Success Secrets Of ZARA'S "Fast Fashion" Business Model

< p > the world is < a target= "_blank" href= "//www.sjfzxm.com/" > dress < /a > a target= "_blank" href= "_blank".

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< p > ZARA has been widely recognized as a brand in China. The society provides reference for the development of China's fashion industry from different perspectives.

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< p > however, although the research results are summed up a lot, it seems that the impression is very important. What is the main reason and what is auxiliary is often ignored.

Especially for enterprises entering the scale of growth, many have begun to explore how to promote the operation of the brand management platform with such a brand effective industry. In fact, this new concept originated from the development mode of new industries such as computers and mobile phones needs to be considered for the fashion industry.

Based on the analysis of ZARA model in Europe, I make a brief analysis of my humble opinion: < /p >

< p > < strong > 1. ZARA's main business and auxiliary working system: its job can not be overturned < /strong > /p >

INdustrias de DIse.o TEXtil (S.A., referred to as INDITEX) is one of the four largest fashion chains in Spain. (the other three are the American leisure fashion giant GAP, and the Swedish fashion giant H is the most successful clothing brand of P (the others are: GAP, INdustrias, Inditex, cable, cable, cable, cable, cable, etc.), because its success is considered one of the most valuable brands in Europe.

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< p > analysis of the strategic operation of ZARA and its operation and design of its profit mode has not left its original job from beginning to end, that is, "focus on marketing and carry out its own work steadfastly" product design and production in kind ".

All other business and functional activity systems and processes of ZARA are subsidiary, which are carried out around their own work, including: information marketing and customer management system, fast global logistics distribution system, global marketing network and store layout, classification of market demand feedback design and order planning, cost control plan, limited supply strategy, and cultural identification system.

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< p > fundamentally speaking, for the success of ZARA, all the work done by others is supported by the main industry except for the main business of clothing design and production based on marketing, and even the cost of the enterprise will not be less than the budgetary expenditure of the main industry.

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< p > < strong > two, from the strategic operation mode of ZARA to see several misunderstandings in China's fashion industry: what is "one flower, one world, one leaf and one Bodhi"? < /strong > /p >

< p > 1, several misconceptions in the orientation of the development of China's fashion industry: the differentiation of products and brands and their barriers < /p >

< p > first, the misunderstanding of the future positioning of some fashion industry in China: what is the main industry and what is the auxiliary support? < /p >

On the contrary, when we enter the scale of fashion industry, we often push out the so-called "virtual business platform" that can reflect progress or "keep pace with the times" as the ultimate goal of industrial upgrading in P planning.

Enterprises often assume that outsourcing all core businesses, except for management brand, will revolve around the platform economy.

This idea and idea are good, but the personalization differences and fashion and cultural elements in the fashion industry are more pformative and highly responsive to the changing cultural context. This idea may be related to the high technology or standardized customized computers or consumer durables industries (I have talked about the characteristics of brand formation in different industries), but the development of this effect will often seem unsatisfactory.

If the enterprise thinks that this kind of job or core business will be completely thrown off, it is an advance to the advanced productive forces.

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< p > because, it seems that "a href=" //www.sjfzxm.com/news/index_f.asp "ZARA" /a "brand in our fashion industry will appear" outdated "and can not keep pace with the times. In fact, the conclusion is the opposite.

If you give up your main business and develop a virtual electric business with independent development, you can do it without waiting. It can be done at any time. It is only a daily work for the computer network business, but for the fashion industry, it should be only a supplement to the core professional business.

If we do not rely on our main business to go to the virtual e-commerce platform, the core business is virtual e-commerce or clothing design and production. The business priorities and core strengths of these two businesses are totally different.

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< p > Second, the difference between fashion industry and emerging industries: the differentiation of products and brands and their barriers < /p >

< p > fashion industry is one of the most influential consumer goods industries, which is influenced by cultural, personality and fashion differences.

There are fundamental differences between outsourcing of computers, durable consumer goods and other high-tech industries. The latter is formed by technical and industrial standards, forming the core of product differentiation with social identification, and constitutes barriers to industry. At the same time, the latter has the characteristics of high capital and high technology core competitiveness and differences in professional standard allocation, which not only constitutes technical standardization barriers, but also constitutes cost barriers. At the same time, after mastering core technology and technology standards, the latter will face the requirement of large-scale production under the technical criterion, and the outsourcing and supporting production behavior that it realizes will not affect the society's recognition of Technology and standards. Even if there is the form of industrialization standardized mass production, it will also show the difference of technology and standard between brands.

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< p > therefore, similar computers, cell phones, durable consumer goods and so on are often the core of platform management through technological core strengths, or brand, technical standards and logistics advantages. Outsourcing can not affect the existence and discrimination of social barriers to essential differences between technology and standard quality.

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< p > and the fashion industry is very different. The traditional fashion industry is a differentiated consumer product industry, and the effect of brand identification on the commodity is quite high.

It differs from emerging technology industries and industrial standard parts.

The fashion industry is influenced by changes in culture, personality, market and environment, and even changes in lifestyle and habits. All kinds of cultural elements can make new brands grow quickly.

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Based on this feature, the growth of fashion enterprises does not mean that when enterprises reach economies of scale, they must consider outsourcing their core strengths and core businesses (of course, this core advantage includes the competitive advantages embodied in the marketing network of design capabilities or individual needs).

Because core advantages often cannot be outsourced for the core strengths of emerging technology or technology standardization enterprises or standard parts enterprises.

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< p > < strong > Third, the rapid growth and differentiation of the brand in the fashion industry: "one flower, one world, one leaf, one Bodhi" /strong > < /p >

< p > it is precisely because the fashion industry needs to have larger differentiation and individuation characteristics, for example, other initiatives voluntarily give up their functions and even their core competitive advantages, and their strategy is undoubtedly abandoning the industry.

It is actually abandoning the accumulation of all kinds of demand characteristics based on cultural differences, individual differences and group differences accumulated over a long period of time.

Perhaps enterprises will scale mass production or meet all groups because of the scale brand they have built.

This is a big mistake.

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< p > the understanding of the need for "people-oriented" cultural color change is just like what Buddhists say: "one flower, one world, one leaf and one Bodhi, one sand, one bliss, one smile and one dust margin".

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What is the core of the success of < p > 2 and ZARA? Focus on the marketing, < /p > of the design, production and sale of the business.

< p > the ZARA success factor explained by different perspectives: Drucker's correct understanding of marketing < /p >

< p > at present, there are many perspectives to evaluate the success of ZARA: some find the success motivation from the fast logistics distribution system, some find the successful genes from the cultural identification system, others examine the success concept from the large "a target=" _blank "href=" //www.sjfzxm.com/ "designer" / a "team, some feedback from the real-time market demand interaction system feedback the success connotation, some explore the successful market share from the layout of the store, and others evaluate the reason why it toured people from its limited sales strategy, and so on.

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< p >, however, all of which can not replace ZARA's "work" around the "marketing" activities, that is, from design, production to product sales, and its foundation is "product" itself.

Therefore, all the above perspective work is used to assist the construction of the auxiliary system of marketing, and for marketing, the foundation that it relies on can not be abandoned. That is, we can not lose the foundation of the "product" shaping of its existence - the foundation of the enterprise's own job, and lose it just like the "rice without straw" of the clever wife.

Therefore, when we understand Drucker's "marketing" is the only function of the enterprise, we can not even get rid of the foundation of marketing, or the basic business of the enterprise, because of marketing, and be thrown away and talk about "marketing".

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