『壹』 ZARA 国际营销案例 15分全送了！
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『贰』 市场营销案例分析
稀世宝矿泉水整合营销策划案例
案例：
在武汉，稀世宝矿泉水供不应求，成为湖北省矿泉水第一品牌。在北京，稀世宝矿泉水跻身水市五强。稀世宝矿泉水在中小学生中异常风靡，孩子们亲切地把它昵称为“格格水”。这是武汉国有资产经营公司旗下的湖北稀世宝矿泉水有限公司与北京匹夫营销策划公司审时度势，经过快速垄断稀缺资源，抢先礼聘明星赵薇和大胆“借东风”合作实施的一场精彩的市场营销战役。
市场调查与分析
1．市场背景
（1）饮料市场竞争激烈
饮料市场品种和品牌众多，市场推广投入大，利润薄。新品种、新品牌果汁、功能饮料不断涌现，饮料市场不断被切碎细分，瓜分着消费者的钱袋，挤占着饮料水的市场。
（2）品牌繁多
饮料水分为纯净水（包括太空水、蒸馏水）和矿泉水两大类。全国有纯净水生产企业1000多家，矿泉水生产企业1000多家。在武汉市场，有纯净水29种，矿泉水21种。
（3）纯净水各方面较之矿泉水占上风
从广告宣传、营销水平、品牌号召力到消费者选择偏好，整体上矿泉水不敌纯净水。纯净水利用的客观优势是成本低廉，消费者现阶段对饮料水选择上的误区。
（4）矿泉水前景良好，潜力巨大
在发达国家，饮用矿泉水才是讲健康、有品味的标志。世界知名水饮料品牌都是矿泉水，如法国“依云”。矿泉水在世界上已有近百年的悠久历史。我国消费者对矿泉水的认识有较快的提高，饮水已不仅仅是解渴，同时还追求对身体有益。我国矿泉水质量有大幅度提高，合格率从1992年的34．5％上升到1997年的78．2％，部分品牌矿泉水销量也相当大。
2．竞争者状况
第一集团军：乐百氏、娃哈哈、康师傅，他们是领先品牌；第二集团军：农夫山泉、怡宝、小黑子、获特满，他们是强势品牌；其他40余种水饮料是杂牌军，是弱势品牌。
第一名康师傅30.64％
第二名乐百氏28．56％
第三名娃哈哈15．74％
特点；品牌知名度高，企业实力强大，广告投入大，其中乐百氏既生产纯净水又生产矿泉水，既靠纯净水低成本赚钱，又靠矿泉水树形象从长计议。
乐百氏、娃哈哈相继在湖北抢滩登陆建分厂，实施本土化战略，降低成本，强化竞争力。
3．消费者状况
消费者已形成购买饮用水的习惯，经常购买者占48.89％，偶尔购买者占48．15%，只有 2.96％的人从来不购买。年龄结构明显偏轻。
消费行为特征：重品牌，重口感，对矿泉水、纯净水概念模糊，但已有一部分消费者认识到，长饮纯净水无益，开始留意选择优质矿泉水了。
4．市场潜量
武汉是四大“火炉”之一，饮料水销量极大。武汉市750万人，经常购买饮料水的人夏季日均购买1瓶（600mL，1.20元）以上，销量是3．96亿。偶尔购买的人夏季周均购买1瓶，销量是5572．88万。其他季节暂忽略不计，武汉市饮料水实际潜量至少为4．5亿元，即使再打5折也有2个多亿的潜量。
5，稀世宝市场表现
知名度、美誉度不高。在武汉，稀世宝原市场占有率仅1．70% 。消费者对稀世宝“不了解”者占87．41％，“了解”者占12．60％；品牌知名度为16．20％。
销量极低，1998年共生产1700吨，各地总销售额不足400万元，武汉地区年销售额仅80万元左右。
稀世宝有特点，但表现不突出。稀世宝富硒特点区别于其他纯净水、矿泉水，但较少人知。
售价高。在消费者不知是好水的情况下，价格缺乏竞争力。
铺货工作很不好，购买不方便。
包装设计极差，瓶贴显得陈旧，无档次，无品味。
有品牌生存基础。稀世宝在武汉靠人际关系销售了三年，维持住了品牌生存基础。
企业诊断
