㈠ 英语翻译关于市场营销方面的.
看我的：
From winning disputes to the promotion of the company image, the differentiation strategy adopted by some of the enterprises will always take dramatic effect. In the market with seriously homogenized proct, it will add an incentive, highlighting the former even market situation. More importantly, by the meantime when those companies which had gained temporary or long term profits they are further affecting their peers. However, what they must attach importance to is that the differentiation was a double-blade sword, especially for the enterprises in the markets lack of variable procts. Once they have week innovative ability or implementing force, they are tended to lose their original market shares more than gain profits. Analyzing from real cases, we may find some of the enterprises bring in the strategy all but a following-suit. They are not well adoptive to the requirements of the strategy; consequently change their previous right measures.
In the face of challenges, REALFLEET should take the following actions:
1. Promoting the technological innovation, and continuing to breed core competitiveness
2. Extending the humanity functions of procts to create value for customer
3. Reinforcing cooperation and Improving proct quality
4. Highlighting distinctive image, and reinforcing brand management
5. strengthening sale network construction and providing personalized service
㈡ 急求一篇 》》》描述一个公司的营销策略英文300字。
Market strategies are the result of a meticulous market analysis. A market analysis forces the entrepreneur to become familiar with all aspects of the market so that the target market can be defined and the company can be positioned in order to garner its share of sales. The promotion strategy in its most basic form is the controlled distribution of communication designed to sell your proct or service. In order to accomplish this, the promotion strategy encompasses every marketing tool utilized in the communication effort.
营销策略广泛，不能以一言以蔽之。此文中提到前期的市场分析，以及营销时应该利用各种工具。
㈢ 求 介绍日用品市场营销策略的英文资料
、网址：http://www.lotsofessays.com/viewpaper/1694994.html 一篇英文文章
Procter & Gamble Marketing Strategy
This is an excerpt from the paper...
For many years, consumers who wanted whiter teeth had to use weak over-the-counter polish procts, or go to the dentist for bleaching. The over-the-counter procts were generally not able to proce dramatic results, as dentist offices could, but the in-office procere was expensive and inconvenient. In addition, many consumers associate dental visits with unpleasant experiences and are not eager to visit the dentist for more than just a regular check-up and cleaning. Recently, advances in whitening technology have made it possible for consumers to whiten their own teeth at home. Procter & Gamble, one of the largest consumer procts companies in the world, undertook market research before launching its own proct in this category, and used the research to make decisions about the marketing mix as well as its marketing strategy and tactics. This research considers the effect of the marketing research on the launch of Crest Whitestrips.
Procter & Gamble used market research to determine whether there was a need for a whitening proct for in-home use, what type of proct would be appropriate, and whether that proct would fit with Procter & Gamble's overall marketing strategy. Initial research confirmed that there was, indeed, an unmet need in the market. Research also revealed that consumers would accept a proct that required up to 30 minutes of use, and that women were considerably more interested in the proct than men. I
. . .
so indicated that the proct would do better under the Crest brand. This is a significant shift, in that Crest denotes hygiene and tooth care while Cover Girl would indicate cosmetics and would definitely limit the number of male consumers who would purchase--and possibly use, if purchased by someone else--the whitening proct. Market research thus helped the company determine its market strategy by shaping the brand name and the proct identification (dental hygiene rather than mere cosmetics) that the proct would carry. Knowing that women would be the primary target market for the proct also shaped the tactics that Procter & Gamble used in its promotional strategy. Celebrity endorsements can be effective, but using the right celebrity is critical to that effectiveness. By using Rosie O'Donnell to endorse the proct, and by placing the proct on her show, Procter & Gamble was able to reach the target demographic that research showed would be critical to the proct's success. Subsequent research has shown that consumers have approached their dentists regarding other cosmetic dental proceres; this helps maintain the relationship between Procter & Gamble and dentists. Perhaps the strongest support for the research
. . .
