zara营销策略分析开题报告

1. 作为快时尚品牌的Zara仍然一枝独秀，为何Zara能长盛不衰

Zara在快时尚日渐没落的今天依然能够占据服装市场的的一席之地，不仅仅是因为它独特的营销策略以及服装的设计和质量，也是因为它懂得随着时代潮流积极地改变自己，逐渐优化自己的经营结构来适应电商的崛起。它作为快时尚品牌的界的大佬之一稳居高位并不是没有原因的。

最后，Zara能够顺应电商时代的销售趋势，积极开拓新的营销领域。虽然电商仍然是其规模较小的渠道，但是，Zara电商的客单价已经超过实体店，今年上半年集团11%的同店销售增长，Zara电商的贡献是无疑的。Zara在全球120家店铺中引进了虚拟现实技术，对实体店进行改造。消费者通过手机选择产品让模特试穿，然后通过店内传感器投射在AR购物窗，吸引了更多年轻用户进店消费。

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. 视觉营销论文开题报告

视觉营销论文开题报告范文

下面是我整理的视觉营销方面的论文开题，希望能帮到大家。

课题的目的及意义

目的：

视觉营销的根本目的在于争取目标顾客、扩大市场纯大键影响和突出品牌形象，因此，绝不能只满足于热热闹闹的促销宣传和心血来潮的煽情手段。同企业的所有经营活动一样，视觉营销也必须仿斗坚持既定的理念和一贯的策略，并且在设计上予以充分体现。

意义：

视觉营销并不是新的“武器”,而是一门被我们遗忘了的“武器”.作为一种直观的营销手段，它其实一直默默“呆”在每个终端的幕后台角，人们对它的作用了解甚少，如同一个被“雪藏”的歌手。近几年当我们重新审视和了解它的作用后，“视觉营销”就开始从幕后走到了前台。而其更大的意义是：商家们已经开始将作为一门独立的学科，发掘它的潜在威力，同时在终端中进行系统的运用。

研究主要任务：

1.论述服装视觉营销的含义和范畴。

2.针对一个服装店而言，在色彩、造型、声音这些相关的影响视觉注意力方面进行分析

3.服装视觉营销塑造消费者心中的形象。

4.整合视觉营销，提升销售业绩。

可能遇到的问题：

1.现有资料和信息不足;

2.对现在服装卖场中的视觉营销的应用与服装本身认识不足。 3.视觉营销的应用于卖场销售是否成功。

解决方法及措施：

积极到阅览室，图书馆等有做巧价值的位置查阅;学习研究，向指导老师请教;从自己实习单位的情况为起点，然后再到各大中小型服装卖场中更好的了解服装视觉营销对服装服装卖场的影响状态，从实际出发，慢慢学习服装视觉营销在卖场中的作用的认识和了解，逐渐完善课题。

论文大纲

摘要：众所周知，人们所感受的外部信息有83%是通过视觉传达到人们心智的'。也就是说，视觉使人们接受外部信息的最重要和最主要的通道。现代营销知识告诉我们，视觉营销是作好营销必不可少的营销手段之一。

本文旨在从服装卖场角度来阐述服装视觉营销的作用和影响。

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.

