，服务等信息通过一定的媒体，有计划的传递给消费者，以沟通供需之间的联系，达到直到消费，扩大销售的目的。在现代社会中，可供选择的广告媒介越来越多，出了报纸，杂志、广播、电视四大媒体之外，企业还可以利用邮寄、电影、招贴、橱窗、路牌等多种手段进行广告宣传。尤其值得一提的是在互联网日益发达的今天，利用网络进行广告宣传是一个重要的手段。
公共关系是指一个公司为了谋求社会各方面的信任和支持，树立企业信誉，创造良好的社会环境，而采取的一系列措施和行动。从销售角度看，它是企业为获取公众的信赖，加深用户印象而用非直接付费方式进行的一种促销活动。
促销计划是有计划、有目的的把人员推销、营业推广、广告推销和公众关系四种促销形式配合起来，综合运用，形成一个有机的促销策略。或者说，企业的促销策略，就是对促销方式的选择、组合的运用。一般来讲，企业可以通过以下几个角度来分析和选择促销组合的基本战略。
1， 拉引策略和推动策略
拉引策略，就是企业先通过广告等直接面向最终消费者的强大促销攻势，把新的商品或者服务介绍给最终市场的消费者，使之产生强烈的购买欲望，形成急切的市场需求，然后“拉引”中间商纷纷要求经销这种商品，拉引策略的促销顺序如下图。

推动策略则是厂商以人员推销为主要手段，首先争取中间商的合作，利用中间商的力量把新的商品或者服务推向市场，推向消费者。其运作程序如下图：

在市场营销的过程中，由于中间商和生产企业对某些新产品或者服务的市场前景又不同的看法，因此，很多新产品上市时，中间商往往因为过高估计市场风险而不愿意经销。在这种情况下，生产企业可以采用拉引策略，只能先向消费者直接推销，然后拉引中间商经销。反之，推动策略是生产企业与中间商对新的产品或者服务市场的前景看法比较一致，双方愿意合作的情况下经常采用的手段。运用这种策略，对于生产企业来说，较之拉引策略风险小，推销周期短，资金回收快，但是其前提条件时许有中间商的共识与配合。
当然，在通常情况下，企业也可以把上述两种策略配合起来使用，在向中间商大力促销的同时，通过大量的广告刺激市场的需要，其程序如下图所示：
2， 商品的性质
促销效果在不同性质的商品上市不同的。例如在消费品市场和工业品市场上。一般来说。消费品因为销售面广，应该多利用非人员促销，多采取广告形式；而工业品应该充分利用人员促销和加强服务工作等手段。至于营业推广和公共关系，对于消费品和工业品则起辅助作用。
如果把价格因素加入到商品中去，促销因素的效果和选择还可以进一步细分，一般来讲，低价消费品使用广告多，人员推销少，高价消费品使用广告多，人员推销也多；低价工业品使用广告中等，人员推销多；高价工业品使用广告少，人员推销多。
3， 商品所处的寿命周期阶段
企业的商品处于不同的寿命周期阶段，企业应该采用不同的促销策略。一般来讲，在投入期应该多做广告和其他宣传工作，以及采取现场表演、样品、奖券等营业推广工作，诱导中间商进货和消费者试用。成长期的重点是宣传产品牌号，充分调动推销人员和中间商的积极性，以迅速扩大商品的销路。成熟期以广告为主，注重于竞销，利用公共关系，突出企业声誉，力创名牌。衰退其以营业推广为主，结合提示性广告和减价等，维持尽可能多的销售量，还可以采用一些特殊促销措施，如附带赠品，推销奖励等。
4， 购买者的准备阶段。在不同的购买者准备阶段，促销因素也有不同的成本收益。
在知晓阶段，广告与公共关系扮演了最重要的角色，此时由销售代表从事推销或者利用营业推广时，效果都会比较差。在消费者了解阶段，主要影响效果来自广告与人员推销。在消费者信服阶段，则主要受人员推销与营业推广的影响。最后，在后续再定购阶段，也依赖于人员推销与营业推广，以及某些程度的提醒性广告。很显然，在购买者决策的过程的早期阶段，广告与公共关系最具成本效益，而人员推销与营业推广则在后面的几个阶段中较具有成本收益。
5， 市场的性质
对不同的市场应该采用不同的市场策略。如在地理位置上比较集中，交易额大或者顾客比较集中的市场上，应该以人员推销为主。反之，顾客分散，购买次数少，地理位置广泛的市场，应该以广告为主，当然可以辅之以向大型用户和重要中间商的人员促销。
6， 促销费用
促销预算费用就是用于促销活动的费用开支，由于不同的销售方式所需的费用不同，应该力求以尽可能少的促销费用达到预期的促销效果。

⑶ 简述市场营销组合策略

市场营销组合指的是企业在选定的目标市场上，综合考虑环境、能力、竞争专状况对企业自身可属以控制的因素，加以最佳组合和运用，以完成企业的目的与任务。市场营销组合是制定企业营销战略的基础，做好市场营销组合工作可以保证企业从整体上满足消费者的需求。市场营销组合是企业对付竞争者强有力的手段，是合理分配企业营销预算费用的依据。

营销组合是企业市场营销战略的一个重要组成部分，将企业可控的基本营销措施组成一个整体性活动。市场营销的主要目的是满足消费者的需要，而消费者的需要很多，要满足消费者需要所应采取的措施也很多。因此，企业在开展市场营销活动时，就必须把握住那些基本性措施，合理组合，并充分发挥整体优势和效果。
营销组合这一概念是由美国哈佛大学教授尼尔·鲍顿（N. H. Bor den）于1948年最早采用的，并确定了营销组合的12 个要素。随后，理查德·克莱维持教授把营销组合要素归纳为产品、订价、渠道、推广。
市场营销组合是制定企业营销战略的基础，做好市场营销组合工作可以保证企业从整体上满足消费者的需求。市场营销组合是企业对付竞争者强有力的手段，是合理分配企业营销预算费用的依据。

⑷ 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

⑸ 简述市场营销的4p组合策略

1、产品的组合：主要包括产品的实体、服务、品牌、包装。它是指企业提供给版目标市场的货物、服务权的集合, 包括产品的效用、质量、外观、式样、品牌、包装和规格, 还包括服务和保证等因素。

2、价格的组合：主要包括基本价格、折扣价格、付款时间、借贷条件等。它是指企业出售产品所追求的经济回报。

3、分销的组合：地点通常称为分销的组合, 它主要包括分销渠道、储存设施、运输设施、存货控制, 它代表企业为使其产品进入和达到目标市场所组织, 实施的各种活动, 包括途径、环节、场所、仓储和运输等。

4、促销组合：促销组合是指企业利用各种信息载体与目标市场进行沟通的传播活动, 包括广告、人员推销、营业推广与公共关系等等。

(5)zara的营销组合策略分析扩展阅读

4p原则：

1、诚实守信的原则：诚实守信又是基本层的道德要求的最基础部分，它是企业经商道德的最重要的品德标准，是其它标准的基础。在我国传统经商实践中，它被奉为至上的律条。

2、义利兼顾的原则：义利兼顾是指企业获利，要同时考虑是否符合消费者的利益，是否符合社会整体和长远的利益。

3、互惠互利原则：互惠互利是进一步针对企业的营销活动的性质，提出的交易中的基本信条。

参考资料来源：网络-4p