Some common words found in the essay are:
Procter Gamble, Procter Gamble's, INSIGHT Researchers, Cover Girl, Gamble's Crest, , P&G Whitestrips, COMMUNICATION Eschewing, Rosie O'Donnell, CHALLENGE Ah, procter gamble, market research, marketing research, whitening proct, successful proct launch, successful proct, proct launch, research determined, split women, research 2003, crest whitestrips, research-driven success acci-dental, superior whitening vs, whitestrips successful proct, business company resource,
Approximate Word count = 1635
Approximate Pages = 7 (250 words per page)
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Ethics in Marketing
2、网址：http://lw.3e.net/scyx/lw_121014.html 一篇中文的文章
宝洁营销策略论
作者：未知 来源：互联网 更新：2009-2-24 阅读：152 栏目：市场营销论文
宝洁营销策略论
[摘要] 本文主要分析宝洁公司在中国所经营的成功营销经验包括广告和多品牌经典营销策略;始终秉承“顾客至上”的经营理念,做顾客真正需要的产品;塑造了完美的企业形象。提出了产品与广告的完美组合是使宝洁取胜市场的关键。
[关键词] 宝洁公司 营销策略 产品 广告
1988年,宝洁公司在广州成立了中国第一家合资企业——广州宝洁有限公司,随后陆续在北京、成都、天津等地设立十几家合资、独资企业。奉行“亲近生活,美化生活”的企业宗旨。在2001年~2007年,宝洁的销售收入几乎翻了一番。全球的净销售额上升12%,达到760亿美元。国家有关部门的数据显示:海飞丝、飘柔、潘婷、沙宣四种洗发水占洗发水市场份额60%以上,汰渍、碧浪两种品牌洗衣粉占洗衣粉市场份额的33%,舒肤佳香皂占香皂市场份额的41%,护舒宝卫生巾占卫生巾市场的36%。
那么,宝洁能在中国取得如此大的成功,凭借的又是什么方法呢?
产品+广告=企业宣传必胜秘笈
一、深入调查顾客需求,做顾客需要的产品
宝洁公司把研究消费者需求和消费趋势作为一项最重要的基础性工作来做。宝洁进入中国后,在北京成立了一个大型的技术研究中心,专门研究更适合中国人用的产品。宝洁在中国推出的第一个产品是“海飞丝”。当时,经过对中国市场的详细调查,发现了许多中国人都有不同程度的头屑,而国内生产洗发水的厂家又没有这方面的技术,经过一年多的时间,“海飞丝”成为国内去头屑洗发水的代表。
二、利用广告作为打开并占有市场的有效武器
广告与大规模市场营销策略密切相关,是市场推广的利器。它是通过一定媒体向用户推销产品或服务以达到增加了解和信任以至扩大销售目的的一种促销形式。
1.多品牌经营,广告抢商机
宝洁作为目前世界上最具竞争力的日用品公司,进攻市场最常用的“武器”就是广告。由于公司采用了多品牌战略,各品牌又各占一席地位,分别制作各自的广告,增加了广告的覆盖率。
2.大手笔投资,力压竞争者
据权威的市场调查公司统计,宝洁公司自2004年后,广告投入呈“爆炸式”增长,借助其强大的规模攻势抢占国内日化市场。过去中国广告投放前十名中多半为国产品牌,而2004年宝洁公司独占四席:玉兰油第一位、飘柔第三位、佳洁士第四位、海飞丝第八位。2005年央视黄金段位广告招标会上,宝洁更以3.85亿元人民币成为新一届标王。
宝洁采用无间断广告策略和“波形递加式投放法”,消费者几乎每隔一段时间就要采购一次日用洗洁品。反复广告会引起消费者尝试购买的欲望,加之递加式的投放也有助于强化消费者对产品的认知和认同感,逐渐使消费者成为其固定消费群。
3.巧选代言人,抓时尚潮流
现在海飞丝的广告代言人一直是香港着名影帝梁朝伟,他在香港和内地都是大家普遍认可的最具魅力男艺人,享有很高的声誉;潘婷洗发水最近选择了台湾被誉为“美容大王”的大S徐熙媛作代言人,她拥有一头乌黑美丽令人羡慕的长发,从而增加广告可信度;2006年,佳洁士启用人气天后李宇春代言。宝洁讨巧地选择广为大众接受的人气王,使得产品更容易被受众所认可。
4.探顾客心理,使广告深入人心
宝洁的广告最常用的两个典型公式是“专家法”与“比较法”。“专家法”是用专家来进行具有说服力的宣传:首先宝洁会指出你面临的一个问题来吸引你的注意;接着便有一个权威的专家来告诉你,宝洁就是解决方案,最后你听从专家的建议,你的问题就得到了解决;“比较法”是宝洁将自己的产品与竞争者的产品相比,通过电视画面的“效果图”,你能很清楚地看出宝洁产品的优越性。汰渍洗衣粉的广告就是“比较法”最具代表性的一个。
5.公益事业作为第二广告宣传手段
宝洁非常善于策划事件来驱动消费者的品牌偏好。如“护舒宝护士”活动;举行“飘柔之星”活动;以及策划碧浪洗净全球最大衣衫等事件。宝洁为社会也做出了很大贡献:1991年向华东特大洪涝灾区捐款100万元。1998年宝洁公司董事长访华,向清华大学捐款1070万元人民币,引进目前世界上最先进的实验仪器。同时向教育部捐款700万元人民币,用于支持中、小学青春期健康教育。此外,宝洁公司还向野生动物保护基金会捐款150万元人民币,以保护国宝大熊猫。现在,以宝洁出资资助的公关活动项目已深入到中国社会的许多重要团体。
技术创新是企业生存和发展的不竭动力,是企业的生命线。宝洁以顾客至上的理念,研制出了贴近顾客群体、符合顾客需求的产品,使其在竞争中更具生命力,这是商场中取胜的首要条件。
品牌是一个企业形象、信誉和文化的综合和浓缩。良好的品牌设计和生动形象的品牌宣传是企业取胜的重要条件。通过强势的广告宣传,宝洁成功地塑造了良好的品牌形象,使出自宝洁的产品让人信赖。产品与广告的完美组合,使宝洁走在世界的最前端。
参考文献:
[1]汪继峰:《宝洁:品牌的文化底蕴.中外企业文化,2001
