zara营销分析

㈠ zara公司的具体营销渠道是什么

自营专卖店。也不算西班牙直接开的，应该是zara在中国成立的直属公司，再由那些公司直接开店，没有放开加盟，也没有代理商。

㈡ 大家如何看待hm和zara的销售方式

应该是这样的:很多人买衣服,都不敢试太多,不买又不合适,在hm和zara你基本上没有这样的感觉.可以随便试.

㈢ 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。

㈣ 作为快时尚品牌的Zara仍然一枝独秀，为何Zara能长盛不衰

Zara在快时尚日渐没落的今天依然能够占据服装市场的的一席之地，不仅仅是因为它独特的营销策略以及服装的设计和质量，也是因为它懂得随着时代潮流积极地改变自己，逐渐优化自己的经营结构来适应电商的崛起。它作为快时尚品牌的界的大佬之一稳居高位并不是没有原因的。

最后，Zara能够顺应电商时代的销售趋势，积极开拓新的营销领域。虽然电商仍然是其规模较小的渠道，但是，Zara电商的客单价已经超过实体店，今年上半年集团11%的同店销售增长，Zara电商的贡献是无疑的。Zara在全球120家店铺中引进了虚拟现实技术，对实体店进行改造。消费者通过手机选择产品让模特试穿，然后通过店内传感器投射在AR购物窗，吸引了更多年轻用户进店消费。

㈤ 运用市场营销中4P方法分析ZARA市场的论文

请教高手

㈥ ZARA为什么会取得巨大成功，它的营销模式是什么

ZARA的成功有抄几个因素：成本控制非常好袭，基本上全球采购。它没有巨额的广告费，而是通过闹市区开店铺加店外橱窗展示来达到广告效应。还有一点书上都没提，就是他的款全是抄欧美大牌的款式。
你去书店，有卖zara的成功模式这本书的。

㈦ ZARA 国际营销案例 15分全送了！

zara的产地遍布全球

㈧ 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

㈨ zara在国内销售如何

2014年，进入中国仅8年时间的zara以超越对手销售额两倍的姿态，将盘踞中国快时尚宝座20年的艾格拉下马来。
2006年，中国快时尚江湖座次已定：艾格稳居老大，欧丽次之，内陆品牌们俯首称臣。直到万里之外的西班牙品牌zara在香港铩羽，决定转战内陆平民市场。掌门奥尔特加派出自己的心腹大将维克托•阿米戈出任zara中国区总裁。
息传到艾格中国总裁刘巽坡耳朵里，刘巽坡暗惊，虽然此时内陆鲜有人知zara，但刘巽坡却知道zara不容小觑——其900多家门店遍布世界56个国家。
一阵急促的铃声在艾格法国总部响起，艾格全球总裁比埃尔得到报告却很淡定。中国市场，艾格早已扎根十年，一家独大，何惧之有？
这边阿米戈把目光对准了上海市场。一则上海是中国时尚的最前沿，辐射华东、华北，影响北京，关系全局;更为重要的是，上海是艾格的大本营，如果这仗打好，zara不但立稳脚跟，还能敲山震虎。
得知zara首攻上海，刘巽坡反而松了口气。艾格专柜遍布上海各大商场，甚至有的专柜面积超过700平方米，zara无论进入哪里，都没有优势。何况不止艾格，先入为主的各路老大们都做好了准备，大量销售员待命，只要zara一出现，大家就会在其周边租赁更多柜台，甚至以包围的姿态进行促销——没人欢迎这位不速之客。
刘巽坡们做了迎战的准备，没想到，阿米戈却绕开了商场专柜，悄悄签下了南京路一个1200多平方米的2层楼店铺，十万种最新秋冬系列统一呈现，且款式模仿奢侈品牌夏奈尔、迪奥等，价格不足其十分之一，恰好又比艾格贵30％左右。
zara第一家店铺在南京西路一开，高规格、大气势让艾格一下子相形见绌。日销售额60万元，几乎超越艾格在整个上海一半的销售额。
zara一炮打响，刘巽坡猛然感到危机来袭，一个不同于以往的强手出现了。刘巽坡意识到艾格由众多中小加盟商组成的遍布中国百货渠道的专柜模式将遭遇挑战。
听说对手又选中了上海另一个黄金之地——淮海路，而且店面将超过1500平方米，刘巽坡急忙派人洽谈。淮海路、南京路寸土寸金，刘巽坡破局心切，愿意支出更高的房租。但是艾格的卖场多是加盟商自行经营模式，叫板小店尚可，要拿下如此大店，加盟商纷纷胆怯。
刘巽坡求助于总部，却未得到明确支持。刘巽坡心急如焚，迅速指挥艾格在zara南京路东西方向和南北方向的北方西藏路再开设三家店专柜，形成南北夹角支势头，半道上拦截消费者，甚至自筹资金开出过超过300平方米的艾格旗舰店。
但随着zara第二大店——淮海路时代广场开业，艾格业绩首次下滑。借助上海两家店铺的成功，2007年11月，zara猛然转道杭州，随后，优衣库、h&m也纷纷进入内陆，参与抢夺市场。这年，艾格勉强保住8.6亿元营业额，南方却颓废已现。