❶ 快消产品市场推广策划书怎么写
朋友，快消抄品是一个统称，如袭果你想得到一些有参考的价值的东西，那么你要更为具体的说明一下：
你是一个什么产品？
有什么产品特征？
目标消费群体？
是区域推广还是全国推广？
也就是说这些基础资料你都应给到，只有这样回答你的人，才能对号入座给予你一些指导，这样对你才会有帮助。
❷ ZARA 国际营销案例 15分全送了！
zara的产地遍布全球
❸ 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
❹ 服装营销策划方案
网络营销的基础
如果你想把业务转到在线销售上，那么恭喜你，你已经认识到网络是你不可忽略的。在把业务转到在线生意之前，你还有一点必须明白：能在这个领域取得多大的成就取决于你理解了网络营销和怎么把你的产品呈现给客户。
传统的市场营销目标是把合适的产品以合适的价格出现在合适的地方。正确的营销推广组合方式是把你的产品/服务信息呈现给正确的人(目标受众)。
网络营销效果应该是围绕建立你的品牌而进行的。不论你的品牌是来自于你的产品或是你的服务，都必须建立起客户信任度。而与客户建立关系就是让客户和你的网站间树立起信任和商业信誉。你的品牌是你和竞争对手的一个很大的区别。必须以客户的角度看看你的网站和你的品牌，他们是否能给你产生信任感？请记住，即使搜索引擎搜索结果高排名也不会给你任何商业的信誉（网站搜索引擎优化相关服务：网站优化、搜索引擎优化、Google排名、Google优化），他们只是让客户更快找到你。|
营销的唯一目标是达成销售。在网络营销领域，这是很容易被忽略的，因为有太多需要操心的，搜索引擎结果排名，网站流量，点击率，回报率等等。
搜索引擎优化的目标是让您能够在搜索引擎结果中更容易被找到。但这并不能保证销售，光有曝光率是不能产生销售结果的，还必须有个强大的市场营销活动帮助促进销售，如果没有产生销售收入，排在搜索引擎第一名对你的生意而言毫无意义。你的业务应该是集中在市场营销，比如增加客户而不是访客。
目前Google、雅虎、网络等搜索引擎竞价产品是网络营销的主流产品，越来越多的企业选择搜索引擎竞价产品。多数企业购买竞价产品后并不知道还有维护这回事情，只是静待客户上门。做了一段时间下来就发现起初还有点效果，到后来效果就越来越差了。
出现这种情况的原因就在于没有对其竞价产品进行维护。搜索引擎竞价的效果由多方面的因素组成，每日的消耗预算、关键词上词数量和报告分析等维护工作的好坏直接影响了搜索引擎竞价产品的效果。我们的企业在使用竞价产品的时候，不应守株待兔，而是应选择有实力的服务商进行产品维护，提升网络营销效果。
记住只有价格策略也不能带来销售。价值驱动销售，你的品牌决定你的价值。如果你建立了重要而且独特的品牌，客户将记住你的品牌，并回来购买你的产品。因此请建立你的品牌。
你与竞争者的区别。客户在购买某个产品的时候都会货比三家，谁能脱颖而出关键在于产品描述，客户服务，客户体验还有网站印象，如果你的网站看上去在某个领域很专业，这有助于帮助将增强你的品牌价值。
福客思建材超市网确保你的网站是专注于客户和提升客户体验，通常客户在网站上的看到的企业与自己所理解的有很大不同。我们应尽量避免建设这么一个基于说明书似的的企业网站。
网站要怎样做才能让你的客户关注你？应该是快速载入、方便导航的，目标客户相关内容的，并且经常更新的内容。这些内容应有助于提高信任度和信誉。
网站的成功是建立在健全的市场营销策略而不是搜索引擎流量。搜索引擎优化应该是整个营销策略之一，而不是你的唯一营销策略。我们的网站应该是客户友好而不仅仅是搜索引擎友好，我们应创建独特的品牌价值从而排除其他竞争对手。
建设企业网站是开展网络营销非常重要的一环。然而事实上，大部分企业网站都没有发挥出应有的网络营销作用。这跟企业对网站建设的认识是分不开的。多数企业认为网站是企业的网上门面，越漂亮越好。美工设计、Flash动画、企业形象成为企业最关注的地方，至于网站是否符合网络营销的需要，是否便于今后的功能增加或调整，并不考虑。部分网站建设服务商也一味迎合企业的喜好，在表现形式上大下功夫，拉高网站建设费用，至于内在功能和营销应用环节则不做深究。
福客思建材超市网致力于网站建设是服务于网络营销需要的，这一点一定要明确。网站建设应当设计与应用并重。既要注重企业的形象展示，更应明确网站的网络营销服务职能和流程，注重产品或服务展示、用户互动、信息检索、客户体验等环节的建设，使网站更加实用，有效
福客思建材超市网很好的提供了这项服务的专业门户网站，为会员提供三套独立网站。
针对网络营销下的整站优化
是否能够做好整站优化关系着网站搜索营销的效果的好坏，并且搜索引擎营销SEM对于网络营销为比较重要的一部，他们之间是紧密关联的。
福客思建材超市网根据整站优化实施时网站程序所符合的条件， 整站优化实施时关键字分配策略进行以下两方面的优化。
站内结构优化：
1.网页内部优化，网站须有足够的内容、足够的页面、足够的引擎收录数量。
2.网站程序修改，后台动态生成静态页面；页面的最佳Title；增强网页的浏览下载速度等。