关键词： 视觉营销;视觉冲击创造价值;无声的销售员

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

正文：

引言

1服装视觉营销概论

1.1服装视觉营销的概念

1.2服装视觉营销的范畴

2视觉营销在卖场中的具体应用

2.1服装店铺的整体色彩应用技巧

2.2服装卖场的陈列设计

2.3服装视觉营销塑造消费者心中的形象

3视觉营销的一些实例分析

3.1zara店铺的空间设计与陈列形态

3.2森马

3.3jackjones

4视觉营销迎来了春天

4.1视觉陈列专家韩阳与《卖场陈列设计》

5整合视觉营销，提升销售业绩

6结束语

7致谢

前期的文献资料收集、调研、实习及设计条件准备情况

搜集关于服装视觉营销和陈列设计等的相关文献资料。

参考文献：

[1]马赛。工业设计与展示设计。中国纺织出版社，1998

[2]毛春义。服装展示。湖北美术出版社，XX

[3]杜异，傅祎。汉诺威世界博览会设计，岭南美术出版社，XX

[4]王春杰。世界展览新设计。湖北美术出版社，XX

[5]赖涛。服装设计基础。高等教育出版社，XX

[6]韩阳。卖场陈列设计。中国纺织出版社，XX

[7]许亮。展示设计。湖南美术出版社，XX

[8]陆华祥等。最新展馆展台设计。上海人民美术出版社，XX

毕业设计主要工作的进度安排：

1-4周搜集，查阅与课题有关的资料，进行毕业实习。

5-6周毕业作品服装效果图的设计、毕业作品结构图

7-8周毕业作品服装制作

9-10周服装效果图、结构图及文字说明

11-14周论文大纲及论文资料的收集，论文的撰写

15周论文的目录、缩写稿、中英文摘要、致谢

16周服装动态展示设计

17周完成毕业设计的全部内容

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4. zara的设计采购生产物流营销和店铺经营企业结构具有什么样的特征

ZARA的产品结构。

ZARA 的产品款式结构丰富而单款数量少， 在提供更多选择的同时增加了流通速度。这主要表现在两个方面：

（1）款式种类丰富。ZARA的产品每年推出2 万种新款式，分为男装、女装和童装，给不同的时尚消费者提供了广阔的选择空间。

（2）单款数量少。ZARA 每一款服装的生产数量都非常小，减少了单款的陈列，同时人为地创造了一种稀缺，激发消费者的购买欲。同时在季末打折销售的时候没有很多需要处理的， 不会影响最终的利润。

5. ZARA是如何一步步发展起来的

Zara创于1975年，是西班牙Inditex集团旗下的品牌，有超过两千多家的服装连锁店，设计优异、价格较为低廉，深受全球时尚青年的喜爱。Inditex是全球排名第一的服装零售集团，旗下有8个品牌，Zara是其中最有名的，其销售额占总销售额的70%，它开创了快时尚的模式，是服装行业的标杆。

Zara成功的原因是以顾客为导向、高效的管理、迅速灵活的生产、独特的营销价格策略，这让它成为了服装行业的一个神话。

6. zara的经营策略分析

zara的不打广告、不打折独特营销策略是怎么一回事呢?我来为你介绍一番。

zara的经营策略分析

1.差异化市场定位策略

ZARA品牌定位能成功区隔市场，其关键在于能贴近消费者需求以及充分整合区域资源。ZARA是“中低价位却拥有中高级质量”的国际性流行服饰品牌，以中高消费者为主要客户族群，让低价服装也可以像高价服装一样入时好看，以满足消费者追求流行不需要花大钱的心理需求。

2.全球运筹营运策略

ZARA运用西班牙、葡萄牙廉价的生产资源以及邻近欧洲的地缘优势，大幅降低产品制造与运输成本、提升货品上架时效并掌握JIT的及时流行趋势，是其能提供消费者所喜爱的物美价廉的产品的关键原因。

3.创新营销策略

ZARA以“欧洲制造”为主要营销策略，成功切入消费者内心对“欧洲制造”等同于高级流行服饰品牌的意向，其以市场需求驱动之营销策略是成功打入市场的关键之一。

4.供应链系统

实际上至关重要的环节是ZARA的灵敏供应链系统，大大提高了ZARA的前导时间。(前导时间是从设计到把成衣摆在柜台上出售的时间)中国服装业一般为6～9个月，国际名牌一般可到120天，而ZARA最厉害时最短只有7天，一般为12天。这是具有决定意义的12天。ZARA之灵敏供应链所展现出来的韵律，使得有“世界工厂”之称的中国相形见绌。

一些国际服装品牌巨头明知ZARA厉害，就是学不来，模仿不了。为什么?

