zara整合营销传播策略分析

『壹』 整合营销传播策略是什么

谈到整合营销传播策略，就不得不谈到新媒体。随着创意经济和体验式经济正逐渐成为潮流和趋势，传统的营销传播模式已经开始转型。企业必须正视这种转型，并加以调整。合理有效地利用新媒体，完善企业危机公关应对策略。公关是整合营销传播中的一个重要环节，而危机公关在某种意义上事关企业的长远利益甚至生死存亡。新媒体环境下，话语权平等，除了媒介有发布信息的权力，公众利用网络等新媒体同样可以。因此，负面信息对企业的影响将是持久而深远的。对此，新媒体整合营销传播务必要合理有效利用新媒体，形成完善而有效的公关模式，完善危机预警机制，积极与各类媒体展开合作，以应对突发危机。鉴于你可以能不了解这个行业，向你推荐隆文互动营销研究院，他们在圈子里做的不错哦。像王老吉、汇源、方正、中国石油、迪奥、IBM都是他们的老客户，如果有兴趣可以关注下他们。希望对你有帮助。

『贰』 请谈谈整合营销传播的内容及思路。如何进行多渠道传播的融合

所谓整合，就是指把有利的资源放在一起进行合理的资源配置。整合营销传播可以通过多种传播渠道，多种传播手段来进行营销传播，这样可以让企业品牌、产品得到最大化的传播效果，从而取得最大的利益。简单来说就是把多种传播方式整合成一个低成本高效益的组合传播策略，从而打开市场，获得利益！
1、建立消费者资料库
这个方法的起点是建立消费者和潜在消费者的资料库，资料库的内容至少应包括人员统计资料心理统计消费者态度的信息和以往购买记录等等。整合营销传播和传播营销沟通的最大不同在于整合营销传播是将整个焦点置于消费者、潜在消费者身上，因为所有的厂商、营销组织，无论是在销售量或利润上的成果，最终都依赖消费者的购买行为。
2、研究消费者
这是第二个重要的步骤，就是要尽可能使用消费者及潜在消费者的行为方面的资料作为市场划分的依据，相信消费者"行为"资讯比起其他资料如"态度与意想" 测量结果更能够清楚地显现消费者在未来将会采取什么行动，因为用过去的行为推论未来的行为更为直接有效。在整合营销传播中，可以将消费者分为三类：对该品牌的忠诚消费者；他品牌的忠诚消费者和游离不定的消费者。很明显这三类消费者有着各自不同的"品牌网路"而想要了解消费者的品牌网路就必须借助消费者行为资讯才行。
3、接触管理
所谓接触管理就是企业可以在某一时间、某一地点或某一场合与消费者进行沟通，这是90年代市场营销中一个非常重要的课题，在以往消费者自己会主动找寻产品信息的年代里，决定"说什么"要比"什么时候与消费者接触"重要。然而，现在的市场由于资讯超载、媒体繁多，干扰的"噪声"大为增大。目前最重的是决定"如何，何时与消费者接触"，以及采用什么样的方式与消费者接触。
4、发展传播沟通策略
这意味着什么样的接触管理之下，该传播什么样的信息，而后，为整合营销传播计划制定明确的营销目标，对大多数的企业来说，营销目标必须非常正确同时在本质上也必须是数字化的目标。例如对一个擅长竞争的品牌来说，营销目标就可能是以下三个方面：激发消费者试用该品牌产品；消费者试用过后积极鼓励继续使用并增加用量；促使他牌的忠态者转换品牌并建立起该品牌的忠诚度。
5、营销工具的创新
营销目标一旦确定之后，第五步就是决定要用什么营销工具来完成此目标，显而易见，如果我们将产品，价格，通路都视为是和消费者沟通的要素，整合营销传播企划人将拥有更多样、广泛的营销工具来完成企划，其关键在于哪些工具，哪种结合最能够协助企业达成传播目标。
6、传播手段的组合
所以这最后一步就是选择有助于达成营销目标的传播手段，这里所用的传播手段可以无限宽广，除了广告，直销、公关及事件营销以外。事实上产品包装，商品展示，店面促销活动等，各种传播手段传播共同的核心，只要能协助达成营销及传播目标的方法，都是整合营销传播中的有力手段。

