Zara Fast Fashion Logic: Rely On "Buyers" Frequently Enter Fast Sales.

ZARA does not have a real sense of design. It relies on "buyers" to copy the latest fashion styles.

As we all know, the biggest feature of fashion is changeful. A movie, a MV, may subvert the current fashion elements.

When these fashion elements appear, the buyers of ZARA take a few days to see the world's top fashion shows. Trend The imitation ensures that these styles are very close to the latest trend to a certain extent.

In the design process, the risk of ZARA has been greatly reduced. ZARA is very accurate in the distribution of stores, or very conservative.

"Based on the information feedback system that ZARA has at present, headquarters can always check the sales situation and current inventory of each single store and each garment, and combine the sales manager's analysis of sales reports to distribute goods.

Two new products a week. No matter the style of the new shelves or the two supplement, the number of headquarters will not be too large.

From the description of deputy store manager, ZARA is different from the order system adopted by most traditional clothing enterprises, but the headquarters actively distribute goods according to the sales situation of each store.

The design team at headquarters can clearly see what styles, colors and sizes are needed for each store, city and region, and how much quantity each replenishment needs.

If you look at the order system, a ZARA like business is like opening an order every three or four days. This ensures that ZARA has a basis in production quantity and will not blindly press goods into stores.

"Clothes that have been determined to be on shelves will not be sold, even if there is stock in the store, which consumers want to buy. This gives consumers a sense of scarcity, so that they feel that ZARA's clothing is not the shop after the village.

It can be seen that under the principle of low quantity and quantity, ZARA also uses the marketing strategy of "scarce marketing" to lift the appetite of consumers.

From the operation of a ZARA store, we can see that ZARA's clothing chain stores in more than 2000 parts of the world basically conform to the principle of "frequent sales and quick sales".

The best way to prevent inventory in a retail store is to rush into quick sales, especially. Fast fashion The type of clothing can not be sold in a short time, not only occupying capital, occupying shelves, but also prone to depreciation.

Therefore, through the four links, ZARA firmly controls the inherent risks of the clothing industry.

1. buyers buy copies on a large scale.

2. design to the upper shelf 12 days of fast loading cycle, try not to replenish the goods.

The 3. is a lot of less and scarce marketing, and it does not want to sell on a single item.

4. timely feedback on terminal sales information.

The above four points completely show the top-level design of ZARA business mode: frequent sales promotion, no pursuit of explosive volume, flat sales volume and profit fluctuation. Even so, ZARA is not without inventory, but it is more effective in sharing the risk of the clothing industry, rather than a large number of stocks on a small number of stocks.

There is no doubt that these brands have learned ZARA to a certain extent in recent years, improving the response speed of the supply chain. We can simply split up the following processes: design, trial loading, finalization, sample making, which is the process before ordering; after that is the order meeting; volume statistics, mass production and logistics distribution are the processes after ordering the meeting.

So how can we continue to shorten the production cycle? The answer is No. Because many companies can't cut the order link like ZARA. When ZARA develops products, the following outlets must be sold unconditionally, while most brands can not do so.

Because the right to order is in the hands of franchisees, the bearer of inventory risk is also a franchisee, and franchisees must recognize products.

And this recognition is complicated. We must invite people to come to see the goods, to read the plates, to place the orders, to buy the materials, and then to reproduce them. Such a cumbersome process consumes a lot of time. How to produce the so-called fast fashion clothes? Is this fast fashion produced, the market vane is not changed long ago, and how to push these fast fashion clothes to their dealers? These are all big problems. Joining agent system can not learn ZARA's fast fashion at all. Because the initiative of ordering system is in the hands of a large number of affiliate agents, a bottom-up group system is actually formed. Due to the inconsistent understanding of goods and styles, the leading power of enterprises in product development is weakened by imperceptibly, so that they can easily be traced by the so-called "burst payment" which everyone favours, so as to get substantial returns and hedge operational risks.

Under the order system, franchisees are eager to get more money into the market, and companies are eager to produce more goods for franchisees. At the beginning of the new shelves, whether they are franchised stores or direct stores, they will adopt the strategy of skimming sales, make the price set high, earn almost the same price, and then sell them at a discount price.

If there are too many stocks, we need deep discounts, and the loss profits will be compensated by the profits from the pre premium sales and the selling of the positive price. Therefore, there is a saying in the clothing circle: "the money earned first is the paper, and then the money earned is the money." And this is the inevitable result of not doing the "retail sales principle", but also a helpless alternative.

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Generally speaking, it is feasible to go back to business, because their sales cycle is relatively long. But if the fast fashion clothes can not be "frequently enter and sell quickly", the depreciation rate will be very fast. It will easily lead to the dead stock which is also difficult to sell.

It can be seen that learning ZARA can increase all kinds of speed, but the current management system naturally repels ZARA style fast fashion.

ZARA is not "zero inventory", it also has the style that can not be sold. It can not be 100% sure that a certain garment must have sales. Instead, it adopts a strategy of large quantity and quantity, effectively decomposing the risk of inventory, even if it is an item that can not be sold, it will not cause too much inventory backlog. On the contrary, even if the prospects are good, they will rather not make the money of the explosion, nor will they produce a large quantity of replenishment in large quantities to prevent the backlog of backlog. It can be seen that the ZARA control risk method is not to pursue big gains in some styles, but to make every effort to be "quick in progress and quick sale" in all styles.

The fast fashion clothing enterprises in China are quite different from this. Under the ordering system, the clothing retailers can not do "advance frequently and sell quickly". It is expected that a certain number of advance orders can gain large profits in the selling season and hedge market risks. When the explosion is no longer "exploded", the risk of inventory will inevitably come.

It seems that learning ZARA merely learning the speed of the supply chain is far from enough. How to learn ZARA to share the risks and benefits of the industry Idea Maybe it is something that needs serious consideration.