zara的品牌策略分析

FreePowerpointTemplates,RA,ZARA,ZARAbrandstrategyinChina,ARA,StrategicManagement,2,StrategicRecommendations,6,Content,ZARA,1,ZARA,ZARA,ZARA,CorporateStrategy,CompetitiveStrategy,InternationalizationStrategy,StrategicManagement,2,veryclearbusinessscope“FastFashionRetail”.DevelopmentalstrategiesMarketdevelopmentstrategyProductiondevelopmentstrategy.,CorporateStrategy,Spanishdomesticmarket,EuropeanMarket,MiddleEastandAsianmarkets,Internationalization,CompetitiveStrategy,CostLeadershipStrategyDonotdiscountpolicyasmallnumberbutvarietystylesclothes,DifferentiationStrategyDifferentiationofproductinnovationDifferentiationofproductservice,InternationalizationStrategy,Strategicgoalisbuildaglobalmultinationalapparelretail,Afternearly,fromeasytodifficult,Fromlowrisktohighrisk,lowdegreeofcontroltohighdegreeofcontrol.,ZARASBUSINESSMODEL,GOALS,3,BasicComponents,Conceptmaintaindesign,productionanddistributionprocessthatwillenableZaratorespondquicklytoshiftsinconsumerdemands,Capabilitiesproductdevelopment,strategicpartnershipsandcostofproduction,advertisingandmarketing,informationandcommunicationtechnologies,ValueDriverstangiblevalue:highturnover,netmargin,marketcapitalizationintangiblevalue:customerloyalty,brandrecognition,ProductDevelopment,ALargeDesignTeamreactratherthanpredictover400people12000stylesperyear,Leadingtime15days,StrategicPartnershipsandCostofProduction,Proximityeffectinbuyingfabrics,Flexibilityinadaptingproductlinestomarkettrends,Lowerinventorycosts,AdvertisingandMarketing,Advertisementcostadvantage0.3%&3-4%,MarketingToolslocation,storelayout,productlifecycles,InformationandCommunicationTechnologies,HybridmodelincorporatehumanintelligenceandITapplicationswell-managedinventories,linkagesbetweendemandandsupply,reducedcostsfromobsoletemerchandise,4,SupplyChainManagement,In-HouseStrategy,SmallQuantityBatchProcess,VerticalIntegration,SupplyChainManagement,JITSystem,SuperReactionProductionSystem,DesignerPOSDataAnalysisandCommunicatingwithManager,Morethan400Tailors,ClicktoaddText,BasicFabricPurchase&Dying,Deliverfromheadquartertostoredirectly.,HeadquarterWarehouseandotherwarehouseallaroundtheworld,Textile&Color,Design&Order,Distribution,Delivery&Return,Manufacturing,LeadTime3weeks,SmallQuantityBatchProcess,PrincipleofsmallquantitybatchprocessProduce100,000350,000clothesforaproductIncreasethenumberoftimesbeingreleasedTomakecustomersexperiencethenewproducts,VerticalIntegration,49%ofproductsofInditexareproducedinEurope.35%and16%ofproductsareproducedinAsiaandtheotherEuropeanCountryInditexhadarelationshipwithmorethan1200outsourcingcompanyin2008Inditexkeep50%ofsupplyanddemandofthefabricbyusingin-housewayand50%ofsupplydemandisbalancedbyoutsourcing.,SupplyChainManagement,SalesAnalysis&Designs,Revisionofthepattern(Utilizationofpreviouspattern),PurchaseoftheFabrics(OwnedFactory),ManufacturingCutting(OwnedFacotry)Sewing(Outsourcing)Finishing(OwendFacotry)Releasing,Distribution,Store,3days,1week,1week,JITSystem,ZARAadoptJIT(JustInTime)tominimizeInventorycostVerysmallamountofproductiontominimizeInventoryKeepproducingcharacterfulclothes,SuperReactionProductionSystem,BeforeSeason(9months),Season(6months),TraditionalTextileBrand,Zara,VisitingFashionShow,Design,ReleaseCollection,Prodcution,DistributionandSales,PurchasingDiscount,Design&PurchasingTextile,Outsourcing,Productioninownedplant,65%,35%,55%,4050%,15%,85%,TheChallengesfromCompetitor,5,Competitionanalysis,Competitor-Product,ZARA：QuitefashionUpdateintimeEnoughpatternPoorquality,Uniqlo：GoodconditionproductsStrongstability,H&M：Designerandcelebritiescooperatetodevelopbrandimage.Highlevelfashionableclothes,MANGO：HighqualitywomenclothesCelebrityeffect,OthercontinentalbrandsAcceptablequalityThelackoffashion,VS,VS,VS,VS,FundamentalfunctionofclothesdomuchthreattobrandZARA,01,Competitor-Price,Basedonthesurveyfromwebsites：PercentageofaffordablepeoplerespectivelyareH&M，ZARA，Mango.Percentageofvaluableproductaccepted:H&Mtakesup44%,Mangooccupies29%,bothdonewellthanZARAof.Meanwhile，itisnotanobviousadvantagethatthepriceofZARAfailtocompetewithcontinentalbrandslikeBalenoandBossini.,AdequateprofitandsuperioritycannotbeachievedbyZARAscurrentpricecondition.,AdequateprofitandsuperioritycannotbeachievedbyZARAscurrentpricecondition.,02,Competitor-Stores,03,Amongallthebrands,Mango,H&M,actsastheprominentcompetitorofZARA，needsdominantanalysis.SodoStradivirus,Pull&Bear,Bershkawhoarealsocompetitorsbelongingtoonesamebloc.UniqlohasbecameanoverwhelmingcompetitorbasedonitsChinesestrategy.Justonelocalbrand-Liningarecurrentlyexploringthemid-rangemarket，theremainingonesstillconcentrateoncompetitionatlowpricemarket.,ZARAobstacles：1)ComparingwithH&M，itspricehastodescend.Contrasttolocalbrand,itslowpricedonthavesuperiorityanymore。2）Ithardlygainadequateprofitsonlybyitsprice。3）Lowpricebrandimageimpressiontoconsumers。,粤撖僬主盗裂榍谲鲁缔抛郇第愎栩栉畏丙兄郎偈苠泉媒粱膛进萎红饔阃炸饼腾某菹芄帼嘉幌啐,Competitor-TheRealizationtoFashion,04,StrategicRecommendationstoCapturetheChineseMarket,BusinessStrategy,1,LogisticsStrategy,2,MarketingStrategy,3,6,BusinessStrategy,Goal,FastgrowthinChinaHowImplementZarabusinessmodelIntroduceEuropeansupplychainsystemwithfinetuningtosuittheChinesemarketCustomisethemarketingmix.,LogisticsStrategy,Localiseandimplementjust-in-timeandquickresponsetimestodemandModernisingthesupplychainwiththeuseofinformationtechnologyForgestrongrelationshipswithvaluechainpartners(suppliersanddeliveryco),MarketingStrategy,Product,IntroducetheoccidentalrangeofclothesformenandwomenIntroduc