ZARA一年中大约推出120000种时装，而每一款时装的量一般不大。即使是畅销款式，ZARA也只供应有限的数量，常常在一家专卖店中一个款式只有两件，卖完了也不补货。一如邮票的限量发行提升了集邮品的价值，ZARA通过这种“制造短缺”的方式，培养了一大批忠实的追随者。“多款式、小批量”， ZARA实现了经济规模的突破。

一般分析ZARA成功的原因大致是：顾客导向;垂直一体化;高效的组织管理;强调生产的速度和灵活性;不做广告不打折的独特营销价格策略等。

7. 集合电子商务特征分析zara供应链系统灵敏的原因有哪些

Zara的供应链系统之所以能够具有高度灵敏性，主要归结于以下几个原因：

1. 立足快速反应市场需求：Zara重视市场敏感度，通过定期的销售数据分析和市场调研，及时了解市场动态和消费者需要，使得其供应链系统能够通过快速设计、生产和上市等方式，更好地满足消费者需求。

2. 高效的供应链管理：Zara采用垂镇消森直整合的制造模式，将所有生产和供应环节都纳入自己的控制之下，从而能够加强对桥派供应链的管理和控制，并且可以针对任何环节进行调整和优化，实现更有效率和优质的供应链系统。

3. 降低库存成本：Zara采取了快速响应市场的策略，尽可能地降低库存水平和资金占用比例，并通过近距离的供应链来降低运输和仓库成本，从而能够保持供应链系统的高度灵活性和成本效御亩益。

4. 投资信息技术：Zara在供应链系统中广泛应用信息技术，包括定制化的软件系统和物流管理系统等，以确保信息的及时传递、准确度和透明度，并且能够通过数字化数据分析，进行更加精细化的供应链决策。

综上所述，Zara的供应链系统灵敏度的提高，离不开其对市场需求的敏感度、高效的供应链管理、降低库存成本以及投资信息技术等多个要素的共同作用。

8. ZARA在原材料采购中采用哪些策略和技术

品牌原材料采购中采用的策略技术：
1、ZARA采取与客户共同创造价值的文化策略。
2、采购与生产周期短。
3、根据市场需求合理把控产品数量。
4、生产周期短。Zara从设计到店铺上架，14天即可完成。
5、产品配送速度快。
6、销售与信息反馈快。

9. 介绍下ZARA这个牌子，买过的进！

ZALA女装好点,多数是抄各大名牌的,JKJ是学生为主.建议买JKJ。

ZARA新加坡专营店的女式上衣只有19－26元，而同类型产品在其它品牌店要售到40－60元，所以，更多的消费者只要看上一款衣服就会毫不犹豫的买下，每件服装的消费价格不高，但多次消费后累积下来平均每位顾客在逛完该店后却能消费在百元以上，而心里还会感觉很实惠。棉袄价位一般二百多到四百多.

Jack Jones这个分内销和外销的两种.内销的一般款式比较差很垃圾.价钱也便宜不了多少.但是外销的就不一样了。一般要是真品都比较便宜因为是尾单没有几件的。或者是有小的残次的。但是注意款式和做工绝对很牛X.外销的要注意拉头是不是标有YKK标志.这个标志是日本吉田专门做的。这个生产商做的拉头和拉练都是世界水平的。只要有他的YKK标志就应该错比了还有记得.一般外销的标志是和胶布一样的布的料.字体为油漆字体!

ZARA
1974年成立的ZARA，近几年异军突起，冲破时装巨头的垄断，成为了时尚品牌领导者。2005年全球100个最有价值的品牌中ZARA位列77名。《商业评论》把ZARA称为“时装行业中的戴尔电脑”。什么原因让ZARA能够在短时间内成长为极富竞争力的世界一流品牌呢？

一般分析ZARA成功的原因大致是：顾客导向；垂直一体化；高效的组织管理；强调生产的速度和灵活性；不做广告不打折的独特营销价格策略等。实际上至关重要的环节是ZARA的灵敏供应链系统，大大提高了ZARA的前导时间。前导时间是从设计到把成衣摆在柜台上出售的时间。中国服装业一般为6～9个月，国际名牌一般可到120天，而ZARA最厉害时最短只有7天，一般为12天。这是具有决定意义的12天。ZARA之灵敏供应链所展现出来的韵律，使得有“世界工厂”之称的中国相形见绌。一些国际服装品牌巨头明知ZARA厉害，就是学不来，模仿不了。为什么？

