zara營銷策略分析開題報告

1. 作為快時尚品牌的Zara仍然一枝獨秀，為何Zara能長盛不衰

Zara在快時尚日漸沒落的今天依然能夠占據服裝市場的的一席之地，不僅僅是因為它獨特的營銷策略以及服裝的設計和質量，也是因為它懂得隨著時代潮流積極地改變自己，逐漸優化自己的經營結構來適應電商的崛起。它作為快時尚品牌的界的大佬之一穩居高位並不是沒有原因的。

最後，Zara能夠順應電商時代的銷售趨勢，積極開拓新的營銷領域。雖然電商仍然是其規模較小的渠道，但是，Zara電商的客單價已經超過實體店，今年上半年集團11%的同店銷售增長，Zara電商的貢獻是無疑的。Zara在全球120家店鋪中引進了虛擬現實技術，對實體店進行改造。消費者通過手機選擇產品讓模特試穿，然後通過店內感測器投射在AR購物窗，吸引了更多年輕用戶進店消費。

2. zara的市場營銷策略的英文文獻

這些都是國外網站上的，沒有中文翻譯的，看不懂的話試試翻譯器，查查字典什麼的，我要是給你翻譯怕誤導你。

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. 視覺營銷論文開題報告

視覺營銷論文開題報告範文

下面是我整理的視覺營銷方面的論文開題，希望能幫到大家。

課題的目的及意義

目的：

視覺營銷的根本目的在於爭取目標顧客、擴大市場純大鍵影響和突出品牌形象，因此，絕不能只滿足於熱熱鬧鬧的促銷宣傳和心血來潮的煽情手段。同企業的所有經營活動一樣，視覺營銷也必須仿斗堅持既定的理念和一貫的策略，並且在設計上予以充分體現。

意義：

視覺營銷並不是新的“武器”,而是一門被我們遺忘了的“武器”.作為一種直觀的營銷手段，它其實一直默默“呆”在每個終端的幕後台角，人們對它的作用了解甚少，如同一個被“雪藏”的歌手。近幾年當我們重新審視和了解它的作用後，“視覺營銷”就開始從幕後走到了前台。而其更大的意義是：商家們已經開始將作為一門獨立的學科，發掘它的潛在威力，同時在終端中進行系統的運用。

研究主要任務：

1.論述服裝視覺營銷的含義和范疇。

2.針對一個服裝店而言，在色彩、造型、聲音這些相關的影響視覺注意力方面進行分析

3.服裝視覺營銷塑造消費者心中的形象。

4.整合視覺營銷，提升銷售業績。

可能遇到的問題：

1.現有資料和信息不足;

2.對現在服裝賣場中的視覺營銷的應用與服裝本身認識不足。 3.視覺營銷的應用於賣場銷售是否成功。

解決方法及措施：

積極到閱覽室，圖書館等有做巧價值的位置查閱;學習研究，向指導老師請教;從自己實習單位的情況為起點，然後再到各大中小型服裝賣場中更好的了解服裝視覺營銷對服裝服裝賣場的影響狀態，從實際出發，慢慢學習服裝視覺營銷在賣場中的作用的認識和了解，逐漸完善課題。

論文大綱

摘要：眾所周知，人們所感受的外部信息有83%是通過視覺傳達到人們心智的'。也就是說，視覺使人們接受外部信息的最重要和最主要的通道。現代營銷知識告訴我們，視覺營銷是作好營銷必不可少的營銷手段之一。

本文旨在從服裝賣場角度來闡述服裝視覺營銷的作用和影響。

Abstract: As we all know, people feel the 83% of external information through visual communication to the people's mind. In other words, so that visual access to information out side of the most important and the most important channel. Modern marketing knowledge tells us that the visual marketing is essential to prepare marketing of one of the means of marketing.

The purpose of this paper from the clothing store clothing visual perspective on the role and impact of marketing.

