ZARA Amancio Ortega Inditex SPA Good Design & Good Quality at Good Price lifestyle SPA UNIQLO, H & M, Gap, Next, Mango SPA SPA 8seconds, SPAO, MIXXO I

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1 SPA ZARA 4Ps ZARA Inditex SPA Inditex 4Ps SPA simple, basic, no brand InditexGroupSPA.4Ps

2 ZARA Amancio Ortega Inditex SPA Good Design & Good Quality at Good Price lifestyle SPA UNIQLO, H & M, Gap, Next, Mango SPA SPA 8seconds, SPAO, MIXXO Inditex Inditex Interbrand brand SPA blue ocean 4Ps positioning SPA Specialty retailer of Private label Appare SPA SPA ZARA UNIQLO. p. 15.

3 SPA ZARA 4Ps SPA GAP SPA VM visual merchandising trend lead time H & M UNIQLOGAP fast fashion fashion acceptable price speed trust FAST SPA H & M SPA. UNIQLO. GAP. MANGO. H & M. trendy SPA Inditex target Inditex Zara Kids Massimo Dutti Bershka Zara Home Tempe Lowson, B., R. King and A. Hunter, Quick Response Managing the Supply Chain to Meet Consumer Demand Chichester: Wiley, SPA SUCCESS STRAT- EGY I, IIFashion Insight, 2010, pp T. Hines and M. Bruce. From analogue to digital supply chains: Implications for fashion marketing in Fashion marketing: Contemporary issues. eds. Oxford: Butterworth Heinemann, pp SPA p. 64. p. 9 CEO information p. 1.

4 Inditex ZARA Pull & Bear Massimo Dutti Bershka Stradivarius Oysho Zara Home Tempe Kids Inditex total Massimo Dutti Ready-to-Wear simple basic trendy Inditex Group trendy The business objective of Zara is to fulfil all needs of its customers in a very effective and fast way. Therefore Zara has successfully constructed a chain of added value which focuses on the needs of its customers: Manufacturing, distribution and decision-making within the company refer directly to the requirement of its target group, who are young, fashion-conscious city dwellers, Harvard Business School, IT for fast fashion, Case Study: Zara, 2006, p. 3. ZARA.

5 SPA ZARA SPA SPA concept needs speed just-in-time production system market information SPA VM visual merchandising SPA op. cit., pp For Zara, it s all about connections through out the whole company: from customers to store managers, from store managers to market specialists and designers, from designers to production staff, from buyers to subcontractors, from warehouse managers to distributors, and so on. Harvard Business Review, Zara s secret for fast fashion, 2005 on p. 55. Inditex does not advertise. Its success relies on providing must-have fashion at relatively cheap prices. Its unusual way of sourcing its merchandise is key to maintaining a steely focus on the latest trends. The company produces a third of its clothing in Spain, where it largely controls and owns factories, a third is produced in countries nearby such as Turkey and a third in the Far East. By sourcing closer to its shops and centralising

6 SPA POS point of sale Interbrand Guardian SPA Guardian Inditex distribution in Spain, Inditex is able to take decisions on which clothing to produce and distribute much more quickly than rival stores, many of which source 70 or more of their clothing in the far-off Far East. Inditex can get a new item to the shop floor in just two weeks so that its stores are more likely to be in tune with the latest trends. Guardian. 5 June, Buying more goods from Europe also protected the retailer from cost rises and capacity problems at Chinese manufacturers last year and is likely do so again as wages continue to rise outside Europe over the long term. Inditex also works closely with its store managers, who feed back information about what is selling to help finetune the latest ranges. They can dictate what goods are sent to them, to suit their shoppers, while deliveries arrive at least twice a week, keeping the look of the stores fresh and up-to-date. That attention to detail has served Inditex well as it has spread around the world?insulating it against costly fashion mistakes in new markets. Guardian. 5 June, Interbrand, aspx Guardian. 5 June, 2012.

7 SPA ZARA Inditex Santander Inditex IT link value positioning value value chain Amancio Ortega Inditex Success in emerging markets, such as China, has helped propel Zara to the top of Spain's Ibex index. This week the La -based fashion retailer overtook telecoms company and a host of beleaguered banks to become Spain s biggest listed company. With a market capitalisation of 40.5bn 32.36bn at close of play on Friday, Inditex is now worth 300m more than Santander, the international bank, and 190m more than. Guardian. 5 June, op. cit., pp

8 4Ps 4Ps ZARA 4Ps ZARA 4Ps Product Price Promotion Place Good Design & Good Quality at Good Price Zara speed justin-time production system facebook web PR off-line Product trend POS Good Design and Good Quality at Good Price speed just-in-time production system op. cit,. p. 55.