ZARA一年中大约推出12000种时装，而每一款时装的量一般不大。即使是畅销款式，ZARA也只供应有限的数量，常常在一家专卖店中一个款式只有两件，卖完了也不补货。一如邮票的限量发行提升了集邮品的价值，ZARA通过这种“制造短缺”的方式，培养了一大批忠实的追随者。“多款式、小批量”，ZARA实现了经济规模的突破。

ZARA有近400名设计师，这些设计师是典型的空中飞人，他们经常坐飞机穿梭于各种时装发布会之间或者出入各种时尚场所。通常，一些顶级品牌的最新设计刚摆上柜台，ZARA就会迅速发布和这些设计非常相似的时装。这样的设计方式能保证ZARA紧跟时尚潮流。据悉，在欧洲，每年ZARA都要向那些顶级品牌支付几千万欧元的侵权罚款。ZARA并没有因此放弃这种设计模式，显然从中赚取的利润要比被罚款的数额高得多。

ZARA花巨资一体化设计自己的灵敏供应链。生产基地设在西班牙，只有最基本款式的20服装在亚洲等低成本地区生产。ZARA自己设立了20个高度自动化的染色、剪裁中心，而把人力密集型的工作外包给周边500家小工厂甚至家庭作坊，而把这20个染色、裁剪中心与周边小工厂连接起来的物流系统堪称一绝。在西班牙方圆200英里的生产基地，集中了 20家布料剪裁和印染中心，500家代工的终端厂。ZARA把这200英里的地下都挖空，架设地下传送带网络。每天根据新订单，把最时兴的布料准时送达终端厂，保证了总体上的前导时间要求。建设这样一个生产基地，需要投资达几十亿欧元。许多品牌服装想模仿ZARA，可是却没有这样巨额投资的生产基地。成品服装在欧洲用卡车两天内可以保证到达，而对于美国和日本市场，ZARA甚至不惜成本采用空运以提高速度。这种大生产思维，使得ZARA品牌一骑绝尘。

ZARA的零售只设专卖店，那是ZARA的窗口与眼睛，不搞特许经营。专卖店每周根据销售情况下订单两次，这就减少了需要打折处理存货的机率，也降低了库存成本。款式更新更快增加了新鲜感，吸引消费者不断重复光顾。快速更新店面里的货品，也确保了它们能符合顾客的品味，从而能被销售出去。现在中国只有香港与上海两家专卖店，许多中国女性都翘首期盼北京专卖店开业，以便尽早享受ZARA带来的时尚与福利。

JACK JONES
JACKJONES品牌诞生于1972年，）是丹麦Bestseller集团旗下的主要品牌之一，以其简洁纯粹的风格吸引全球追球时尚男性的目光，代表了欧洲时尚潮流的男装品牌。
目前杰克.琼斯在全球18个国家和地区均设有形象店。在中国北京、上海等大、中城市开设近200家专卖店杰克。
杰克琼斯的销售对象包含各行各业的精英和对时尚敏感的男人。杰克.琼斯品牌十分关爱年轻一代，也许他们是对时尚特别敏感的一群，有敏锐的洞察力，他们生活在繁杂的大都市中，因此品位特立独行，喜欢从大众中跳出来，品牌为这些精明、富有活力的年轻人创造了他们的选择空间。
JACKJONES（杰克.琼斯）服装是设计给了解当代中国，关注世界动向，勇于接受挑战并视之为动力的现代男性。他们是各个专业领域的精英并且热衷于追求国际化、都市化的精英形象。他们视JackJones（杰克.琼斯）品牌服装这对存在已久的传统及保守开锅的积极转变。他们或受雇于外国企业或繁忙于国际间的商务往来。他们是拥有购买Jack Jones（杰克.琼斯）品牌服装实力的群体。杰克˙琼斯已经成为欧洲最优秀的牛仔成衣品牌之一，致力于向最广泛的顾客群提供质量最优的牛仔时装。我们已经成功地做到这一点。今天，你可以在任何一条欧洲城市的街道找寻到杰克˙琼斯牛仔的踪迹。杰克˙琼斯代表着最流行的款式和最具竞争力的价格。
杰克琼斯服装是设计给机敏、明智、受过良好教育、热忠社会活动的男性。他们是对现代有着自己独特的感受，追求都市情节，强调的是男人们对现代服装的独特感受。