ZARA: Focus On Developing The US Market

Zara's "fast fashion" business model has helped it become one of the largest clothing brands in the world. Its parent company Inditex's strategic focus in the US is to develop large flagship stores and develop online businesses. The group currently has 52 Zara clothing stores in the United States.

The near future, Zara A new flagship store was opened in New York. In order to open this new store, Zara parent company Inditex spent $280 million in a commercial building built in nineteenth Century in downtown Manhattan, New York. The new flagship is 47 thousand square meters and is expected to open before the end of 2015.

In addition to this, Inditex It also plans to open a 30 thousand square meter Zara flagship store in Broadway near the world trade center. At the same time, its flagship store on Fifth Avenue will reopen after renovation this year, with an area of 43 thousand square meters.

And it's going to go all the way - the 2015 Inditex plan is in New York Manhattan The new 8 stores opened 7 stores in other parts of New York. In Losangeles, Las Vegas and Boston, Zara also opened more than a dozen flagship stores.

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Nowadays, people still like to call the "local tyrants" the rich businessmen in China, with their satire on their tastes, because they used to be so fond of showing off their wealth by flaunting the big LOGO. But after 2012, most of the wealthy in China began to dislike LOGO. "They do not like to represent themselves in LOGO. They prefer a unique and honorable expression." Zhou Ting said.

Miss Kong, like Chanel's brooch and Hermes's printed scarf, sits on the Huaihai Road on the Huaihai Road in Shanghai by a private driver's car. She looks at the window of the LV store outside the window and tells the reporter that she will never use LV's bag again.

In 2015, the new crisis faced by international brands in China was that the Chinese tycoons were going to be branded. In other words, China's rich are beginning to stop consuming traditional luxury brands that they consider to be "popular". "Why pay for the already popular brand premium?" the new rich have no specific demand for consumer brands. These people are the core consumers of luxury goods.

In the first half of 2014, the luxury brand maintained a good growth for many years, which highlighted the weakness. The sales growth of the world's first luxury goods giant LVMH (MOET & CHANDON Hennessy Louis Vuitton group), the Swiss luxury goods company Richemont, and the SWATCH group maintained a small growth rate of about 2%; the net profit growth of the negative growth area increased year by year, the LVMH fell by 5%, the peak group dropped by 4%, the French Open Cloud group dropped 9%, and the SWATCH group maintained a positive growth rate of 1%, only Hermes gained 6% positive growth.

When Chinese rich people decide not to pay the price for the brand premium, and only pay the price for the products, the financial data of the international luxury magnates become "ugly" seems to be the beginning. "When luxury goods are transferred from brand to product centered, the pricing power of the whole market is the first to change." Zhou Ting believes that this is undoubtedly a qualitative change: the brand decided "what I sell what you buy" this luxury goods in the field of nearly two hundred or three hundred years of gold rule, will become consumers has the final say. This is too scary for traditional luxury brands.

This terrible reason is that, who said that the Chinese liquor industry will not act again in the luxury industry? In 2014, the liquor prices that were once high were frequently frustrated, and the price cut over the whole industry. Losses and performance fell sharply, and the adjustment seemed to be bottomless. Obviously, there are some misery in luxury and liquor.