3.网站内部整体链接调整，一些PR值高的网站，他们带有自助友情链接功能。
4.用户体验度优化，注重产品或服务展示、用户互动、信息检索、客户体验等环节的建设。
5.网站目录结构层次规划（最终页 - 专题 - 栏目 - 频道 - 网站首页）不同层次选择不同的关键字
搜索评级优化：对于网站首选域名实行大量的、高质量的、针对性强的外部链接增加，网站首页不争夺任何关键字、仅仅保存网站品牌名称。
网络营销员为您解决什么问题
福客思建材超市网网络营销员一直坚持每周拜访一些企业，与他们交流沟通。最近日益感觉到企业对于网络营销的专业性要求越来越高，所以敢预言非常多的企业将可能聘请专业的网络营销顾问，来指导企业的网络营销活动。
那么企业需要什么样的网络营销顾问呢？或者说企业需要网络营销顾问来做什么呢？
1。 帮助企业对现有的网络营销策略进行分析和总结。
了解客户以往对于网络营销的理解和做法，投入资金和人力及得到的回报。具体包括企业做网站的出发点，企业做网站的时候考虑了那些东西，企业有没有专门的人负责网络推广，企业购买了那些网络广告或营销软件，企业采用的是那些服务商的服务，以及他们的具体服务模式和费用情况。
2。 帮助企业对网站进行诊断和分析。
对帮助企业的网站进行分析包括客户友好度和搜索引擎友好度两方面的问题分析。并对这些问题的带来的影响进行解释。包括关键字的密度、突出、META标记，标题以及链接等。每月给客户做搜索引擎分析，来路分析，受访页面地区，浏览次数及人均停留时间分析。
3。 帮助企业进行竞争对手分析。
针对具体的竞争对手，分析其网络营销方法，估计其广告投入和产生效果，并进行比较。以找出其值得学习的地方和该避免的问题。
以上三项不针对问卷赠送会员
4。 帮助企业制定网络营销实施方案。
根据分析，与客户一起探讨适合的网络营销方案。包括网上信息发布，交易平台注册等等。探讨中需要帮助客户分析各种网络营销工具的利弊，并提出相应的建议供客户裁决。同时根据确定好的方案结合自己的经验和公司顾问团的强大力量，来进行方案的实施
5。指导和培训企业的相关员工。
了解企业相关网络营销的员工工作方式，并提出针对性的分析，对他们进行专业的培训，以提升工作效率。对于企业而言，不应大谈理论，而应注重一些实际操作，包括如何选择好的网络营销平台，能利用那些方式进行网络推广，如何发布信息及包括简单的搜索引擎优化技巧等。
6。帮助企业维护网站。
很多的企业没有专业的网络管理员，或者公司的人员对于网站维护不懂，所以需要网络营销顾问的指导，甚至定期检查和维护网站。包括简单的内容更新和信息修改等。
7。跟踪和维护企业的网络营销效果。解答企业日常遇到的网络推广相关问题。
包括帮助企业进行流量统计分析，以及日常的一些网络推广问题的解答。
8。 以“一对一”的网络营销方式
福客思建材超市网“一对一”整合营销是指由专人采用专业网络营销手段和对网络平台的整合营销，随着营销需求的升级，整合营销经常用到的有论坛营销、博客营销、SNS营销、新闻营销等等。
❺ 产品推广方案
先做好推广文案，然后再找渠道
比如搜索引擎，社交APP，新闻媒体等等
❻ 想找几个快销品成功过的营销策划方案范本
快消品没有技术含量，也没有竞争优势可言，并且同质化非常严重，要想在这市场中分一杯羹，那必须抓住客户的心理需求，如果偏离客户营销咨询需求，那快消品的更新速度快，可代替性就展现，导致市场占有失败，所以要分析客户的心理，才能更好的吸引用户，接下来和大家一起探讨快消品营销策略有哪几种。
1、针对快消品制定营销策略。
快消品都是跟生活息息相关，消费者对于这块是非常的重视，要想更好的抓住用户需求，必须要了解消费者的心理，抓住用户需求，借助产品的品牌知名度，提高用户对产品的信赖度。
2、产品公信力的展现。
对于一款产品，很少有消费者有深入了解，很多消费者都是抱着尝试的心态，这个时候，经销商要消除消费者疑虑，一定要生产厂家提供相关的资质证明，证明企业的实力，产品的健康等。
2、切勿过度的装饰产品。
在对消费者宣传产品的时候，一定要不要过度浮夸，把产品塑造的很完美，一定要切合事实情况，否则带来相反结果，你把产品说的越好，越会带来逆反心理，与消费者的隔阂就远。
3、切勿死缠着消费者。
要懂得退而求其次，不要去死缠着客户，可以适当的鼓励消费者，多比较几家，这样给予消费者一种心理暗示，既然商家都这么说，那肯定这产品确实有这么好，还是值得信赖，从而在消费者心中产生心理优势。
总之，快消品不要盲目做营销，一定要制作正确的营销策划，充分的分析用户的需求诉求，抓取用户的需求，这样才能更好的掌握用户的动向，针对用户做营销，提高信赖感，吸引用户的眼球，直至成交客户。
❼ 品牌推广策划方案怎么写
品牌推广方案是真的写的头大，往往不知道从什么地方下手，好不容易写出专来的感觉又一属点也不到点。对于我这种小白的人来说是真的难，好在我找了推一手，具体的推广方案都是他们给我做的，我只需要表达我想要怎么做想要的效果是什么就好了。最近找他们给我做的关键词首页排名的方案也是让我很满意。