『叁』 品牌整合营销的品牌整合营销传播核心

品牌整合营销传播最重要的是传播营销的渠道。没有把握好营销渠道，一流的营销策划案也不会有很好的效果，那么什么是最佳品牌整合营销模式呢？成立于2003年的国内知名品牌整合营销传播机构品牌联播一直倡导的品牌新闻联播就是一种全新、高效的品牌整合营销模式。
品牌联播通过众多客户营销传播案分析得出，“新闻联播”模式在营销活动中通过新闻的形式和手法，多角度、多层面地诠释企业文化、品牌内涵、产品机理、利益承诺，传播行业资讯，引领消费时尚，指导购买决策。这种模式非常有利于引导市场消费，此外，新闻联播还有效综合运用新闻报道的传播手段，创造最佳的传播效果，能够在短期内提升企业品牌的曝光率，提升产品的知名度，塑造品牌的美誉度和公信力。
为此，应首先决定符合企业实情的各种手段和方法的优先次序，通过计划；调整、控制等管理过程、阶段性地整合诸多企业传播活动，然后将这种传播活动持续运用。
IMC不是以一种表情、一种声音，而是以更多的要素构成的概念。IMC的目的是直接影响听众的传播形态，IMC考虑消费者与企业接触的所有要素（如品牌）。
从企业的角度看IMC，以广告、促销、公共关系等多种手段传播一贯的信息，整合传播战略，提供品牌和产品形象。
从媒体机构上看IMC，不是个别的媒体实施运动，而是以多种媒体组成一个系统。
从广告公司的角度看IMC,不仅是广告，而且灵活运用必要的促销、公共关系、包装等诸多传播方法，把它们整合起来。
从研究者的角度看IMC，使用资料库，以争取更多的消费者。从消费者立场出发进行企业活动，并构筑传播方式，以容易接受的方法提供消费者必要的信息。
唐－E－舒尔次教授指出在当今竞争激烈的市场环境下，只有流通和传播才能产生差异化的竞争优势，传播能创造利益关系的品牌忠诚度。由此可见，IMC理论修正了传统的4P和4C营销理论，能够产生协同的效果。

『肆』 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

『伍』 整合营销有哪些传播策略

随着创意经济和体验式经济正逐渐成为潮流和趋势，传统的营销传播模式版 已经开始转型。权企业必须正视这种转型，并加以调整。合理有效地利用新 媒体，完善企业危机公关应对策略。公关是整合营销传播中的一个重要环 节，而危机公关在某种意义上事关企业的长远利益甚至生死存亡。新媒体 环境下，话语权平等，除了媒介有发布信息的权力，公众利用网络等新媒 体同样可以。因此，负面信息对企业的影响将是持久而深远的。对此，新 媒体整合营销传播务必要合理有效利用新媒体，形成完善而有效的公关模 式，完善危机预警机制，积极与各类媒体展开合作，以应对突发危机。湖 南奇谋天下的整合营销做得不错，推荐你了解一下。