稀世宝矿泉水公司成立于1992年10月，生产地在湖北省恩施州建始县，1995年产品试销，1997年3月公司设立销售总公司，设计生产能力为年产2万吨。稀世宝上市已三年，市场占有率、美誉度、销售总量还处在一个很低的水平上，到底是哪些因素影响了稀世宝，经调查研究发现其主要问题是：
1．经营管理粗放随意。尤其在销售系统上，不适应现代市场竞争环境，没有建立起一套科学的、统一的、权威的销售指挥中心和专业高效的销售队伍。武汉分公司和商贸公司各自为战，互相扯皮。
2．人员布局失衡。做管理的多，做业务的少；闲着的人多，干事的人少。
3.营销人才短缺。由于营销专业人才不足，造成只知道理头生产，却不知怎样打市场；只知自己和产品是好东西，以为会人见人爱，不知人家凭什么非得爱你；只知在生产设备上勇敢地投入，却不敢在广告宣传上大胆地花钱，等等。
4．无明确定位。稀世宝无市场定位，无产品功能定位，缺乏独特的销售主张（USP），产品形象模糊。没有给消费者利益点，人家凭什么买。
5、无市场调查，天广告宣传。无市场调查就像让瞎子打前战，无广告宣传，消费者怎么敢喝“从没听说过的水”。因此，消费者对它无兴趣，经销商也没信心。
6.铺贷工作极不到位。商场、超市、旅游景点、街头摊头很少见到稀世宝的影子。矿泉水这种即买即饮的商品铺货差到这个程度绝不可能买得好。因为谁也不会为一瓶水跑细了腿。
7．营销乏术。由于营销人才短缺，造成稀世宝的营销水平很低，没有市场研究，无战略策划，无长远规划，营销策划不连贯，不系统。广告定位模糊，广告力度不够，手法落后。盲目开拓市场，无重点无主次等。
8．包装设计极差。瓶贴着上去显得陈旧、无档次、无品味。包装就是产品的脸，脸不干净，极难看，消费者还会有兴趣吗？
9．外部竞争环境恶劣。饮料水行业是市场竞争最激烈的行业之一，而矿泉水面对的最强劲的竞争对手——纯净水非常强大，他们以低成本，依仗大品牌和雄厚的资金支持，在对路的市场策略指导下，占据着饮料水的霸主地位。打开矿泉水市场对谁来说也不是一件容易的事。
战略规划
1.战略思路：旗帜鲜明地与纯净水划清界限，不打价格战，不与它一块走下坡路；大打功能牌，凸显稀世宝天然富硒价格，明晰消费者可获得的超值利益；向全社会倡导绿色健康的生活方式，传播科学正确的消费观念，从而树立稀世宝健康高品味的品牌形象，并塑造一个对社会真诚负责、为人类造福而工作的企业形象。
2．战略步骤：树立品牌，做地方老大；强化品牌，做中国矿泉水名牌；延伸品牌，做世界以硒为核心的绿色健康产业龙头。
3．战略部署：以武汉为大本营，以北京为北方重点市场，率先突破，稳住阵脚后，走向全国。
4．品牌形象定位：健康、活力与高尚品味！
5.产品功能定位：富硒，保护视力。
物以稀为贵。稀世宝矿泉水的稀缺资源是其中的矿物质硒，它是我国硒含量唯一达标的天然矿泉水，是国内仅有的硒、锐、低钠重碳酸钙三项矿物质同时达标的优质矿泉水。这是产品定位的重要依据，是实现价值垄断、竞争致胜的立足点。
怎样找到产品特性与消费者需求的吻合点呢？硒有很多功效，抗癌、改善心脑血管疾病、保护视力等，只有保护眼睛、提升视力最符合水的身份和最适应水的消费心理，消费者能够相信并且愿意接受，进下科学探讨发现客观有效可行。
6．核心产品三层次：第一解渴；第二改善视力；第三提供人体所需的多种微量元素。
7.消费入群定位：以年青人为主，以中小学生为突破口。
根据稀世宝的功能定位富硒，改善视力，因此消费群明晰：①中小学生；②知识分子、电脑操作者；③视力不佳的中老年人及游客。
针对各消费群的沟通，要分步骤有主次，学生群体是重点，要率先突破。
营销策略
一）营销理念
1．品牌理念：出售水，同时出售健康，给您好视力。
2．品牌基础：不仅满足生理基本需求，同时提供其它品牌无法提供的超额价值；并且以上利益能在方便、愉快的情况下得到满足。
3.概念支持：以稀世宝硒矿泉水生成地的自然地理构造为科学依据，创造稀世宝硒矿泉水“连升三级”概念。