關鍵詞： 視覺營銷;視覺沖擊創造價值;無聲的銷售員

Keywords: visual merchant design; visual impact create value; silent salesman

正文：

引言

1服裝視覺營銷概論

1.1服裝視覺營銷的概念

1.2服裝視覺營銷的范疇

2視覺營銷在賣場中的具體應用

2.1服裝店鋪的整體色彩應用技巧

2.2服裝賣場的陳列設計

2.3服裝視覺營銷塑造消費者心中的形象

3視覺營銷的一些實例分析

3.1zara店鋪的空間設計與陳列形態

3.2森馬

3.3jackjones

4視覺營銷迎來了春天

4.1視覺陳列專家韓陽與《賣場陳列設計》

5整合視覺營銷，提升銷售業績

6結束語

7致謝

前期的文獻資料收集、調研、實習及設計條件准備情況

搜集關於服裝視覺營銷和陳列設計等的相關文獻資料。

參考文獻：

[1]馬賽。工業設計與展示設計。中國紡織出版社，1998

[2]毛春義。服裝展示。湖北美術出版社，XX

[3]杜異，傅禕。漢諾威世界博覽會設計，嶺南美術出版社，XX

[4]王春傑。世界展覽新設計。湖北美術出版社，XX

[5]賴濤。服裝設計基礎。高等教育出版社，XX

[6]韓陽。賣場陳列設計。中國紡織出版社，XX

[7]許亮。展示設計。湖南美術出版社，XX

[8]陸華祥等。最新展館展台設計。上海人民美術出版社，XX

畢業設計主要工作的進度安排：

1-4周搜集，查閱與課題有關的資料，進行畢業實習。

5-6周畢業作品服裝效果圖的設計、畢業作品結構圖

7-8周畢業作品服裝製作

9-10周服裝效果圖、結構圖及文字說明

11-14周論文大綱及論文資料的收集，論文的撰寫

15周論文的目錄、縮寫稿、中英文摘要、致謝

16周服裝動態展示設計

17周完成畢業設計的全部內容

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4. zara的設計采購生產物流營銷和店鋪經營企業結構具有什麼樣的特徵

ZARA的產品結構。

ZARA 的產品款式結構豐富而單款數量少， 在提供更多選擇的同時增加了流通速度。這主要表現在兩個方面：

（1）款式種類豐富。ZARA的產品每年推出2 萬種新款式，分為男裝、女裝和童裝，給不同的時尚消費者提供了廣闊的選擇空間。

（2）單款數量少。ZARA 每一款服裝的生產數量都非常小，減少了單款的陳列，同時人為地創造了一種稀缺，激發消費者的購買欲。同時在季末打折銷售的時候沒有很多需要處理的， 不會影響最終的利潤。

5. ZARA是如何一步步發展起來的

Zara創於1975年，是西班牙Inditex集團旗下的品牌，有超過兩千多家的服裝連鎖店，設計優異、價格較為低廉，深受全球時尚青年的喜愛。Inditex是全球排名第一的服裝零售集團，旗下有8個品牌，Zara是其中最有名的，其銷售額占總銷售額的70%，它開創了快時尚的模式，是服裝行業的標桿。

Zara成功的原因是以顧客為導向、高效的管理、迅速靈活的生產、獨特的營銷價格策略，這讓它成為了服裝行業的一個神話。

6. zara的經營策略分析

zara的不打廣告、不打折獨特營銷策略是怎麼一回事呢?我來為你介紹一番。

zara的經營策略分析

1.差異化市場定位策略

ZARA品牌定位能成功區隔市場，其關鍵在於能貼近消費者需求以及充分整合區域資源。ZARA是“中低價位卻擁有中高級質量”的國際性流行服飾品牌，以中高消費者為主要客戶族群，讓低價服裝也可以像高價服裝一樣入時好看，以滿足消費者追求流行不需要花大錢的心理需求。

2.全球運籌營運策略

ZARA運用西班牙、葡萄牙廉價的生產資源以及鄰近歐洲的地緣優勢，大幅降低產品製造與運輸成本、提升貨品上架時效並掌握JIT的及時流行趨勢，是其能提供消費者所喜愛的物美價廉的產品的關鍵原因。

3.創新營銷策略

ZARA以“歐洲製造”為主要營銷策略，成功切入消費者內心對“歐洲製造”等同於高級流行服飾品牌的意向，其以市場需求驅動之營銷策略是成功打入市場的關鍵之一。

4.供應鏈系統

實際上至關重要的環節是ZARA的靈敏供應鏈系統，大大提高了ZARA的前導時間。(前導時間是從設計到把成衣擺在櫃台上出售的時間)中國服裝業一般為6～9個月，國際名牌一般可到120天，而ZARA最厲害時最短只有7天，一般為12天。這是具有決定意義的12天。ZARA之靈敏供應鏈所展現出來的韻律，使得有“世界工廠”之稱的中國相形見絀。

一些國際服裝品牌巨頭明知ZARA厲害，就是學不來，模仿不了。為什麼?