[2]葛峙中:《宝洁公司的成功经验及启示.企业报,2001
[3]名企广告策略:宝洁公司的广告策略.中外企业家,2007
2、
㈣ 急！求关于市场营销（最好是关于营销策略的）的英文文献2000字左右的，最好带翻译，在线等！
大家知道，企业管理包括生产管理、营销管理和财务管理等多个方面，而财务管理是企业整个管理体系的核心，企业的财务管理目标即是企业追求的目标。可见，只有以财务管理为中心，协调运作管理体系的各个方面，才能有效地强化企业管理，促进企业发展。从全国来说，民营企业数量众多、分布广泛、特点各异，再加上受宏观经济环境化和体制影响，民营企业在加强财务管理方面遇到了一定的阻力，例如：政策的“歧视”使民营企业和大型企业不能公平竞争，地方政府、行业管理部门的干预，使民营企业的财务管理目标短期化，再主要的就是民营企业财务管理受业主的影响过大等一些主观因素的存在，导致财务管理的重要性被忽视。所以，其财务管理中存在的问题也多种多样，我认为，目前普遍存在的问题和原因主要有：
（一）融资困难，周转资金不足，使财务管理成断源之湖。
目前，我国民营企业初步建立了较为独立、渠道多元的融资体系，但是，融资难、担保难，仍然是制约民营企业发展的最突出的问题，主要问题是：第一，负债过多，融资成本高，风险大，造成民营企业信用等级低，资信相对较差。第二，大多数民营企业是非大型企业，有些银行受传统观念和行政干预的影响，对其贷款不够热心。第三，中介机构不健全，缺乏专门为民营企业贷款服务的金融中介机构和贷款担保机构。
分析其主要原因表现在两个方面：一是金融业对民营企业的信贷支持不够。我国金融系统从设置到服务项目，大都是以大企业为服务对象，民营企业的信贷服务往往被忽视。由于贷款难，生产经营过程中所需资金不足，极大制约了民营企业的发展。有的民营企业，虽存在暂时困难，但银行一旦支持就能起死回生；二是民营企业的融资渠道单一，难以适应市场需求的变化。由于有的民营企业，在既得不到银行的贷款支持，又不具有自我融资或向社会公开融资能力，无形中，加强企业财务管理也就成了一句空话，财务管理也就成了断源之湖。
（二）财务控制薄弱，缺乏科学性，使财务管理举步艰难。
大部分民营企业存在财务控制环节薄弱，而且对加强财务管理方面不够重视，没有从真正意义上理解财务管理在企业中的地位。主要问题有：一是资金管理不严，财务控制薄弱，造成资金闲置或不足。二是应收账款周转缓慢，造成资金回收困难。三是存货控制薄弱，造成资金呆滞。四是重钱轻物，资产流失严重。
分析其原因主要是：一是有些民营企业认为现金越多越好，致使大量现金未参加周转，有的是资金缺少计划安排，过量购置不动产，而使企业无法应付经营急需的资金，陷入财务困境。二是没有建立严格的赊销政策，缺乏有力的摧收措施，应收款不能兑现或形成呆账。三是很多民营企业月末存货占用资金往往超过其营业额的两倍以上，造成资金呆滞周转失灵。四是不少民营企业管理者，对原材料、半成品、固定资产等管理不到位，出了问题无人追究，资产浪费严重。分析以上原因，最重要的是因为企业上层领导财务管理观念落后，缺乏科学性，在思想上没有真正理解财务管理对做大做强一个企业所起到的作用，没有将财务管理纳入企业管理的有效机制中，缺乏现代财务管理观念，使财务管理失去了它在企业管理中应有的地位和作用，举步艰难。
（三）管理模式疆化，管理观念陈旧，使财务管理暗然失色。
由于长期以来在思想上受到旧的财务制度的约束，企业管理人员的观念比较滞后。主要问题有：一是企业的投资者同时就是经营者。二是企业管理者的管理能力和管理素质差，管理思想落后。
分析其原因主要是：民营企业典型的管理模式是所有权和经营权高度统一，企业的投资者同时就是经营者，这种模式势必给企业的财务管理带来负面影响，民营企业中相当一部分属于个体私营性质，在这些企业中，企业领导者集权现象严重，并且对财务管理的理论方法缺乏应有的认识和研究，致使其职责不分，越权行事，造成财务管理混乱，财务监核不严，会计人员独舟难行，想规范管理很难。大部分企业没有或无法建立内部审计部门，即使有，也很难保证内部审计的独立性。另外，有些企业没有将财务管理纳入企业管理的有效机制中，缺乏现代财务管理观念，多数民营企业家尚未建立起诸如时间价值、风险价值、边际成本、机会成本等科学管理的概念，由于管理模式疆化，管理观念陈旧，使财务管理暗然失色，失去了它在企业管理中应有的地位和作用。
First, the privately operated enterprise the question and the reasonanalysis which exists in the financial control As everybody knows, business management including proctionmanagement, marketing management and financial control and so on manyaspects, but the financial control is the enterprise entire managementsystem core, enterprise's financial control goal is a goal which theenterprise pursues. Obviously, only has take the financial control asthe center, the coordination operates management system each aspect,can effectively strengthen the business management, the promotionenterprise develops.Said from the nation that, the privately operated enterprise quantitymultitudinous, distributed is widespread, the characteristicrespectively differently, in addition receives the macroscopiceconomic environment and the system influence, the privately operatedenterprise was strengthening the financial control