【摘要】：快速時(shí)尚于十九世紀(jì)中期美國(guó)經(jīng)濟(jì)危機(jī)之后出現(xiàn)，跨越了三個(gè)世紀(jì)已經(jīng)逐漸發(fā)展壯大。隨著服裝市場(chǎng)以賣(mài)家為主導(dǎo)的供求關(guān)系慢慢改變，滿(mǎn)足消費(fèi)者的訴求成為了各品牌的立足之本，快速時(shí)尚也轉(zhuǎn)變?yōu)橐源罅靠椭苹癁橹饕繕?biāo)的經(jīng)營(yíng)模式。當(dāng)今中國(guó)國(guó)內(nèi)民眾收入結(jié)構(gòu)兩極分化嚴(yán)重，社會(huì)結(jié)構(gòu)呈M型結(jié)構(gòu)，民眾消費(fèi)結(jié)構(gòu)也呈Z字狀，即從極貴到廉價(jià)快速過(guò)度。而M型社會(huì)則直接導(dǎo)致了平價(jià)、時(shí)尚、款式多變又快速的快時(shí)尚品牌的崛起。伴隨著我國(guó)經(jīng)濟(jì)的高速發(fā)展、對(duì)外開(kāi)放，使得許多優(yōu)秀國(guó)外品牌涌入中國(guó)市場(chǎng)，中國(guó)快時(shí)尚行業(yè)的市場(chǎng)競(jìng)爭(zhēng)愈演愈烈，由原先的單一降價(jià)競(jìng)爭(zhēng)變?yōu)榭钍�，時(shí)尚，銷(xiāo)售環(huán)境，供應(yīng)鏈等的全新綜合因素的競(jìng)爭(zhēng)。在如此激烈的競(jìng)爭(zhēng)之下中國(guó)本土企業(yè)如何突破重圍？ 作者閱讀和學(xué)習(xí)了國(guó)內(nèi)外快速時(shí)尚品牌的相關(guān)優(yōu)秀文章，從辨證的角度看問(wèn)題。選用成功的快時(shí)尚品牌ZARA與來(lái)自國(guó)內(nèi)的休閑服領(lǐng)軍品牌美特斯.邦威進(jìn)行深入的案例分析與市場(chǎng)對(duì)比。快速時(shí)尚模式追求的是長(zhǎng)尾效應(yīng)，，即是強(qiáng)調(diào)“個(gè)性化”、“客戶(hù)力量”和“小利潤(rùn)大市場(chǎng)”，當(dāng)充分把握消費(fèi)者訴求，并且品牌設(shè)計(jì)、生產(chǎn)、宣傳、物流、終端等步驟都能跟上這些訴求的時(shí)候，就實(shí)現(xiàn)了大量客制化的目標(biāo)，這時(shí)將所有的小眾市場(chǎng)累加起來(lái)就會(huì)形成一個(gè)比大眾流行市場(chǎng)還要大的市場(chǎng)。知己知彼百戰(zhàn)百勝，通過(guò)與國(guó)外成功快時(shí)尚企業(yè)的對(duì)比得出我國(guó)服裝快時(shí)尚企業(yè)路在何方。 中國(guó)服裝企業(yè)需加快整合自己的價(jià)值鏈，借鑒ZARA成功的商業(yè)模式，以有別于一般的品牌為核心的協(xié)同供應(yīng)鏈運(yùn)作方式，創(chuàng)造出具有自己特色的“中國(guó)快時(shí)尚模式”。本文結(jié)合實(shí)際，對(duì)我國(guó)發(fā)展快速時(shí)尚品牌的策略提出實(shí)用性建議，從產(chǎn)品開(kāi)發(fā)步驟以及庫(kù)存周轉(zhuǎn)問(wèn)題進(jìn)行重點(diǎn)說(shuō)明。希望像美邦這樣的企業(yè)能夠參考國(guó)際成功企業(yè)的經(jīng)驗(yàn)，結(jié)合自身的條件努力創(chuàng)新，從而解決當(dāng)今企業(yè)面臨的庫(kù)存、供應(yīng)鏈管理中出現(xiàn)的問(wèn)題，給企業(yè)注入更多的發(fā)展活力和動(dòng)力。
[Abstract]:Rapid fashion emerged in the mid-19th century after the American economic crisis and has grown over three centuries. With the change of the relationship between supply and demand which is dominated by sellers in the clothing market, satisfying the demands of consumers has become the base of each brand, and the fast fashion has also changed into the management mode with a large number of customers as the main goal. At present, the income structure of Chinese people is polarized seriously, the social structure is M-type structure, and the consumption structure of the people is Z character, that is, from extremely expensive to cheap and rapid excessive. M-type society leads directly to the rise of fast fashion brands that are affordable, stylish, changeable and fast. With the rapid development of China's economy and opening to the outside world, many excellent foreign brands pour into the Chinese market. The market competition in China's fast fashion industry is becoming more and more intense, from the original single price reduction competition to the style, fashion and sales environment. Supply chain and other new comprehensive factors of competition. Under such fierce competition, how can Chinese local enterprises break through the siege? The author has read and studied the excellent articles about fast fashion brands at home and abroad and looked at the problems from the dialectical point of view. Select the successful fast fashion brand Zara and from the domestic casual wear leading brand Meters. Bonway carries on the thorough case analysis and the market contrast. The fast fashion mode pursues long tail effect, that is, emphasizing "individuation", "customer power" and "small profit market", which should fully grasp the demands of consumers, and brand design, production, publicity, logistics, When the terminal and other steps are able to keep up with these demands, the goal of mass customization is achieved, and when all the niche markets are added up, a market larger than the popular market is formed. Through the comparison with foreign successful fast fashion enterprises, we can find out where the fashion enterprises of our country are going. Chinese garment enterprises should accelerate the integration of their own value chain, draw lessons from Zara's successful business model, and create a "Chinese fast fashion mode" with their own characteristics by using the cooperative supply chain operation mode which is different from the common brand as the core. Based on the practice, this paper puts forward practical suggestions on the strategy of developing fast fashion brand in China, and explains emphatically the steps of product development and inventory turnover. It is hoped that enterprises such as Mupont can make reference to the experience of successful international enterprises and make efforts to innovate in combination with their own conditions, so as to solve the problems in inventory and supply chain management faced by enterprises today. Inject more development vigor and motive force to the enterprise.
【學(xué)位授予單位】：浙江理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.86;F274

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