zara社区营销策略

① 社区服装店什么营销策划吸引顾客

第一步：分析你来的目标客户群是源哪一个群体，他们一般聚集在哪里，也就是说他们除了是你的潜在客户，还是哪些商家的客户；
第二步：制作一批超值的优惠券或者代金券，跟这些链条商家或者互补商家合作，给他们当做礼品回馈给客户，这个对这些商家和你都是双赢的，只要不是竞争对手，一般都很乐意合作的。注意不要满大街发，这样体现不了价值；
第三步，通过第二步引流来的客户，一样要做好服务，并再给出一项优待来引导二次进店，最好发展成会员；
第四步：如果是年轻群体，转化到网上平台，中老年群体也最好留下沟通信息，建立畅通的沟通管道，最后就是经常互动提升情感和做客户转介绍了。
以上只是提供一种思路，具体还需要根据实际情况去调整和延伸，希望对你有所帮助！

② 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

③ 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。

④ 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。

⑤ 社区营销的策略

前期调查
对社区的前期调查，建立社区档案
对小区进行深入调查是开展社区营销的第一步，首先要掌握小区的人口规模、居民年龄结构、文化层次水平、居民作息习惯以及小区的地理情况等资料，这是我们在拟订营销组合时的必备条件。营销主题，诉求的确定
房地产开发商在设计伊始，就依据收入、年龄和教育等维度进行市场细分，有很精确的客户定位，以个性化的楼盘圈住特定的消费群体，所谓“物以类聚，人以群分”，故此，社区居民大多从属一个特定的相关群体，社区形成有很强的亚文化氛围，尤其在个性化、概念性的现代社区，这种文化深刻影响着居民的消费行为。
一般而言，年龄较长（40-50岁）的人对自我教育，娱乐等比较感兴趣，而对广告不感兴趣；而年轻（30岁左右）的居民喜欢新产品，如广告宣扬的产品，追求浪漫，喜好交际等特点，而传统社区一般平均年龄较长，而新社区正好相反，这决定着厂家对营销主题和营销方式的选择。
我们在做送电影进社区时，为了调动居民的互动积极性，针对不同的社区拟订不同主题的方案，比如在年龄水平较低的新社区，我们以“怀旧情怀，看露天电影”为主题塑造一种怀旧的气氛，在炎夏的晚上，我们在露天放映诸如《小兵张嘎》等革命老片，独特的活动方式，勾起60、70年代的人们童时看露天电影的美好记忆，瞬时对产品产生一种亲切感，提升品牌的亲和力。而在传统老社区，我们以“看电影，享清凉”为主题，以题材轻松、幽默的轻戏剧电影为主，由于居民年龄较长，更注重保健等方面，在宣传时，着重宣传解释“茶多酚可清除体内自由基”的产品利益点，以吸引眼球。
采取有针对性营销方式
再者，年龄是决定购买模式的一个重要因素，调查显示，70%的购买是冲动性购买，而35岁以下的达到75%左右，35-44岁64%左右，45-54岁达到68%，总体上，年轻的消费者总是瞬间做出决定的，而且购买量较大，我们在拟订促销时，以鼓励整箱批量购买为主，通过生动化现场陈列展示，并选择年轻人所喜欢畅销书，购物券等促销赠品来刺激消费者购买。而对于年长的消费群体，鼓励购买一、两瓶以亲身体验产品利益点，加强对产品的认知。
选择正确的时间、地点
掌握居民的作息习惯很重要，比如一般社区居民早出晚归，白天在家的主要是以老年为主，而他们对广告不太关心，晚上和周末是社区居民最集中和空闲的时候，这些因素决定了活动在时间上受到很大的限制，这也是我们决定放露天电影的主要原因，既可给更多的居民参与互动沟通的机会，以确保传播受众尽可能的多，又可以喜闻乐见的活动方式贴近居民生活习惯。
在调查时，要弄清楚人流集中以及人流量最大的位置及时段,这决定着如何来设计活动方案的各个细节，要达到活动宣传效果，就要最大限度吸引目标消费者人潮，最大程度上提升资源的运用效率。在调查之后，一定要将各个社区的信息建档，以备后用。
平衡各方顾客关系
在活动进行时，现场促销特卖很重要，广告宣传再多，也抵不上让消费者亲自尝试产品本身，这种体验式的感受可让消费者深刻的记住品牌，也就有机会使他们成为品牌的忠实顾客。现场促销特卖作为直销形式，与层级渠道从来都是格格不入的,虽短时期内无大碍,但当社区营销成为一种经常性的活动时,也就冲突了厂家的渠道体系。
在特卖时，更要注意平衡各方顾客关系，尤其是负责当区的经销商和小区便利店，这主要涉及到零售定价、促销方式和销量等方面的问题，终端零售点的价格往往比KA卖场价格高，按照KA价，居民会抱怨便利店老板赚昧心钱，而激发厂家与零售点的矛盾，甚至会导致后期零售点不进货；而按照零售点的价格的话，居民会说厂家不诚信，居然比零售价（KA价）还高，他们抱定厂家的价应该是最低的，还真有点“秀才遇到兵，有理说不清”的感觉。但此时，最关键的是要考虑到零售点的利益。我们以便利店价格，通过促销让度价值，让消费者受利。
更重要的是要考虑到对渠道的拉力，在社区促销，有时特卖效果好，厂家应该在当区经销商调货，以防止通路堵塞。而且防止激发厂商在当期销量上的争议，因为厂家的返利往往是跟销量挂钩的。
活动过程精益求精
社区毕竟不是公共娱乐场所，活动本身不能维时太长，否则会打扰社区的正常作息等，而招致居民的反感情绪，加上居民仅在少数时段集中在社区内，因此营销活动往往是很短暂的。要在尽量短的时间内给居民以最深刻、最满意的印象，对厂家是一个巨大的挑战。
风险总是与收益成正比，社区营销同是如此。传统社区往往有许多基于共同爱好而形成的非正式组织，如棋牌乐老年协会等，而这些非正式组织成为了居民交际与沟通的主要渠道，组织成员之间的影响力很大。而在新社区，大多居民从社会性的角度来看，属于一个相关群体，互相之间在行为上有很强的示范效应，因此在社区活动中，往往是“成也萧何，败也萧何！”，好事坏事都可传千里，活动的正面影响与负面影响往往会同样地因口碑效应而放大，直接影响着产品在当区的市场成绩，这要求厂家在活动的各个环节尽善尽美。
活动创意要深刻
社区活动必须有一个很特别的主题与形式，社区活动的形式上可以是多种多样，比如儿童绘画比赛，趣味运动会，各种文体比赛，等等。但不论是哪种形式，都必须有很深刻的创意，尽量不要在同一个小区重复举办同一个活动，否则活动效果给居民带来的满意程度往往因缺乏新意而递减。
特别注意不要刻板模仿竞争对手，因为活动本身没了新意，提不起消费者的参与积极性。而且会无形降低自己在消费者心目中的相对地位。不管是什么活动，怎么操作，总是难以面面俱到，而消费者常常放大工作中的失误而给自己造成的不满意感觉，而总是会忘记好的一面。当我们模仿活动时，消费者第一感觉就会想到负面因素，会给我们的品牌打上一个不好的第一印象分。再者，跟竞争对手展开对垒，后来者往往要有压倒势优势才可达到转移注意力的效果，可这意味着大投入,总之，缺乏新意的活动是不经济的。
宣传方式创新
最常见的社区宣传是到处做招贴，随处挂横幅，直邮单路路撒、户户塞，既影响社区整体美观，也有害于环境卫生，居民很是反感，一方面，厂家的宣传效果难以落到实处，花钱打水漂；另一方面，弄巧成拙，因公司缺乏社会责任感而损害公司形象。在做宣传时，厂家应有选择性的进行品牌宣传，实物展示与促销往往是居民乐于接受的方式。另外传统的邮寄、夹报、散发、广告牌、板报等可加以人性化的创新，不再是单纯做广告。比如在向居民户派发直邮单时，可将居民所需要的信息附载于上，或以居民有实用价值的生活用品，装饰品作为直邮内容的载体，这样居民会因其使用价值而接受这些宣传品，大大增加居民接触厂家广告信息的机会。
规范员工形象
对于营销人员在服装，语言等方面应该统一、规范。让居民感觉到公司严谨的企业文化，产生信任感。社区营销比起其他的营销渠道而言，其服务的要求更高一些，在社区进行促销活动，往往会发生许多难以预料的事情，因此事前对员工培训很重要，比如对问题的处理，信息的反馈，服务承诺的兑现等各个方面，要有专业及时的处理方法。
保持活动的长期性
社区的大型促销活动往往是短暂的，要让目标消费者能够记住品牌，需要时时“提醒”他们，我们在活动结束后，在社区继续开展兑换活动，即消费者集齐指定数量瓶盖，即可在社区指定的便利店兑换换到一些日常生活用品，以刺激居民消费者持续购买，延长活动对目标消费者的影响时间，从而形成对产品的偏好。