aspect to meet thecertain resistance, for example: The policy "the discrimination"causes the privately operated enterprise and the major instry cannotthe fair competition, the local authority, the profession controlsection's intervention, causes the privately operated enterprise thefinancial control goal short-term, again is main is the privatelyoperated enterprise financial control owner's influence oversized andso on some subjective factors existences, causes the financial controlthe importance to neglect. Therefore, in its financial control existsquestion also many and varied, I believed, at present the universalexistence question and the reason mainly have: .
(1) financing difficulty, the revolving fund is insufficient, causeslake of the financial control Cheng Duanyuan. At present, the our country privately operated enterprise initiallyestablished has been independent, the channel many Yuan financingsystem, but, financed difficultly, to guarantee difficultly, still wasthe most prominent question which the restriction privately operatedenterprise developed, the main question was: First, is in debtexcessively many, financing cost high, risk big, creates the privatelyoperated enterprise credit rank low, helps the letter relatively to beworse. Second, the majority privately operated enterprise right andwrong major instry, some banks the traditional ideas and theadministrative intervention influence, insufficiently are warm-heartedto its loan. Third, the facilitating agency is not perfect, lacksspecially the financial facilitating agency and the loan guaranteeorganization which serves for the privately operated enterprise loan. Analyzes its main reason to display in two aspects: One is the financeinstry is insufficient to the privately operated enterprise's creditaid. Our country finance system from establishes to the serviceproject, mostly is take the big enterprise as the service object, theprivately operated enterprise's credit service is often neglected.Because the loan is difficult, in the proction management processneeds the fund to be insufficient, enormously has restricted theprivately operated enterprise's development. Some privately operatedenterprises, although exists temporarily difficultly, but the bankonce supports can bring back to life; Two is the privately operatedenterprise's financing channel is unitary, adapts the market demandchange with difficulty. As a result of some privately operatedenterprises, in both cannot obtain the bank the loan support, and doesnot have self- financing or to the social public financing ability,imperceptibly, strengthened the enterprise financial control also tobecome an empty talk, the financial control has also become mediateslake of the source.