『陆』 如何做整合营销传播 七大原则帮你详解品牌运作

整合营销传播的高山法则是以品牌高山为导向，遵循统一的品牌核心理念，围绕同一个清晰可辨的陶瓷品牌 形象，不断地挖掘与消费者更多、更深层次的沟通触点，从而有节奏感地、持之以恒地进行企业自身品牌的传播。也就是说，每一次传播都应该是一次晋级和升华。南方略营销咨询机构总经理刘祖轲认为高山法则主要包含以下7大原则：
一、同心原则
高山法则的首要原则是同心原则.心,即品牌的核心。无论哪座高山都有且仅有一个核心，也就是主峰，所有山峦都是围绕在这个核心的周围，核心也是由石块和泥土积淀、固化而成。
整合营销传播的目标是透过整合传播中每一个环节一致的讯息，传达企业品牌的统一形象给消费者，以提升品牌的认识度和影响力，进而促进消费者的购买行为。因此，整合营销传播的首要问题是通过对企业自身品牌的特性挖掘和顾客的深入研究，确定直接、潜在顾客群，对企业品牌进行准确的定位，确立品牌形象的核心。这个核心是所有传播工作的重心,集中反映企业的核心价值观和经营理念，所以它必须要站在战略制高点以统领全局，促进传播目标的达成。
海尔集团堪称整合营销传播的企业典范。海尔自开辟海外市场以来，用各种传播形式统一向全球消费者传播海尔，中国造的品牌形象，用优质的产品和服务诠释海尔品牌的核心理念，用多种传播渠道以及企业家 （张瑞敏）的个人魅力向公众宣传海尔集团的经营理念和品牌特色。海尔从产品包装到产品说明书的设计、再到所有广告的调性都统一应用海蓝色，从而与海尔是海的文化基调相匹配。通过营销传播的同心原则，海尔在世界各地的顾客心目中建立了统一而深刻的品牌形象。
二、综合原则
高山之所以能傲视群峰，拥有耸入云霄的姿势，是因为它所包含的石块、泥土、山峦和花草树木等各类成分形成有秩序、有层次地叠加。单一的成分如石块，因其物理属性的不稳定性，是不可能堆积至高山的，只有涵盖各种互异互补的材料才能厚积并持续堆高，最终形成博大雄浑的气势。
同样，企业的品牌应该是可以通过多种传播手段来表现和延展的，对主要的传播手段没有特定约束，再综合应用广告、公共关系和促销等各种传播手段全方位地传播。整合营销传播可应用的传播方式有很多，既包括相对普遍的识别系统、产品包装、展览展示、售点布置、产品使用说明等，也包含电视、报纸、广播、杂志、电影等大众媒体，甚至还有楼宇电视、交通电视联播网等分众媒体 .整合营销传播之父舒尔茨也强调利用企业的一切信息源进行传播和沟通，才能形成强大的协同效应，使产品特色和品牌形象达到一定的高度，在顾客心中形成巨大的影响力。
三、求高原则
陶瓷企业若想在较短的时间内，以较低的成本综合运用各种营销传播手段将品牌形象建立到预期的高度
，必须遵循求高的原则，要使1＋1＋＋1=∞，而不是1＋1＋＋1=0.即所采用的陶瓷营销 传播策略和手段必须发挥叠加效应，达到不断垒高的效果。
王老吉的整合营销传播就是遵循求高原则才得以有口皆碑，它首先将品牌定位为防上火的功能饮料，建立市场区□避开饮料巨头的销售壁垒；在此基础上，在央视及部分影响力较大的省级卫视铺展大规模的广告攻势，同时辅以报纸、杂志、户外等媒体宣传，使品牌知名度和影响力迅速攀高；随后，它再渗入火锅店、酒店等特种渠道大肆促销，进一步提升销量、巩固地位；在汶川大地震发生之后，王老吉更以巨额捐款的事件营销和网络炒作将其品牌知名度和美誉度推向巅峰，从而成就一个妇孺皆知的民族品牌。08年王老吉销售额超过120亿元，正是得益于其独特定位＋电视广告＋辅助媒体传播＋ 特种渠道促销＋事件营销＋网络炒作的求高营销模式。
四、接触原则
整合营销传播应综合应用各种营销策略和传播手段，而策略和手段不是盲目使用，应遵循接触原则。品牌不是属于企业，而是属于消费者。树立品牌就是建立与消费者之间的关系。