第一级：地上循环16年，水质干净，富硒含多种微量元素；
第二级：山下深层十公里处涌出半山腰；
第三级：超脱一般矿泉水，实现多种元素特别是硒、锶、低钠重碳酸钙含量全线达标；
4.营销理念：以现代最新整合营销传播理论为基础，结合匹夫策划理念与经验，传统与创新相结合，调动一切可以调动的手段，如：广告、公关、事件行销、促销、新闻宣传、CI等，协调一致地为产品打开市场树立名牌服务。
（二）营销组合
A.产品
1.旧瓶换新装：改换瓶贴。稀世宝是在武汉已上市三年的产品，名可不改，水不必换，但原来陈旧的形象必须改变，原瓶贴给人以落伍、低档的印象、水无色无味，富含矿物质又看不到，那么瓶贴就代表着水，它必须要能替水“说话”。此术极为重要。
设计思想：首先要设计一个品味很高的Logo，作为VI系统的核心，其它元素与之和偕搭配，彰显品牌。重新组合产品说明，明示产品特点。
2.规格组合：仅有600mL不够。产品规格的个性化、差别化和系列化，是方便顾客、取得竞争优势的重要手段。要增加330mL和大桶5L（家用装）。
B．价格政策
零售价：600mL ，2．50－3.00；330mL，2．00－2．50元。这个价格比乐百氏等矿泉水略高，比依云等高档品牌略低，以显示自己的价值。
C．广告与促销策略
1.广告创意策略原则：以理性诉求为主，以感性诉求为辅。
2.广告诉求目标：中小学生。
3.广告表现策略：明星出名。借星要新、准、巧。
开拓市场最先需要的就是产品知名度，水这种低关注度高感性的消费品尤其如此。在中国，打开知名度最迅捷的办法就是请名人名星作广告。借星出名，屡试不爽。而新星托新品最相宜，就是说要寻找最新明星。
找新星关键在一个“难”字，要超前还不能走眼，要准确预测“星”的热度和走向，投消费者之所好。
《还珠格格》中主演小燕子的赵薇是首选：第一，绝对新星，其他企业产品没用过；第二，人气正旺火爆异常，深受普通消费者的喜爱；第三，“小燕子”赵薇尤其在中小学生中风靡，这正是我们想要接触的主要目标对象；第四，她有一双出奇的大眼睛，水灵诱人，与产品主打功效吻合。稀世宝形象代言人非“小燕子”莫属。
4.广告发布原则：以硬广告为主，以软广告为辅；以地区性媒体为主，全国性媒体为辅；硬广告以电视、报纸为主，发布系列专题广告，其他媒体为辅；软广告以报纸为主，发布系列科普文章。以电视专题片、广播专题、DM、宣传册为辅。
电视广告发布要借力使力，让赵薇主演的稀世宝广告搭乘《还珠格格》和《还珠格格》续集1999年度最火爆的顺风车，火上加火。片中是小燕子，片外又是小燕子演的稀世宝广告，轮番强化记忆，使之成为一个社会热点话题。
5．促销策略原则：正合为主，奇术争雄。用常规方法加大产品的市场采纳广度，用出奇制胜的手法，从众多竞争对手中凸现出来，加大市场采纳深度。
D．渠道规划
1．主推代理制：武汉地区要批发、直销相结合；
优先给旅游景点、学校附近、运动场所、街头大小商店、平价超市和大型商场布货；
对小摊小店小批发，以张贴稀世宝招贴画为条件，开始时送其3－5瓶稀世宝烘托气氛，吸引进货。
2．渠道战术：
①销售稀世宝送摊点冰柜。交押金领取印有稀世宝Logo和广告语的冰柜，销售稀世宝达标后冰柜即归摊贩主所有。
②旅游景点垄断销售。借关系营销，在重点旅游场所使稀世宝成为指定饮品。稀世宝出资为各景点印制门票，同时在门票上印制稀世宝广告，形成一对一的营销效果。
③累积分奖励批发商。为批发商确立几个界限，每达到一个界限就能达到相应的奖励。
④建社区直销站，全线覆盖武汉市场。
E．事件行销
1．活动目的：塑造品牌形象，扩大知名度，提高美誉度。
2.活动创意原则：创新，双向沟通，参与互动，紧紧把握时代脉搏，制造或引发社会热点，引导消费时尚。
F．公关及形象活动