(2) financial control is weak, lacks the scientific nature, causes thefinancial control to take a step difficultly. The majority of privately operated enterprises have the financialcontrol link to be weak, moreover to strengthens the financial controlaspect insufficiently to take, has not understood the financialcontrol from the true significance in enterprise's status. The mainquestion includes: One is the fund management is lax, financialcontrol weak, creates the fund to leave unused or to be insufficient.Two is the receivable account funds turnover is slow, causes the fundrecycling difficulty. Three, the inventory control is weak, createsthe fund delay. Four is re- Qian Qingwu, the property drainsseriously. Analyzes its reason mainly is: One is some privately operatedenterprises thought cash more the better, causes the massive cashesnot to participate in the turnover, some are the fund lacks the planarrangement, excessive purchase real estate, but causes the enterpriseto be unable to deal with the management urgently needed fund, fallsinto the financial difficult position. Two is does not have theestablishment strict selling on credit policy, lacks powerfullydestroys receives the measure, should receive money cannot cash orform the ll account. Three is very many privately operatedenterprises end of the month the goods in stock takes the fund oftento surpass its turnover above two times, creates the fund delayturnover to malfunction. Four is many privately operated enterprisessuperintendents, to management and so on raw material, half-finishedproct, fixed asset did not arrive, leaves question nobody toinvestigate, the property waste was serious. Above analyzes thereason, most importantly because the enterprise upper formationleadership financial control idea is backward, lacks the scientificnature, the untrue understanding financial control to does in thethought greatly makes the role which the strong enterprise plays, hasnot bought into line with the financial control the businessmanagement in the effective mechanism, lacks the modern financialcontrol idea, caused the financial control to lose it the status andthe function which should have in the business management, took a stepdifficultly.
3) management pattern boundary, manages the idea obsoletely, causesthe financial control to be dark however 失色. Because receives the old financial system since long ago in thethought the restraint, business management personnel's idea comparisonlag. The main question includes: One is at the same time enterprise'sinvestor is the operator. Two is the enterprise superintendent'smanagement ability and the management quality bad, manages the thoughtto be backward. Analyzes its reason mainly is: The privately operated enterprise modelmanagement pattern is the property rights and the operating righthighly unifies, at the same time enterprise's investors is theoperator, this kind of pattern inevitably will give the enterprise thefinancial control to bring the negative influence, in the privatelyoperated enterprise quite a part will belong to the indivial tooperate privately the nature, in these enterprises, enterprise leadercentralization phenomenon serious, and will lack the understanding andthe research to the financial control theory method which will besupposed to have, will cause its responsibility not to divide, exceedsauthority to handle affairs, creates the financial control chaotic,the finance will supervise the nucleus not to be lax, accountant thepersonnel alone boat difficult line, to think the standard managementwill be very difficult. The majority of enterprises not or are unableto establish the interior auditing department, even if has, also isvery difficult to guarantee the internal audit the independence.Moreover, some enterprises have not bought into line with thefinancial control the business management in the effective mechanism,lacks the modern financial control idea, the most privateenterpreneurs not yet establish such as scientific management the andso on time value, risk value, marginal cost, opportunity cost concept,as a result of the management pattern boundary, manages the ideaobsoletely, causes the financial control to be dark however 失色,has lost it the status and the function which should have in thebusiness management.
㈤ 英文的营销策略分析，而且有中文翻译的，急需
什么样的策略分析啊，Marketing principles 那样的吗？
㈥ 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
㈦ 求市场营销战略（marketing strategy） 的英文定义
The so-called marketing strategy (Marketing Strategy) is the enterprise to identify, analyze and select marketing opportunities in order to achieve the corporate mission and objectives of the management process, that is, how companies with the best marketing opportunities through the adaptation process
㈧ 有没有关于市场营销方面的英文文章
www.financetimes.com上面多的很的内啊容