topshop营销策略

1. 唯品会的营销推广策略

您好！
唯品会是中国领先的名牌折扣网，并于2012.3.23成功在美国纽约证券交易所（NYSE）上市，是回中国华南首个在纽答交所上市的电子商务公司。
唯品会(vipshop.com)网站以比零售大幅优惠的折扣价，向中国消费者提供优质、受欢迎的品牌正品，商品囊括时装、护肤品、箱包、皮具、配饰、香水等等，琳琅满目。
唯品会坚持以安全诚信的交易环境和服务平台、可对比的低价位、高品质的商品、专业的唯美设计、完善的售后服务，全方位地服务于每一位会员，致力打造为中国一流的B2C网络购物平台。
感谢您对唯品会的关注！

2. 市场营销4个P与4个C的关系

4p是指来：

产品（自proct）
价格（price）
渠道（place）
促销（promotion）
4p理论是营销策略的基础。

4e是指：

体验（Experience）
花费(Expense)
电铺(E-shop)
展现(Exhibition)
4e理论是制定“互联网＋”营销战略。

4p是传统，4e是电商。

如果只能2选1，那肯定是4e。

原因如下：

1）成本控制：初期投入成本每月固定是硬伤。

2）电商市场是全球性的，传统有地域局限性。

3）现在手机太方便了，扫码支付成为主流。

4）加盟和采购方式已经升级，利用互联网寻找货源容易很多。

5）品牌升级和自媒体的诞生，解决了传统促销的硬伤。

6）投资机构和金融服务解决了资金链的问题。

3. 你见过哪些很棒的营销手段

现在的营销手段多的数不胜数，我就说一下最近2年比较火的跨界营销吧，分享几个版网上有趣的营销案权例。

1.可口可乐X安踏

今年5月份，可口可乐和安踏联名，推出了一款跑鞋——“氢跑鞋”在夏季的开始才给我们带来了不一样的视觉冲击，整体配色由可口可乐的红与安踏白组成，红色与白色的经典搭配，简直不要太好看。

除了球鞋之外，二者还推出了拖鞋，可乐和拖鞋简直就是夏日必备品，让人看了，忍不住就想买。

4. 什么是高街品牌

“高街时装”这个词是指那些英国主要商业街的商店仿造T型台时尚秀上的展示的时装，迅速制作为成品销售让人人都能买到（注：英国许多城市最繁华的商业街都称为高街）。正是由于有了“高街时尚”，原创服饰一经模特儿展示，人们便能很快从商店买到最流行时尚的翻版。时尚从T型台走上街头的速度越来越快，每一季度都有新的突破，现在已经只需要三周时间便可以在市面上看到最流行的服饰了。如此的迅速一定程度上是因为人们可以很容易地从杂志和因特网上看到前沿时尚的图片。

5. 要分析目标市场营销策略，要从哪几个方面进行分析 应该怎么写这个分析

首先要做好市场调查确定目标市场与产品的需求和供应关系，看看这个市场潜力专够不够大，属值不值得长期做!在看这个目标市场的未来发展趋势，之后再确定营销组合，为企业未来的战略目标的实现做好基础！一般，做项目策划都懂这些的，建议要更详细去找找一些职业经理人!

6. 采用什么网络营销推广策略对衣服网店进行宣传推广

一 广告推广

一般企业的主要宣传方式就是广告宣传，在电视、报纸、杂志、公交站牌、交通工具等上报到或粘贴吸引消费者注意的宣传话语和图片，借此来告知消费者相关的信息，提醒消费者想要获得更多的信息就去网上浏览网页，起到了有效宣传网店的作用。

二 电子邮件推广

电子邮件推广，指的是通过向网民的邮箱发送企业促销活动广告，这是网络营销较早的一种推广手段。Email
营销有三个基本因素：用户许可、电子邮件传递信息、信息对用户有价值。这三个因素缺一不可，缺少一个元素都不能达到很好的宣传效果。

三 SEO 搜索引擎推广

SEO
是指在了解搜索引擎自然排名机制的基础上，对网站进行内部及外部的调整优化，改进网站在搜索引擎中关键词的自然排名，获得更多流量，从而达到网站销售及品牌建设的目标。

四 虚拟社区推广

新的事物总是容易被网民所接受，尤其是时尚服装这一类型。近几年关注论坛、微博、微信等社交类的网民越来越多，企业也跟随着网民的步伐开始着重这一方面的发展了。

网络营销作为一种全新的销售渠道为消费者提供了别致的购物平台，越来越多的消费者愿意选择网购服装来取代实体店购物，服装网络营销因为得到消费者的青睐而逐渐壮大起来。

资料来源：http://news.netshop168.com/fwnr/1225249768.html

7. ZARA、优衣库表现抢眼，同为快时尚品牌的Topshop为何走起了下坡路

衣服越来越没有特色，比较墨守成规，没有体现出当下的时尚潮流，所以走下坡路

8. 我是新手，做亚马逊需要什么基础

很多新手卖家对亚马逊入驻开店不太了解，其实亚马逊主要主导品牌经营。

入驻亚版马逊所需资料：

1.visa信用卡卡权号，到期时间，持卡人姓名；

2.信用卡对账单地址和邮编；

3.邮箱和手机号；

4.注册人的护照和住址证明。

亚马站点开店办理流程

1.提供资料；

2.支付款项；

3.办理完成；

4.上传产品开始销售，并开始办理收款账号。

亚马逊账号特点

1.全部中国资料信息（中国IP操作，中国地址信息，中国电话号码，中国信用卡）；

2.账号拥有销售权，状态为Active（不是Suspended）；

3.交付账号后可立即上架产品；

4.上架产品后可正常显示及销售；

5.可以从中国发货。

9. 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