Designer VS Buying Spanish Fashion Brand Zara

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In Europe,

A designer who has studied in France for many years told reporters that fashion clothes brands in Europe do not like Zara because they are always imitated by Zara.

Small and medium-sized clothing brands are more envious of Zara, and are being imitated.

The designer of "flying everywhere"

Zara has nearly 400 designers. They design about 12000 kinds of fashions in one year. These two figures are far more than other famous clothing brands.

These designers are typically "flying trapeze". They often fly through various fashion shows, or enter various fashion venues.

Usually, when the latest designs of some top brands come out soon, Zara will publish very similar fashion designs.

This way of design ensures that Zara keeps pace with fashion trends.

It is reported that in Europe, every year, Zara will pay tens of millions of euros to those top brands.

Zara did not give up this design pattern. Zara earned more profits than fines.

Zara calls her design the "Trinity" - the "three bits" are "designers", "market experts" and "experts in purchasing".

The three together determine the design style.

The first step of this design pattern is to collect fashion information from designers and fashion observers, and then analyze, sort and classify them according to the information collected by the designers, then hand sketches the design sketches.

The second step is to design a business team together with "market experts" and "purchase experts" to discuss the sketches, so that all products can be maintained "Zara style" as a whole, while the design scheme is modified, perfected and refined.

The third step is the "business team" based on the information in the database to determine when to put into production, what fabric, what color, how much production, cost and price requirements, and deliver these requirements to the production department.

This mode of operation ensures fast and standardized operation from design to production.

It is understood that a Zara product from design to delivery to store shelves takes an average of only 10 to 15 days, which is strongly contrasting with the average standard of 6 to 9 months in the fashion world.

Lu Xiaoxiang, chairman of Shanghai Lanjie Fashion Co., Ltd., told reporters that no clothing company in China can invite so many designers to spend money to run around the world, attend various fashion conferences, and come up with designs in a very short time, which requires strong financial strength as support.

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"Three no"

The brand management mode of Zara also has its own characteristics.

Although Zara's brand positioning is in the middle, it often chooses the best location to build flagship stores.

These flagship stores often have luxurious appearance and large area, which can give consumers a unique shopping experience.

Next is the speed of new product launch.

Zara launches nearly 12000 designs each year, with a limited number of styles in the same store, and each design has no more than two weeks in flagship stores.

This "scarcity" created by human beings can give consumers two kinds of impression: one is that the clothing of this store is selling very fast, and the other is that the clothes in the shop are always new.

Zara brand management strategy has a famous "three no" principle - "no advertising, no outsourcing, no discount".

At present, Zara's advertising accounts for only 0.3% of sales, far below the average of 3% to 4% of the industry.

Most of the raw materials and garments are produced by themselves, but up to now nearly 50% have been outsourced.

The types of Zara discount generally account for less than 10% of the total variety, and generally only 15% off.

Zara insisted on leaving key manufacturing sectors in Europe instead of producing production costs in developing countries.

Compared with its rival GAP, it has proved that speed and flexibility are more competitive than simple prices.

The "extremely fast" supply chain system

"The success of Zara depends on the control of every commercial link through the effective use of information technology."

Stefania Saviolo, director of the master of fashion and design management at the Business School of the University of Italy, is proud of the Zara supply chain.

In Zara's chain store, IT system has been deployed to every store, each store has its own shipping list, but the French shop's list is different from that of Italy store.

This is a very personalized approach.

The store manager is responsible for checking the sales of the goods in the store and ordering it to the headquarters according to the needs of the next week.

Headquarters gathered the information through the Internet and sent them to Spanish factories to produce and deliver them as quickly as possible.

The store manager himself decides what to enter; the Zara's assessment of the store manager is to see if the store's sales have gone up. If there is a backlog of goods, the store manager will pay for those stocks.

In addition, Zara's business process is closely integrated with IT.

Harvard Business School professor McAfee's comment on Zara is: "Zara shop manager's speech is very similar to IT personnel, while IT personnel are like business people."

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This is precisely the weakness of similar enterprises in China: the effective combination of information system and business is generally not good.

For example, the Shan Shan Company, which was once brilliant, has developed the popular clothing of the Chinese fir, and the women's wear is a high-end route.

It had to set up another supply chain system for its women's clothing, resulting in resources not only shared but also wasted because of the market operation of unfamiliar women's clothing.

Correspondingly, although the clothing of Zara is divided into 3 series, there are certain differences in positioning, and the integration of supply chain is very successful.