ZARA一年中大約推出120000種時裝，而每一款時裝的量一般不大。即使是暢銷款式，ZARA也只供應有限的數量，常常在一家專賣店中一個款式只有兩件，賣完了也不補貨。一如郵票的限量發行提升了集郵品的價值，ZARA通過這種“製造短缺”的方式，培養了一大批忠實的追隨者。“多款式、小批量”， ZARA實現了經濟規模的突破。

一般分析ZARA成功的原因大致是：顧客導向;垂直一體化;高效的組織管理;強調生產的速度和靈活性;不做廣告不打折的獨特營銷價格策略等。

7. 集合電子商務特徵分析zara供應鏈系統靈敏的原因有哪些

Zara的供應鏈系統之所以能夠具有高度靈敏性，主要歸結於以下幾個原因：

1. 立足快速反應市場需求：Zara重視市場敏感度，通過定期的銷售數據分析和市場調研，及時了解市場動態和消費者需要，使得其供應鏈系統能夠通過快速設計、生產和上市等方式，更好地滿足消費者需求。

2. 高效的供應鏈管理：Zara採用垂鎮消森直整合的製造模式，將所有生產和供應環節都納入自己的控制之下，從而能夠加強對橋派供應鏈的管理和控制，並且可以針對任何環節進行調整和優化，實現更有效率和優質的供應鏈系統。

3. 降低庫存成本：Zara採取了快速響應市場的策略，盡可能地降低庫存水平和資金佔用比例，並通過近距離的供應鏈來降低運輸和倉庫成本，從而能夠保持供應鏈系統的高度靈活性和成本效御畝益。

4. 投資信息技術：Zara在供應鏈系統中廣泛應用信息技術，包括定製化的軟體系統和物流管理系統等，以確保信息的及時傳遞、准確度和透明度，並且能夠通過數字化數據分析，進行更加精細化的供應鏈決策。

綜上所述，Zara的供應鏈系統靈敏度的提高，離不開其對市場需求的敏感度、高效的供應鏈管理、降低庫存成本以及投資信息技術等多個要素的共同作用。

8. ZARA在原材料采購中採用哪些策略和技術

品牌原材料采購中採用的策略技術：
1、ZARA採取與客戶共同創造價值的文化策略。
2、采購與生產周期短。
3、根據市場需求合理把控產品數量。
4、生產周期短。Zara從設計到店鋪上架，14天即可完成。
5、產品配送速度快。
6、銷售與信息反饋快。

9. 介紹下ZARA這個牌子，買過的進！

ZALA女裝好點,多數是抄各大名牌的,JKJ是學生為主.建議買JKJ。

ZARA新加坡專營店的女式上衣只有19－26元，而同類型產品在其它品牌店要售到40－60元，所以，更多的消費者只要看上一款衣服就會毫不猶豫的買下，每件服裝的消費價格不高，但多次消費後累積下來平均每位顧客在逛完該店後卻能消費在百元以上，而心裡還會感覺很實惠。棉襖價位一般二百多到四百多.

Jack Jones這個分內銷和外銷的兩種.內銷的一般款式比較差很垃圾.價錢也便宜不了多少.但是外銷的就不一樣了。一般要是真品都比較便宜因為是尾單沒有幾件的。或者是有小的殘次的。但是注意款式和做工絕對很牛X.外銷的要注意拉頭是不是標有YKK標志.這個標志是日本吉田專門做的。這個生產商做的拉頭和拉練都是世界水平的。只要有他的YKK標志就應該錯比了還有記得.一般外銷的標志是和膠布一樣的布的料.字體為油漆字體!

ZARA
1974年成立的ZARA，近幾年異軍突起，沖破時裝巨頭的壟斷，成為了時尚品牌領導者。2005年全球100個最有價值的品牌中ZARA位列77名。《商業評論》把ZARA稱為「時裝行業中的戴爾電腦」。什麼原因讓ZARA能夠在短時間內成長為極富競爭力的世界一流品牌呢？

一般分析ZARA成功的原因大致是：顧客導向；垂直一體化；高效的組織管理；強調生產的速度和靈活性；不做廣告不打折的獨特營銷價格策略等。實際上至關重要的環節是ZARA的靈敏供應鏈系統，大大提高了ZARA的前導時間。前導時間是從設計到把成衣擺在櫃台上出售的時間。中國服裝業一般為6～9個月，國際名牌一般可到120天，而ZARA最厲害時最短只有7天，一般為12天。這是具有決定意義的12天。ZARA之靈敏供應鏈所展現出來的韻律，使得有「世界工廠」之稱的中國相形見絀。一些國際服裝品牌巨頭明知ZARA厲害，就是學不來，模仿不了。為什麼？