1．活动目的：培养消费者品牌偏好，清除不良干扰因素。
2．活动原则：轻易不做，做则做到圆满。疏通关系，联络感情，借各方力量，直接或间接地为产品拓展市场服务。
广告创意
稀世宝儿歌篇：
广告诉求对象：中小学生
广告诉求点：改善视力
诉求支持点：稀世宝含硒多
广告口号：常喝稀世宝，视力会更好。
广告创意内容：
采用生活片断式和名人推荐式相结合的方式。在人们非常熟悉的儿歌《小燕子》欢快的旋律声中，《还珠格格》的主演、当红明星小燕子的扮演者赵薇，一副孩子王的样子，她领着一群可爱的孩子做眼保健操。画外音一个稚嫩的童声唱起了由儿歌《小燕子》改编的歌曲：“小燕子，大眼睛，天天喝瓶矿泉水……”从而点明了广告主题，赵薇手拿稀世宝矿泉水，忽闪着一双又大又亮的眼睛说：“常喝稀世宝，视力会更好”。
主题活动
1．借“视觉年”重金寻宝
借助“99中国视觉年”进行事件行销。
据卫生部门调查，全国中学在校生中，近视发病率为64％，小学生发病率为46％。稀世宝矿泉水最显著的功能就是预防近视、提高视力。
活动内客：凡在武汉市寻找含有硒达标的矿泉水就可参加抽奖活动，第一天奖励500元，20名；第二天奖励300元，35名；第三天奖励100元，100名。
活动目的：迅速提升知名度，强化产品资源的稀缺，增强稀世宝的高价值。
此活动空前轰动，每天参加者都超过了千人以上。当地各大新闻媒体纷纷报道，“好贵的硒矿泉，500元一瓶”成为街头巷尾议论的话题。稀世宝矿泉水在很短的时间内达到很高的知名度，并且极大地提高了产品的珍稀感。
2．借“环保”收买人心
活动题为：“为了环保，高价收购空瓶”。1个稀世宝空瓶换2元钱，其他品牌饮用水瓶每个1分钱。
活动目的：提升稀世宝美誉度，树立致力于人类健康与环保事业的崇高形象。
活动开始后每天人山人海，3天时间共收回稀世宝空瓶数以万计，稀世宝的美誉度直线上升。
3．借生态解疑
针对一部分消费者对稀世宝硒矿泉水水源的真实性心存疑虑，开展生态旅游恩施寻源活动。稀世宝矿泉水水源地湖北恩施建始县森林覆盖率达60％以上，空气清新、风景秀美、民风古朴，生态绝好。
活动内容：在8、9．10三月，消费者只要将5个稀世宝矿泉水瓶贴寄到稀世宝公司即可参加抽奖，每月开奖一次，中大奖者到恩施寻
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『叁』 从你本人角度分析学习市场营销的价值200字
市场营销的价值意义：
第一、商品市场状况分析
第二，市场心理及对象类型
第三，市场管理方法及案例
第四，市场规则及法规
第五、市场潜能的开发及意义
『肆』 怎样写市场营销案例分析
1、宏观环境分析（一般是目标市场的营销环境、相关政策）
消费者行为分专析（确定消费人属群，以及消费者行为的模式特点等） 。
2、竞争对手分析，可以利用SWOT模型，分析同行业的竞争状况 。
3、分析企业的内部环境，比如企业的背景等。
宏观营销环境指对企业营销活动造成市场机会和环境威胁的主要社会力量。分析宏观营销环境的目的在于更好的认识环境，通过企业营销努力来适应社会环境及变化，达到企业营销目标。
一旦确定了竞争对手,那么从战略制定讲，需要对竞争对手作以下四个方面的分析：
1 .竞争对手的各期目标和战略。
2.经营状况和财务状况分析。
3.技术经济实力分析。
4.领导者和管理者背景分析。
企业内部环境(Enterprises interior environment) 企业内部环境是指企业内部的物质、文化环境的总和，包括企业资源、企业能力、企业文化等因素，也称企业内部条件。即组织内部的一种共享价值体系，包括企业的指导思想、经营理念和工作作风。
『伍』 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