zara的飢餓營銷策略

⑴ 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。

⑵ 簡單介紹zara

價位比傑克瓊斯稍微貴一點，大概夏天的衣服199-399，春秋的299-899，冬天的599-1299這個樣子。當然，特殊款會更貴點~

男生女生都有的。

適合年齡，20-35吧。

至於特色，就是款式基本屬於模仿國際大牌，完了再加上點自己的風格，但價格比較親民（相比大牌），所以賣的很好，一直是全球3大最暢銷服裝品牌之一。

zara的附件也有很多的，比如眼鏡，包包，帽子什麼的~

⑶ 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

⑷ 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。

⑸ 分眾傳媒zara,極米電視從營銷4P的角度來看

4P營銷理論被歸結為四個基本策略的組合，即產品（Proct）、價格（Price）、渠道（Place）、促銷（Promotion），由於這四個詞的英文字頭都是P，所以叫做4P

⑹ zara的品牌特徵是什麼

ZARA旗下擁有400餘位的專業設計師，一年推出的商品超過120000款，可說是同業的5倍之多，而且設計師其平均歲數只有25歲，他們隨時穿梭於米蘭、東京、紐約、巴黎等時尚重地觀看服裝秀，以擷取設計理念與最新的潮流趨勢，進而模擬仿效推出高時髦感的時尚單品。

每周兩次的補貨上架，每隔三周就要全面性的汰舊換新，全球各店在兩周內就可同步進行更新完畢，極高的商品汰換率，也加快了顧客上門的回店率，因為消費者已於無形中建立起ZARA隨時都有新東西的重要形象。

除此之外，ZARA設計群也實時與全球各地的ZARA店長進行電話會議，透過了解各地的銷售狀況與顧客反應，來靈活變通調整商品的設計方向，因應客人的百變口味，而且在顧客購買的同時，店員已經將商品特徵以及顧客資料輸入計算機，藉由網際傳輸將數據送回ZARA總部。

設計群則可掌握各種精確的銷售分析與顧客喜好，再加上本身專業的時尚敏銳度，來決定下一批商品的設計走向與數量，如此一來，商品即可發揮最大銷售率，也意味著能有效壓低庫存的出現率。

(6)zara的飢餓營銷策略擴展閱讀：

ZARA（颯拉）是1975年設立於西班牙隸屬Inditex集團(股票代碼ITX)旗下的一個子公司，既是服裝品牌也是專營ZARA品牌服裝的連鎖零售品牌。ZARA是全球排名第三、西班牙排名第一的服裝商，在87個國家內設立超過兩千多家的服裝連鎖店。

ZARA深受全球時尚青年的喜愛，設計師品牌的優異設計價格卻更為低廉，簡單來說就是讓平民擁抱High Fashion。Inditex是西班牙排名第一，超越了美國的GAP、瑞典的H&M、丹麥的KM成為全球排名第一的服裝零售集團。

截至2013年10月31日它在全球86個國家和地區開設了6249家專賣店，旗下共有8個服裝零售品牌，ZARA是其中最有名的品牌。在全球86個國家擁有1808家專賣店（自營專賣店佔90%，其餘為合資和特許專賣店）。

