ZARA案例分析PPT學(xué)習(xí)教案

1、會(huì)計(jì)學(xué)1 ZARA案例分析案例分析PPT課件課件 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:Threats and Opportunities Key Success Factors to enter the

2、Market Strategic Recommendations Business, logistic and marketing strategy 第1頁(yè)/共20頁(yè) What is Marketing Management? Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value

3、. 第2頁(yè)/共20頁(yè) 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? 第3頁(yè)/共20頁(yè) Target Marketing Market Segmentation: Divide the mark

4、et into segments of customers Target Marketing: Select the segment to cultivate 第4頁(yè)/共20頁(yè) Value and Satisfaction ExpectationPerformance 1 0 8 ExpectationPerformance 81 0 If performance is lower than expectations, satisfaction is low. If performance is higher than expectations, satisfaction is high. 第

5、5頁(yè)/共20頁(yè) Business 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

6、 International sales 60% of total turnover 第6頁(yè)/共20頁(yè) Business Model Supply 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

7、 at highly competitive price 第7頁(yè)/共20頁(yè) South America: 30 stores Africa: 41 stores Asia - Oceania: 7 stores Europe: 407 stores North America: 47 stores Around the world 第8頁(yè)/共20頁(yè) The industry Environment The Natural Environment Free access to natural resources for textile clothing Demographic Structure

8、 1.7 billion people 85.2% literacy rate Skilled labour available English speakers Exist Social Structure around 8 national languages Country of two speeds: urban vs. rural New middle class with purchasing Cultural shift in urban areas Technology Easy access Financial benefits Chinese Economy GNP per

9、 capita $ 5890 GDP growth of 10.7% Industry/service economy Government & Politics Deregulation of most sectors New textile policy Stable communist country Marketing Environment: China case 第9頁(yè)/共20頁(yè) Market attractiveness Demand Industry Estimated GDP growth of 6-7% in fashion industry Undersupply for

10、 branded fashion products Target markets 30% potential customers for branded fashion products 60% estimated for 2010 Supply Design World class design schools Production High innovation potential for manufacturing procedures High productivity potential Cheap and skilled labour force High investment i

11、n technology Distribution High investment in customer delight malls 第10頁(yè)/共20頁(yè) 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 shoppin

12、g aria Advertisement in the streets and in the metro stations Want to be known as a provider of quality Product Esprit casual, formal and party wear three collections per year Brand extensions: bags, caps, sunglasses, wallets and fragrances Premium price Strong control on promotions International op

13、tion at high quality / price ratio international format in major cities (large shopping malls) Focus on metros and modern cities Strong support on printed media (adapting to Chinese culture) H&M Product Price Place Promotion 第11頁(yè)/共20頁(yè) SWOT analysis: Threats and Opportunities Huge untapped market Cha

14、nging lifestyle and clothing preferences Demand outstrips supply! Cheap labour and opportunities for local sourcing High productivity potential Opportunities Low entry barriers Customer bargaining power Unpredictability of consumer behaviour Product quality Traditionalism Threats 第12頁(yè)/共20頁(yè) 第13頁(yè)/共20頁(yè)

15、 Strategic Recommendations to Capture the Chinese Market 第14頁(yè)/共20頁(yè) Business Strategy Goal Fast growth in China How Implement Zara business model Introduce European supply chain system with fine tuning to suit the Chinese market Customise the marketing mix COMPANY COMPE- TITOR CUSTOMER COST/ SPEED VA

16、LUE/ SPEED VALUE / SPEED 第15頁(yè)/共20頁(yè) Logistics Strategy Localise and implement just-in-time and quick response times to demand Modernising the supply chain with the use of information technology Forge strong relationships with value chain partners (suppliers and delivery co) 第16頁(yè)/共20頁(yè) Marketing Strate

17、gy Product 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 summer and woollen/synthetic one for the winter collections Price Use penetration pricing (20% lower than Esprit) Stay away from the promotion by sale paradigm of H&M 第17頁(yè)/共20頁(yè) Promotion Promotion targeted at increasing awareness about Zara and the concept of Fashion at great value Use of print and television media Tie u