营销资源的整合应该发掘与消费者之间的关键接触点,这样才能更有效地接触顾客，与顾客进行充分的互动沟通。接触点包括企业自身经营行为所产生的可控制性接触点，如产品展示、广告诉求、卖场设计、顾客服务和顾客购买行为终止后的非控制性接触点，如消费者的口碑传播等。遵循接触原则关键在于企业要掌握何时使用何种传播手段，在什么环境下使用什么传播手段效果最好。只有找出营销传播方式的最佳组合，才能达到最好的传播效果。
例如，宜家家居将接触管理作为其整合营销传播的一个重要策略，它的服务理念是让购买家具更为快乐,因此在任何顾客有可能接触到的地方，宜家都尽量使其显得自然、和谐，让消费者感觉到温馨和满意。在入口处，宜家为顾客提供铅笔、卷尺和纸张，以方便他们进行测量和记录。在选购过程，除非消费者提出需要帮助，否则宜家的店员不会上前打扰。地板的箭头指引着消费者按照最佳的路线逛完整个商场，并且在展示区按照顾客的习惯制定顺序。宜家还精心制作了详细的标签，告知产品的购买指南、保养方法和价格。如果顾客逛累了，可以在卖场内的餐厅小憩。
五、导向原则
整合营销传播提倡一体化、组合化的传播策略，主张围绕品牌核心，提升顾客价值为导向展开营销活动。许多营销传播机构虽然为企业制作出超凡的创意广告，能够打动受众甚至暂获无数大奖，但是未必有助于企业的战略目标，即实现销售目标及提升品牌的美誉度和忠诚度。能够促使一个营销传播战术整合的就是其战略重心，营销传播策略的设计和实施必须围绕该重心,同样，对于传播媒体也必须通过有利于品牌重心的考虑来进行选择。
例如，宜家以娱乐购物和降低顾客成本为导向进行营销传播。宜家在设计产品之初就确立好一个顾客能够接受的成本，然后在此成本内，尽可能地做到精美实用，以模块化方法生产产品，加上独特的平板包装，既避免产品在运输中的损害，也降低了储运成本。提高顾客满意度是提升顾客价值的基础，为了赢得顾客的芳心,宜家采取了一系列推广措施，如鼓励顾客在选购时拉开抽屉，打开柜门，在地毯上走走，或者试一试床和沙发是否坚固,亲身体验宜家的产品给他们带来的美好享受。如此明确的价值导向，让宜家的品牌深入人心。
六、清晰原则
整合营销传播是一种看待事物整体的新方式
，而过去我们只是窥豹一斑，只看到其中零散的部分，比如广告、销售促进、售点广告、人员沟通等。它是将各种方式重新整合的营销传播策略，使这些方式看起来更符合顾客接受信息传播的方式，像一股从无法辨别的源泉流出的信息流。因此，将普通广告、直接反映广告、销售促进和公共关系有机整合，提供清晰、连贯性的信息，使所有的营销传播理念和品牌特征被公众清晰的理解。
宜家在整合营销传播中给自己确立了一个清晰而独特的品牌形象：深蓝的矩形框内接着鲜黄的椭圆，深蓝的IKEA位于当中，这个敦厚、简洁的品牌标识象征着家具用品的可信任性和耐用性。几何图形的妙用塑造了宜家独特又蕴含深意的品牌标识。矩形、圆形都是家具经常采用的图形，深蓝与鲜黄也是现代家具中常用的色调。由这些旧元素新组合成的品牌标识让人自然地联想到宜家的行业特点，同时也给人以稳重、朴实之感。如此清晰的品牌特征，自然会为顾客留下深刻的印象。
七、坚持原则
不积跬步，无以至千里；不积小流，无以成江海 .建造高山不是一两天就能够完成的事情，而是需要愚公移山般的恒心。同样，建立品牌也非一日之功，企业必须持之以恒。
整合营销传播是一个企业战略层面的复杂系统工程，在实施中会有预想不到的困难并需要长期的奋斗，需要企业高层及销售人员持之以恒、百折不饶地专注于一次次营销策略的执行和品牌形象的推广。建立品牌需要企业贯彻始终如一的主张，否则只能半途而废，形成一个个低矮的丘陵，只有坚毅的恒心才能铸就雄伟的高山，最终在品牌的巅峰一览众山小。
同心在于明确核心、始终如一，综合在于统领各种手段，求高是发展的捷径，接触是实施的策略，导向前进的方向，清晰是突出个性
，坚持是做事的原则。各种原则互为补充，相互协作，保障企业实施高效的整合营销传播。