⑺ Inditex集團的發展戰略

制勝法寶：速度就是勝利
奧特加的成功，緣於他讓Inditex集團建立了一套能對消費者的口味和需要及時做出反饋的系統。
ZARA佔Inditex集團七成以上的銷售額。作為集團的旗艦店，其經營策略與義大利的貝納通、美國的GAP和瑞典的H&M等大型服裝零售商迥然不同。它不局限於每季的流行趨勢，而是時刻不停地留意最新的時尚款式，並盡快提供能滿足顧客需要的產品。通常，當時尚雜志還在預告當季的流行趨勢時，ZARA的櫥窗已經在展示這些產品了。
Inditex集團的時尚理念是：創造性、高質量的設計和對市場需求的快速反應。Inditex在全球各地的職員每天都會報告不同市場的流行信息，在西班牙的設計師則隨時關注相關資料和集團每天的銷售情況，以便調整現有設計，並策劃新的服裝系列。僅在ZARA公司，奧特加就擁有400多人的設計團隊，他們根據從米蘭、巴黎的時裝展上獲取的靈感，進行大量創作，使公司的時裝生產做到量少款多。ZARA每年推出的時裝款式高達12 000餘種，這在業內是一個相當驚人的數字。
據說，ZARA的一件襯衣，從拉科魯尼亞的設計室開始設計，到擺進紐約或東京的專賣店，只需要兩個星期的時間，比其他競爭對手快十倍以上。而ZARA會利用這一小段領先的時間進行市場調查，從各種不同的服裝款式中找出最熱賣的幾種。通過這種方式，公司能迅速把滯銷時裝的生產停下來。
奧特加的這種做法非常有效，特別是在銷售淡季，可以防止競爭對手通過大量進貨和低價傾銷攫走市場利潤。在服裝零售上，奧特加深諳消費者心理。許多ZARA店根本沒有倉庫，完美的物流配送系統保證全球1000多家ZARA店幾乎可以做到同步上貨。它一般每星期上兩次新貨，貨量很少，但總會帶給顧客新鮮感，這讓喜歡ZARA的人樂於定期光顧。同時在ZARA，熱銷的產品最多隻補兩次貨就不再重復。一方面，它減少人們撞衫的機會；另一方面，如果看到喜歡的服飾不買，很快就會沒貨，消費者就會產生「悔不當初」的感覺，下次購物時就會比較果斷。
獨特模式：堅持「歐洲製造」
ZARA時裝從設計、製造到零售，所需時間只有半個月，這樣做的目的之一是降低成本。與此同時，Inditex集團的生產基地大多放在西班牙及葡萄牙，這樣可以確保產品的質量。奧特加這一新的經營模式成為西方許多工商管理學院的教材。
目前，很多時裝商都把服飾的生產工序放到勞動力便宜的第三世界國家進行，以最大限度地節約成本。但Inditex的旗艦店ZARA，以及Pull&Bear、MassimoDutti、Bershka及Stradixarius等品牌服裝店，有八成服裝仍是在歐洲製造的，當中五成來自西班牙。Inditex購置了先進的機器在西班牙設廠，進行染色和剪裁等資本密集的自動化工序，而縫合工序則在鄰近地區的小型工廠完成。
奧特加堅持讓集團的絕大部分生產和采購都在西班牙國內或歐洲進行。他當然知道亞洲的紡織品原料價格比歐洲便宜，勞動力成本也比歐洲便宜得多，但他認為，他們的時裝利潤並不低，將采購和生產放在歐洲，雖然增加了成本，但這並不是多麼嚴重的問題。堅持「歐洲製造」可以保證速度和質量，使公司在最短時間內推出新款「歐洲」時裝。
奧特加用他的「時尚速度」模式推翻了想當然的「無情的全球化壓力」。「二戰」之後，製造商們開始在南美洲和亞洲無序地尋找勞動力廉價的地區開設加工廠，引發了現在被「反全球化主義者」稱為「低價競爭」的風潮。從玩具到服裝的每一種產品的製造商都必須在諸如柬埔寨或斯里蘭卡等地找到最廉價的勞動力，不然他們將在競爭對手的低價傾銷面前一敗塗地。但是奧特加在低價競爭的風潮里一路走了過來，他向世人證明了市場機動力和必要的少量缺貨比廉價勞動力更為重要。想當然的認識，只會使得原有的產業市場漸漸萎縮。
重要貢獻：引領西班牙時裝革命
多年來，ZARA以其流行的設計、較佳的質量和中檔價位為許多國家的都市白領女性所追捧。它幾乎不打廣告，單靠口碑與速度在國際時尚界打出一片天。奧特加時尚意識強，重視時裝的設計與品質，他的Inditex集團旗下各個品牌在市場都有獨特的定位與賣點。他強調時裝是「互動的」，他手下強大的設計師隊伍保證了ZARA等品牌緊跟世界流行時尚，甚至引領時尚潮流。
有人說，參觀Inditex的工廠和物流中心，就能感受到什麼是真正的「時裝工業」。這個龐大的時裝集團，現在由100多家設計、製造和銷售公司組成，在60多個國家和地區有近3 000家分店。在全球400多個大城市的主要商業區，人們都能看到Inditex旗下的品牌連鎖店。基於創新與靈活性的獨特管理模式，已經使Inditex成為世界最大時裝企業之一。
在西班牙人眼裡，奧特加是西班牙時裝界革命的真正開創者，是推動西班牙時尚進程的主要人物之一。在他的努力下，設計大師的服裝對普通百姓來說不再是遙不可及，而服裝設計和生產亦成為西班牙一個強大而充滿活力的行業，為50萬人提供了就業機會。特別是最近幾年，西班牙時裝業經歷了影響深遠的國際化進程，以奧特加的Inditex集團為代表的一些企業成功開拓了海外市場，並使西班牙終於躋身國際時裝頂級國家的行列。

⑻ zara的物流策略是什麼

關鍵詞：物流外包 第三方物流 企業物流
企業將物流外包已成為一種共識，物流業務外包可能帶來較大的風險，我國許多企業並不願意將物流業務外包，但物流業務外包已經成為一種趨勢，企業究竟應該如何對待外包？本文將從外包前、外包運行中和外包後三個時間段來討論如何實施外包。
外包前的准備
（一）選擇第三方物流公司
企業可以將物流業務外包給一家第三方物流公司，也可以外包給多家物流公司。選擇第三方物流公司，必須對第三方物流公司進行科學合理的評價。可以從很多方面對第三方物流公司進行評價，筆者認為以下三個方面最為重要：
第三方物流公司的核心競爭力。首先要分析企業內部物流狀況，然後調查物流公司的核心競爭力等，確保物流公司的核心競爭力正是企業需要的。企業根據自身需要，考察物流公司的特長才能做出正確的選擇。
第三方物流公司的服務成本。即對物流公司的報價進行評估，報價應該是根據物流公司自身的成本確定的，所以，第三方物流公司應該提供相對詳細的報價清單。同時，企業本身必須明確物流服務的合理成本，這樣才能判斷第三方物流公司的報價是否在合理的范圍之內。
第三方物流公司擁有的物流資產。企業應該選擇那些自身擁有一定物流運作資源的公司，否則就會遇到運作

⑼ ZARA是如何從裁縫鋪到商業帝國的

奧特加作為Zara的創始人，在Zara的發展史上功不可沒，他可以說是一手締造了Zara的輝煌。而他是如何在競爭激烈的服裝行業里打下自己的一片天地呢？與他的的經營理念密不可分，而他的經營理念，用兩個字來概括，就是創新。他從來不走尋常路，以新、快取勝，緊跟時尚，緊隨大眾的潮流，跟隨大眾的一個不斷變化的口味。

最後，就是Zara十分懂得去營銷，雖然它一點都不愛做廣告，但是它把錢砸到了應該砸的地方。服裝行業通過做廣告來營銷的確不是一件性價比很高的事情。所以Zara就把錢花在了拍模特的穿衣照上，而模特並不是普通的、那些我們經常會看到的那種成衣照片上的模特，而是世界頂級超模。另一方面，Zara會將自己的門店裝潢的很高級，所以人們一看這家店，就會覺得衣服的品質很好。