伴隨著經(jīng)濟(jì)增長放緩以及服裝消費(fèi)者消費(fèi)觀念與習(xí)慣的改變,傳統(tǒng)服裝企業(yè)經(jīng)營慘淡;但國外快時(shí)尚服裝企業(yè)卻依然保持良好增長勢(shì)頭,銷售額不斷增加,門店銷售渠道也開始向三四線城市擴(kuò)展�？鞎r(shí)尚服裝是我國服裝市場(chǎng)發(fā)展的重大趨勢(shì)之一,其快速反應(yīng)、平價(jià)、符合消費(fèi)者時(shí)尚需求的特點(diǎn)廣受消費(fèi)者青睞。SPA是一種自有品牌零售經(jīng)營模式,已經(jīng)成為ZARA、優(yōu)衣庫等全球領(lǐng)先的快時(shí)尚服裝企業(yè)最主要的經(jīng)營模式。目前,SPA模式在我國還處在起步階段,探討分析先進(jìn)的經(jīng)營模式對(duì)我國本土服裝企業(yè)乃至整個(gè)服裝行業(yè)的發(fā)展具有重要意義。本文首先界定了快時(shí)尚與SPA模式等概念、闡述了相關(guān)理論,分析了我國目前服裝行業(yè)的發(fā)展?fàn)顩r和本土服裝企業(yè)在經(jīng)營模式上所存在的問題;其次,以國外有代表性的ZARA、優(yōu)衣庫、H&M三家成功的快時(shí)尚企業(yè)為例,對(duì)其企業(yè)市場(chǎng)定位、運(yùn)營中所采用的主要策略等方面進(jìn)行了分析,對(duì)比國外快時(shí)尚服裝企業(yè)與我國傳統(tǒng)服裝企業(yè)的經(jīng)營模式區(qū)別,總結(jié)了國外成功的快時(shí)尚服裝企業(yè)對(duì)我國服裝企業(yè)的啟示。最后,選取H公司在進(jìn)行快時(shí)尚SPA模式的應(yīng)用,通過分析H公司現(xiàn)有營銷策略和存在的問題,提出了針對(duì)于H公司在商品企劃、經(jīng)營信息共享系統(tǒng)、供... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：81 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
Abstract
摘要
Chapter Ⅰ Introduction
    1.1 Research Background
    1.2 Research Significance and Objectives
        1.2.1 Research Significance
        1.2.2 Research Objectives
    1.3 Research Method
        1.3.1 Literature Research
        1.3.2 Case Research
        1.3.3 The Method of Comparative Analysis
Chapter Ⅱ Literature Review
    2.1 The Overview of the Fast Fashion
        2.1.1 The Definition of the Fast Fashion
        2.1.2 The Characteristics of the Fast Fashion Companies
    2.2 The Overview of the SPA model
        2.2.1 The Definition of the SPA Model
        2.2.2 Changes in the Clothing SPA Model
        2.2.3 Main Types of SPA Model
        2.2.4 Characteristics of SPA Model
    2.3 The Research of SPA model
    2.4 The Relevant Theory of STP Marketing Strategy
        2.4.1 Segmentation
        2.4.2 Targeting
        2.4.3 Positioning
Chapter Ⅲ The Situation of the H Company
    3.1 The Overview of the H Company
    3.2 The Organizational Structure of the H Company
    3.3 The STP Analysis of the Target Market of the H Company
        3.3.1 The Target Market Segmentation of the H Company
        3.3.2 The Target Market Selection of the H Company
        3.3.3 Market Positioning of the H Company
    3.4 The Business Model Analysis of the H Company
    3.5 Existing Problems
        3.5.1 Business operation information fails to effectively interface with suppliers
        3.5.2 Insufficient Product Planning Capability
        3.5.3 The Lack of Retail Channel Management
        3.5.4 Lack of Company Management
        3.5.5 Failure to Form an Interest Alliance with Suppliers
Chapter Ⅳ The Analysis of the H Company
    4.1 The Analysis on Clothing Enterprises
        4.1.1 The Current Situation of Domestic Clothing Industry
        4.1.2 The Development Problems of Chinese Clothing Industry
        4.1.3 The Overview of Foreign Fast Fashion Enterprises
        4.1.4 The Analysis on SPA Model Adopted by Foreign Fast Fashion Enterprises
        4.1.5 The Comparison between SPA Model and Traditional Model
    4.2 The Need to Implement the SPA model
    4.3 Implementation of SPA model feasibility analysis
        4.3.1 Similar Market Positioning
        4.3.2 Similar Target Customer
        4.3.3 Similar Price Positioning
        4.3.4 Diversified Design Concept
        4.3.5 Simple Marketing Channel
Chapter Ⅴ Marketing Strategy Analysis and Opitimaztion Strategy
    5.1 Marketing Strategy Analysis
        5.1.1 Product Strategy
        5.1.2 Price Strategy
        5.1.3 Place Strategy
        5.1.4 Promotion Strategy
    5.2 SPA Model Optimization Strategy of the H Company
        5.2.1 Building an Information Sharing Platform
        5.2.2 Optimizing Product Planning
        5.2.3 Strengthening terminal store management
        5.2.4 Optimizing the organizational structure and mechanism of the enterprise
        5.2.5 Strengthening supplier management
Chapter Ⅵ Suggetion for Domestic Apparel Company
    6.1 Establishing strategic partnerships with suppliers and manufacturers
    6.2 Implementing Information Sharing System
    6.3 Efficient Logistics System
    6.4 Strengthening Retail Manangement
    6.5 Strengthening the ability of the brand merchandising planning
Chapter Ⅶ Conclusion and Prospect
    7.1 Conclusion
    7.2 The study inadequacies in this paper
    7.3 Prospects
REFERENCE


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博士論文
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