ZARA案例分析

1、“How did Zara Capture the Chinese Market?”Damak Donia 杜宁Marketing Management What is Marketing Management? Overview Zara Zaras Success: Its Business Model Marketing environment: China Marketing Environment Market Attractiveness Learning from Competitors: H&M and Esprit in China SWOT Analysis:Thr

2、eats and Opportunities Key Success Factors to enter the Market Strategic Recommendations Business, logistic and marketing strategyWhat is Marketing Management?Marketing management is theart and science of choosing target markets and getting, keeping, and growing customers throughcreating, delivering

3、, and communicatingsuperior customer value.From choosing target markets and building profitable relationships with them? Questions to ask:1. What customers will we serve?What is our target market?2. How can we best serve these customers?What is our value proposition?Target MarketingMarket Segmentati

4、on:Divide the market into segments of customersTarget Marketing:Select the segment to cultivateValue and SatisfactionExpectationPerformance108ExpectationPerformance810If performance is lower than expectations, satisfaction is low.If performance is higher than expectations, satisfaction is high. Busi

5、ness The worlds fastest growing fashion retailer of Spanish Brand Ranks among the three “global winners” with Gap and H&M Compelling mix of fashion, price and quality First store in 1975. Today 536 stores within 30 countries worldwide 199 openings in 2009 Financials Sales: 4.5 Bn in 2008 Interna

6、tional sales 60% of total turnoverBusiness ModelSupply Whereas most retailers designed 60% at start season, Zara designed 15% Dump unpopular product line Deliver fashion “when the customer desires” Twice a week delivery schedule Demand No advertising or promotions 10,000 new items at highly competit

7、ive priceSouth America: 30 storesAfrica: 41 storesAsia - Oceania: 7 storesEurope: 407 storesNorth America: 47 storesAround the worldThe industry EnvironmentThe Natural Environment Free access to natural resources for textile clothingDemographic Structure 1.7 billion people 85.2% literacy rate Skille

8、d labour available English speakers ExistSocial Structure around 8 national languagesCountry of two speeds: urban vs. rural New middle class with purchasing Cultural shift in urban areasTechnology Easy access Financial benefitsChinese Economy GNP per capita $ 5890 GDP growth of 10.7% Industry/servic

9、e economyGovernment & Politics Deregulation of most sectors New textile policy Stable communist country Marketing Environment: China caseMarket attractiveness DemandIndustry Estimated GDP growth of 6-7% in fashion industry Undersupply for branded fashion productsTarget markets 30% potential cust

10、omers for branded fashion products 60% estimated for 2010 Supply Design World class design schools Production High innovation potential for manufacturingprocedures High productivity potential Cheap and skilled labour force High investment in technologyDistribution High investment in customer delight

11、 malls Learning from Competitors: H&M and Esprit in China Clothing, fragrances, sunglasses and home textile Introduced watches and accessory (departure from its global tradition) luxury brand High Prices Shopping mall and shopping aria Advertisement in the streets and in the metro stations Want

12、to be known as a provider of quality ProductEsprit casual, formal and party wear three collections per year Brand extensions: bags, caps, sunglasses, wallets and fragrances Premium price Strong control on promotions International option at high quality / price ratio international format in major cit

13、ies (large shopping malls) Focus on metros and modern cities Strong support on printed media (adapting to Chinese culture)H&MProductPricePlacePromotionSWOT analysis: Threats and Opportunities Huge untapped market Changing lifestyle and clothing preferences Demand outstrips supply! Cheap labour a

14、nd opportunities for local sourcing High productivity potentialOpportunities Low entry barriers Customer bargaining power Unpredictability of consumer behaviour Product quality TraditionalismThreatsKey Success FactorsvValuevLatest fashion with Chinese touchvBest PricesvProduct qualityvVarietyvCost/S

15、peedvLocal sourcing of raw materialvVertical Integration of supply chainvFast time-to-customervMass customizationvLow process costsStrategic Recommendations to Capture the Chinese MarketBusiness StrategyGoal Fast growth in China How Implement Zara business model Introduce European supply chain syste

16、m with fine tuning to suit the Chinese market Customise the marketing mixCOMPANYCOMPE-TITORCUSTOMERCOST/SPEEDVALUE/SPEEDVALUE /SPEEDLogistics Strategy Localise and implement just-in-time and quick response times to demand Modernising the supply chain with the use of information technology Forge stro

17、ng relationships with value chain partners (suppliers and delivery co)Marketing StrategyProduct Introduce the occidental range of clothes for men and women Introduce a small section of Chinese clothes designed by upcoming Chinese designers through mass customisation Introduce cotton clothes for the

18、summer and woollen/synthetic one for the winter collectionsPrice Use penetration pricing (20% lower than Esprit) Stay away from the promotion by sale paradigm of H&MPromotion Promotion targeted at increasing awareness about Zara and the concept of Fashion at great value Use of print and television media Tie up