Professional Documents
Culture Documents
Branding Strategies
of
TARGET MARKET
Zaras target market is very broad because they do not define their target
sensitive to fashion.
Today, people around the world through various communication devices
have more access to information about fashion. Therefore, fashion has
become more globally standardized and Zara uses this to their advantage
PRODUCT POSITIONING
advantage
in
the
market.
It
helps
the
company
to
differentiate its product offering from that of its competitors and ensure
that the same reaches the exact market profile for which it is intended.
Product positioning strategy is critical in today's hyper-competitive
marketplace where everybody competes for the same shrinking budget
and differentiation is hard to come by.
that the customers value and for which they are willing to pay a premium.
In the fashion business analysis position is usually developed using the
matrix value clothing styles that allows translating the reading of the
market positioning decisions coherent, considering the choices of
competition.
On horizontal axis are placed clothing styles (classic / traditional,
contemporary, avant-garde) whereas on vertical axis is placed the market
segmentation based on price (couture-designer-diffusion bridge- better).
PRRODUCT
categories:
Convenience products
Shopping products
Specialty products
Unsought products
Zaras products fall into shopping products category.
development personnel.
The creative teams simultaneously work on products for the current
season by creating constant variation, expanding on successful product
items and continuing in-season development, and on the following season
and year by selecting the fabrics and product mix that would be the basis
January, respectively.
Zaras designers refer to catalogues of luxury brand collections, and work
with store managers to begin to develop the initial sketches for a
collection close to nine months before the start of a season. Designers
then select fabrics and other complements. Simultaneously, the relative
price at which a product would be sold is determined, guiding further
development of samples.
Samples are prepared and presented to the sourcing and product
development personnel and the selection process begins. As the
collection comes together, the sourcing personnel identifies production
requirements, decides whether an item would be in sourced or
outsourced, and set a timeline to ensure that the initial collection arrives
PRICE
it from Spain.
Prices are, on average, 40% higher in Northern European countries that in
Spain, 10% higher in other European countries, 70% higher in the
markets.
For example, in Spain, with the prices they have and the information
available to the public, about the 80% of Spanish citizens can afford Zara.
When they go to the Mexico, for cultural reasons, for incremental reasons,
for economic reasons-because the average income in Mexico is $3000
compared to $14000-their targeted customer base is narrower is the
upper class and the middle class. That is the class that knows fashion that
is accustomed to buying in Europe, or in the United States, in New York or
Miami.
Prices, which are determined centrally, are supposed to be lower than
competitors for comparable products in Zaras major markets, but
percentage margins are expected to hold up not only because of the
direct efficiencies associated with a shortened, vertically integrated
supply chain but also because of significant reductions in advertising and
markdown requirements.
PLACE
Like each of Inditexs chains, Zara has its own centralized distribution
system.
STORE DESIGN
The stores are huge, with big window displays. They are always very modern
and very well organized. Zara has always characterized because they dont
advertise so their windows are really important. They always have an
amazing display to make the costumers come in, and you can notice they
spend a lot of money in it. You just have to walk by to see their ultimate
collections and be tempted to come in.
METHODS OF MERCHANDISING AND DISPLAY
You can find mannequins that support the windows display everywhere
showing the costumer how they can combine the di#erent garments and
showing what they have available. The clothes are separated by brand. The
layout of the store displays clothes against the wall in a very particular way
with some clothes hanging and accessories on the bottom and in the top.
They alternate a lot of their clothing with shoes so the people want them
even thought they where there just to buy clothes. The garments are
displayed in racks all around the floor mixed with tables that have clothes
folded on top. Their hangers are of metal and wood or the combination of
both.
PROMOTION
Mango).
These choices reflect concerns about overexposure and lock-in as well as
limits on spending. Nor did Zara exhibit its merchandise at the ready-to-
wear fashion shows: its new items are first displayed in its stores.
The Zara name had nevertheless developed considerable drawing power
in its major markets. Thus by the mid-1990s, it had already become one
of the three clothing brands of which customers were most aware in its
home market of Spain, with particular strengths among women between
ages of 18 and 34 from households with premium to super premium
market.
Price market-based, not cost-based. Premium pricing in higher cost
markets, but still, the price is affordable.
PEOPLE
The size, location, and type of Zara store affected the number of
employees in it. The number of sales assistants in each store is
determined on the basis of variables such as sales volume and
selling area.
And the larger stores with the full complement of stores-within-stores
womens, mens, and childrenstypically have a manager for each
section, with the head of the womens section also serving as store
manager.
Personnel are selected by the store manager in consultation with
the section manager concerned. Training is the responsibility of the
section manager and is exclusively on-the-job. After the first 15 days, the
and
have
generally
experienced
low
store
manager
PHYSICAL ENVIRONMENT
Zaras drawing power reflects the freshness of its offerings, the creation of
a sense of scarcity and an attractive ambience around them, and the
knew which days of the week delivery trucks came into stores, and
shopped accordingly.
About three-quarters of the merchandise on display is changed
every three to four weeks, which also corresponded to the average
time between visits given estimates that the average Zara shopper visits
the chain 17 times a year, compared with an average figure of 3-4 times
influences:
We invest in prime locations. We place great care in the presentation of
our storefronts. That is how we project our image. We want our clients to
enter a beautiful store, where they are offered the latest fashions. But
most important, we want our customers to understand that if they like
something, they must buy it now, because it wont be in the shops the
following week. It is all about creating a climate of scarcity and
opportunity.
Store Operations
Zaras stores function as both the companys face to the world and
as information sources.
The stores are typically located in highly visible locations, often
including the premier shopping streets in a local market
and upscale
shopping centre.
Zara actively manages its portfolio of stores. Stores are occasionally
relocated in response to the evolution of shopping districts and
traffic patterns. More frequently, older, smaller stores might be
relocated as well as updated (and typically expanded) in new, more
suitable sites. The average size of the stores has gradually
increased as Zara improved the breadth and strength of its
customer pull.
Thus, while the average size of Zara stores at the beginning of fiscal year
2001 was 910 square meters, the average size of the stores opened
than
key
PROCESS
Sourcing and Manufacturing
Zara sources fabric, other inputs, and finished products from external
suppliers with the help of purchasing offices in Barcelona and Hong Kong,
as well as the sourcing personnel at headquarters.
Comditel manages the dyeing, patterning, and finishing of gray fabric for
all of Inditexs chains, not just Zara, and supplied finished fabric to
external as well as in-house manufacturers. This process, reminiscent of
by suppliers who are located close by, and reordered if they sell well.
More basic items those are more price-sensitive than time sensitive are
particularly likely to be outsourced to Asia, since production in Europe is
typically 15%20% more expensive for Zara. About 20 suppliers
Retailing