9 SPA ZARA woman, TRF, man, kids TRF - - collection women TRF Price trend Promotion PR promotion PR market information op. cit., pp

10 limited marketing Place off-line on-line lead time MIT m positioning Good Design and Good Quality at Good Price GAP Made for All brand image SPA

11 SPA ZARA ZARA UNIQLO Good Design & Good Quality at Good Price Made for All on-line web trendy TV SNS simple, basic, no brand,,,, Sale T-shirt,,,, Shirt,,,, Pants,,,, Jacket,,,, Accessory,,,, collaboration ZARA T-shirt, Shirt, Pants, Jaket

12 supply chain management vertical integration T,,,,,,,,,, Lotte H & M flagship store 3,966m 2 H & M H & M on-line flagship store

13 SPA ZARA Cannes Xian Salzburg H & M flagship store mega store roadside store SPA

14 on-line H & M promotion web PR SPA TV SNS SPA luxury trend collaboration Good Design and Good Quality at Good Price, Made for All SPA SPA H & M SPA g.u.

15 SPA ZARA Positioning Map ZARA UNIQLO SPA H & M SPA positioning map SPA,, high price diversity positioning SPA H & M SPA E- land SPAO MIXXO 8seconds SPA SPA g. u. SPA SPA SPA value 8seconds 8seconds SPA

16 SPA SPA SPA fast fashion SPA Inditex ZARA 4Ps market information positioning map high price diversity positioning SPA

17 SPA ZARA SPA : pp : pp LG Weekly pp SPA. SPA ZARA UNIQLO.. CEO information pp SPA SUCCESS STRATEGY I, II Fashion Insight, pp Harvard Business Review. Zara s secret for fast fashion, 2005, Harvard Business School. IT for fast fashion, Case Study: Zara, 2006, p. 3. Lowson, B., R. King, and A. Hunter. Quick Response Managing the Supply Chain to Meet Consumer Demand. Chichester: Wiley, T. Hines and M. Bruce. From analogue to digital supply chains: Implications for fashion marketing in Fashion marketing: Contemporary issues. eds. Oxford: Butterworth Heinemann, 2001, pp Guardian. 5 June, Interbrand aspx Zara Uniqlo

18 A Study of SPA Brand ZARA s Successful International Marketing Strategy BYUN Jae-Woong SPA stands for Specialty store retailer of Private label Apparel, meaning that the company s activities are fully integrated from manufacturing through sales, including material procurement, design, product development, production, distribution, inventory management and final sales. Zara is a subsidiary of the Spanish Inditex Group and one of the biggest SPA fashion retailers in the world. Zara is an international acting company with round about 25,000 employees and 1900 stores in 82 countries, it has been at the forefront of fast fashion retail revolution. The business objective of Zara is to fulfil all needs of its customers in a very effective and fast way. Zara has successfully constructed a chain of added value which focuses on the needs of its customers: manufacturing, distribution and decision-making within the company refer directly to the requirement of its target group, who are young, fashion-conscious consumers. Zara s success is as much a result of its history and location, as of its counter-intuitive business strategies. The key success factors of Zara are: shorter lead times for concepts to reach the market; smaller quantities per style; and many more styles during a season. These keep the sore looking fresh and desirable for the consumer. Obviously, all of these factors are closely interlinked. It is a unique that Inditex Zara does not advertise. Its success relies on providing must-have fashion at relatively inexpensive prices. Its unusual way of sourcing its merchandise is key to maintaining a steely focus on the latest trends. Zara also works closely with its store managers, who feed back market information about what is selling to help fine-tune the latest ranges. However, there are some marketing strategy differences between Zara and Uniqlo. Uniqlo is Japan s leading clothing retail chain in terms of both sales and profits. The company also operates in South Korea, China, Hong Kong, Malaysia, the Philippines, Singapore, Taiwan, Thailand, Russia, France, the United Kingdom and the United States. Uniqlo has focused on international marketing strategies: comparatively limited styles during a season; high volume quantities per style; active advertisement; designed for wide range of customers; not emphasizing the brand image and identity aspects; expanding into Asian markets. This paper analyses the Zara s international marketing strategy, its system of production and distribution and its efforts to give fast answers to the needs of its customers. In this paper, Section II analyses Zara s development to fast fashion. Section III examines Zara s 4Ps strategies. Section IV focuses on the comparative analysis of the marketing strategies between Zara and Uniqlo, and the Zara s positioning map. Finally, conclusions are provided in Section V. focuses on

19 SPA ZARA the comparative analysis of the marketing strategies between Zara and Uniqlo, Keywords : ZARA, Inditex Group, UNIQLO, SPA. 4Ps, Positioning Map.

20 SPA 4Ps

21 H&M SPA

26 2012.09 2 2.1 1 1. 2. 3. 3 2 SPA H&M ZARA ZARA 2 1 24 72 ZARA DHL Door-to-door 2

26 2012.09 2 2.1 1 1. 2. 3. 3 2 SPA H&M ZARA ZARA 2 1 24 72 ZARA DHL Door-to-door 2 Fast Fashion and Consumption Behavior of Young People HOSODA Sakie Fast fashion has attracted attention in recent years in the fashion industry. Fashion is a global company in the field of foreign SPA