A few Spanish companies have succeeded in imposing themselves into the clothes retailing market, internationally. Indeed, most Spanish companies in this market do not have sufficient income to expand internationally. However, some of them have succeeded, surpassing the difficulties they met. This is the case of Zara and Mango. Zara and Mango are two Spanish multinationals, competitors in the clothes retailing market. They are direct competitors, firstly, in their home market, and now internationally. We choose them because they are apparently similar, but have some important differences in their marketing strategies, such as advertising. Moreover, the situation of the clothes retailing market nowadays has allowed them to take even more comparative advantages and in their market share. Thus, we are going to study their uniqueness in the clothes retailing market, comparing them together and with their main competitors, and look at how they make their business a success. We will, first of all take a glance at the clothes retailing market worldwide, and then study their strengths and weaknesses, their marketing strategies, segmentation and positioning, and, finish with their marketing plan.
[...] o Enlarge their product range. They could take advantage of the good consideration that the customer has about their aesthetics to expand their line of products for the women, offering make- up, hair accessories o Increase the speed copying the last tendencies. They should be faster copying tendencies, because there are a lot of competitors in this area, like Zara, H&M Bibliography Books Principles of Marketing (The European Edition) Philip Kotler, Gary Armstrong, John Saunders, Veronica Wong Pearson/Prentice Hall. Hertfordshire. [...]
[...] MANGO Demographic Focus on women around 18-30, young, usually single, professional and any religion.[6] Geographic Mango operates in the five continents, focus on the European Market (domestic market) and pay attention to the geographical differences in wants and needs (look at Marketing Action plan, A map that reflects the presence of Mango all around the world is added in appendix D. Psychographic Mango focus on urban, modern, feminine, fashion-conscious, ambitious, trendy but sophisticated women, of upper middle class. Behavioural o Purchase occasion: special occasion. o Benefits sought: a distinctive product range that combines quality and durability with the latest trends at an accessible price. o User status: regular user o Occasion: for a casual wear that has a rather flirtier and feminine, slightly dressier. Also for formal wear for women workers, sportswear and sophisticated parties. [...]
[...] Zara's method is to glut the market by opening stores everywhere, and even sometimes to much stores that ?cannibalise? themselves, creating competition between them. - Product development strategy: improving its products' quality, without forgetting their prices. Zara can decide in favour of orientating itself to quality or to price, in order to ameliorate its quality- price ratio that is one of its strengths nowadays. The company undertakes its products' production, distribution and sales in order to control it better and reduce some extra costs that can be generated by them. [...]
[...] This is rarity marketing. Know, the question that remain is: how can they produce such an amount of clothes as quickly as they do. Indeed, Zara has a designer team of about 200 members, but it also use a special theory: the ohnism or the 5 zeros theory[17]: no stocks, no paper, no delay, no failure and no fault. Thus, they have a very efficient intranet network, which allow them to answer to any demand, no matter where does it come from. [...]
[...] It is adapted to their target market in that people coming to Zara do not have precise ideas of what they are looking for but come here to see if there are new things, and, so, are most of the time predisposed to impulsive purchases. Zara has a particular production process and strategy: It is used to renew its collections almost each month. It is really faster than its competitors. This has a particular goal: create a kind of paranoia to the consumer: for fear of missing something important in the new collection, they have to come back often to see what's new. [...]
À propos de l'auteur
Laurane D.etudianteMarketing mode et prêt-à-porter
Marketing & marques