Apparel markets Long Tail the brand 3Vs forging the sword - zara profitability of the Road.docVIP

Apparel markets Long Tail the brand 3Vs forging the sword - zara profitability of the Road.doc

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 PAGE \* MERGEFORMAT 4 Apparel market’s ‘Long Tail’ the brand 3Vs forging the ‘sword’ - zara profitability of the Road Bring ‘fashionable’ word, we tend to think of grace Chanel, noble Dior, luxury GUCCI, even the elegant Armani, ‘high-end, fashion, luxury’ is almost synonymous with them, dozens or even hundreds of years history of the development so that more of its integration into the aristocratic feeling. Who could have imagined, past the little-known dark horse ZARA in recent years, with its fast fashion model broke the fashion giant’s monopoly, in the fashion industry whipped up a ‘Spanish’ whirlwind, becoming a fashion brand leader. Perhaps for many Chinese consumers, until 2006, stationed in the Mainland of China ZARA is still an unfamiliar name, it belongs to the nditex (Spain ranked first, third world clothing retailer). Inditex, as the company’s flagship brand, ZARA founding in 1975, both apparel brand, is also the exclusive apparel brand ZARA chain retail brand. Now, ZARA has been in over 50 countries with more than 700 stores, and every year to grow at a rate of about 70. In 2007, ZARA in the global 100 most valuable brands ranked 90, the Harvard Business School, it rated as Europe’s most research value of the brand, Wharton Business School to study it as a model for the future of the manufacturing sector. ‘History as a mirror, one can know the rise and fall’, different times of the rise and fall of the brand history tells us that the rise of a great brand are the spirit of their brands and the overall spirit of the times and consumer demands a high degree of fit deep. ZARA through the brand 3V (Valuable customer, Valuable proposition, value network) strategy to achieve its rapid development. 3v brand strategy must first sub-brand value of customers, and requires a unique value proposition to attract customers these values, while a unique value network needed to support the implementation of brand strategy (ie, brand 3Vs strategy), the traditio

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