ZARA一年中大約推出12000種時裝，而每一款時裝的量一般不大。即使是暢銷款式，ZARA也只供應有限的數量，常常在一家專賣店中一個款式只有兩件，賣完了也不補貨。一如郵票的限量發行提升了集郵品的價值，ZARA通過這種「製造短缺」的方式，培養了一大批忠實的追隨者。「多款式、小批量」，ZARA實現了經濟規模的突破。

ZARA有近400名設計師，這些設計師是典型的空中飛人，他們經常坐飛機穿梭於各種時裝發布會之間或者出入各種時尚場所。通常，一些頂級品牌的最新設計剛擺上櫃台，ZARA就會迅速發布和這些設計非常相似的時裝。這樣的設計方式能保證ZARA緊跟時尚潮流。據悉，在歐洲，每年ZARA都要向那些頂級品牌支付幾千萬歐元的侵權罰款。ZARA並沒有因此放棄這種設計模式，顯然從中賺取的利潤要比被罰款的數額高得多。

ZARA花巨資一體化設計自己的靈敏供應鏈。生產基地設在西班牙，只有最基本款式的20服裝在亞洲等低成本地區生產。ZARA自己設立了20個高度自動化的染色、剪裁中心，而把人力密集型的工作外包給周邊500家小工廠甚至家庭作坊，而把這20個染色、裁剪中心與周邊小工廠連接起來的物流系統堪稱一絕。在西班牙方圓200英里的生產基地，集中了 20家布料剪裁和印染中心，500家代工的終端廠。ZARA把這200英里的地下都挖空，架設地下傳送帶網路。每天根據新訂單，把最時興的布料准時送達終端廠，保證了總體上的前導時間要求。建設這樣一個生產基地，需要投資達幾十億歐元。許多品牌服裝想模仿ZARA，可是卻沒有這樣巨額投資的生產基地。成品服裝在歐洲用卡車兩天內可以保證到達，而對於美國和日本市場，ZARA甚至不惜成本採用空運以提高速度。這種大生產思維，使得ZARA品牌一騎絕塵。

ZARA的零售只設專賣店，那是ZARA的窗口與眼睛，不搞特許經營。專賣店每周根據銷售情況下訂單兩次，這就減少了需要打折處理存貨的機率，也降低了庫存成本。款式更新更快增加了新鮮感，吸引消費者不斷重復光顧。快速更新店面里的貨品，也確保了它們能符合顧客的品味，從而能被銷售出去。現在中國只有香港與上海兩家專賣店，許多中國女性都翹首期盼北京專賣店開業，以便盡早享受ZARA帶來的時尚與福利。

JACK JONES
JACKJONES品牌誕生於1972年，）是丹麥Bestseller集團旗下的主要品牌之一，以其簡潔純粹的風格吸引全球追球時尚男性的目光，代表了歐洲時尚潮流的男裝品牌。
目前傑克.瓊斯在全球18個國家和地區均設有形象店。在中國北京、上海等大、中城市開設近200家專賣店傑克。
傑克瓊斯的銷售對象包含各行各業的精英和對時尚敏感的男人。傑克.瓊斯品牌十分關愛年輕一代，也許他們是對時尚特別敏感的一群，有敏銳的洞察力，他們生活在繁雜的大都市中，因此品位特立獨行，喜歡從大眾中跳出來，品牌為這些精明、富有活力的年輕人創造了他們的選擇空間。
JACKJONES（傑克.瓊斯）服裝是設計給了解當代中國，關注世界動向，勇於接受挑戰並視之為動力的現代男性。他們是各個專業領域的精英並且熱衷於追求國際化、都市化的精英形象。他們視JackJones（傑克.瓊斯）品牌服裝這對存在已久的傳統及保守開鍋的積極轉變。他們或受雇於外國企業或繁忙於國際間的商務往來。他們是擁有購買Jack Jones（傑克.瓊斯）品牌服裝實力的群體。傑克˙瓊斯已經成為歐洲最優秀的牛仔成衣品牌之一，致力於向最廣泛的顧客群提供質量最優的牛仔時裝。我們已經成功地做到這一點。今天，你可以在任何一條歐洲城市的街道找尋到傑克˙瓊斯牛仔的蹤跡。傑克˙瓊斯代表著最流行的款式和最具競爭力的價格。
傑克瓊斯服裝是設計給機敏、明智、受過良好教育、熱忠社會活動的男性。他們是對現代有著自己獨特的感受，追求都市情節，強調的是男人們對現代服裝的獨特感受。