Zara Fast Fashion Swot Analysis

The  Casual  Clothing  Fast-­‐food   «  Made  for  all  »   The  brand   •  •  •  •  •  •  •    Created  in  1995  thanks  to  the  fusion  of  two  words  :  Unique  and  Clothing   Main  brand  (90%  of  the  turnover)  of  the  Japanese  group  Fast  retailling.   The   leader   of   the   clothing   distribuIon   in   Japan   (which   posses   Comptoirs

and image of the brand can fit with Danish lifestyle of the target group: casual but sexy in the same time, energetic, reflecting an aspirational attitude, following trends. Second of all Danish are concerned about appearance and it goes with fashion. • Economic environment Level income of the Danish population will influence sales of the brand. A&F selling high quality and high price products, the fact that Denmark has a high average income level make thinking that the positioning of

agency in charge of their publicity. The purpose of this report is to design a marketing plan for the French “fashion house” Caroll which is aiming to enter the Chinese market. In order to realize an appropriate marketing plan, several steps have to be taken. We will first focus on the brand Caroll, with a presentation of its current situation and an internal analysis of the company. Then we will analyze the Chinese market, its strengths and weaknesses, its culture, its consumer’s habits

6 The five strength of Porter environment 7 Mix Marketing 11 SWOT Analysis 14 The ANSOFF Matrix 19 Conclusion

Situation analysis in China 1- Environmental factors 2- The textile market in China 3- Chinese customer habits 4- Category factors (Porter’s five forces model) III- Company analysis 1- Mission statement 2- Company background 3- Competitive analysis IV- Marketing strategy 1- Target markets 2- Product 3- Price 4- Promotion 5- Distribution V- SWOT

Global Marketing | | TERM PROJET: FINAL WRITTEN REPORTPierre CABANNES-Louise QUILLET | PART I 4 INTRODUCTION 5 I. Internal analysis 6 a. Presentation 6 b. Strengths and Weaknesses from the SWOT 10 II. International expansion objectives 11 a. First three-years objectives 11 b. Long term 12 III. Luxury Department Stores: sector analysis 13 a. Global Scale 13 b. Turkey scale 16 c. Saudi Arabia 17 d. Israel 18 PART II 20 I- Country selection 21 1. General

INTERNATIONAUX 34 38 42 44 46 48 50 52 55 58 61 64 67 69 71 75 Wine Marketing & Management International Business Management Achats Internationaux et Logistique Luxury Brand Management, Food & Wine Hospitality Management & Global Tourism Fashion Marketing, Design & Brand Strategies Asian MBA INSEEC MBA Luxury Hospitality & Event Management MANAGEMENT / STRATÉGIE / GRH 78 82 86 89 92 94 96 Gestion des Ressources Humaines et Relations Sociales Directeur des Établissements de Santé Ingénierie

des marchés, au regard des prestations attendues par l’usager (par exemple, la mise à disposition de tous d’une connexion Internet). 9 3 Les origines de la stratégie Points clefs Appliqué à l’entreprise de manière systématique depuis la matrice SWOT (forces, faiblesses, opportunités, menaces) inspirée en 1962 par Ansoff, le concept de stratégie a des origines plus lointaines. Présente dans le domaine militaire, à travers les stratégies d’encerclement ou d’attaque par le flanc par exemple, ou dans