⑥ zara的成功是如何阐述战略管理的

1. 第一方面是准确的品类管理，快时尚的主要目标是采用一种非常具有成本效益的方式快速地开发并生产满足客户需求的产品。作为品牌商，需要分析并发现自己最擅长、最易于满足客户需求、利润最好的品类。为了实现这一目标，需要协调市场营销部门、开发部门和外部的合作伙伴及时地掌握和分析销售数据。因此，必须有一个灵活高效的信息化系统来支撑，让全体参与方基于一个统一的高效沟通和协作平台，准确快速地开发和管理利润率贡献高的品类。

2. 第二方面是快速反应的供应链，快时尚的重点在于“快”，同时也必须做到“快”而不乱。存在两类供应链：敏捷供应链(Agile)和精益供应链(Lean)；敏捷供应链的原则是和供应链上的全部合作伙伴实时共享信息和技术，通过紧密协作减少库存；精益供应链的核心特征是在正确的时间交付正确的产品。快时尚的供应链需要把两者有机结合在一起，形成“精敏”供应链(Leagile)。于是，必须改善和简化从产品概念、设计、开发、打样到生产、物流配送的整个流程。经过流程的改善和简化以后，快速反应的供应链就实现了价值的增加和成本的减少，同时对客户的需求变化得到及时地反馈。要实现“精敏”供应链，必须采用当前先进的软件技术以支撑整个业务流程的顺利运行，从而保证流程和数据的准确、实时地执行，不遗漏、不延迟任何一个流程和数据的细节。

3. 第三方面是供应商关系管理，快时尚品牌需要和供应商建立良好并且广泛的合作伙伴关系。供应商需要和品牌商一起紧跟市场需求和时尚潮流，并且需要在产品设计和开发阶段参与进来。为了保证沟通顺畅和紧密协作，最好有一个统一的沟通和协作平台，然后合作各方基于平台高效运行每一个业务流程和准确记录每一个数据细节。
   第四个方面是内部关系，和保持良好的外部供应商关系一样重要的是必须要有协调一致的内部关系。很多组织架构是根据不同的职能部门进行划分，如市场营销、设计、采购、生产、质检等，并且各职能部门之间的沟通协作和信息共享总是不尽如人意。要高效执行快时尚商业战略，必须要有紧密的关系和快速的市场反应能力。这就要求必须有一个统一的信息化系统来确保沟通的及时和协作的紧密无间。