学习ZARA好榜样

ZARA:a good example to learn from

ZARA为什么这么红?多年来,模仿者不少,但成功者寥寥。经济危机呼啸之后,中国的服装纺织业"很受伤"—国际贸易不确定性增加、原材料成本上涨、劳动力成本优势减弱等一系列问题,导致了服装行业的利润空间直线下降。有关方面预测,中国2008年全年纺织品服装出口增幅在5%以内,而2009年将出现5%的负增长。"剩者为王"的调侃一时间流行起来。这是一个最坏的时代,还是一个最好的时代?对这些"剩者"来说,是"痛定思痛"的时候了。在过去的五六年中,ZARA每年都达到了25%的增长。即便是在2008年欧洲陷入衰退的时候,它第三季度增长速度仍然达到了18%。ZARA的核心竞争力来源于它"零售运营体系、经营分析体系、商品企划体系、供应配送体系和IT支撑体系"这五部分的体系化。而ZARA带给中国同行更多的经验是"ZARA的思维"。

Why is ZARA so hot? Over the years, despite quite a number of imitators, few have succeeded. Affected by the economic crisis, profits of China’s apparel industry are plummeting due to uncertainty in international trade, rising raw material costs, shrinking labor cost advantages, etc. Though 'survivor is the king,' it’s time for them to recall and learn from painful experience. In the past 5-6 years, ZARA achieved a 25% increase per annum. Even when Europe went into recession in 2008, its growth rate in the third quarter reached 18%. ZARA’s core competitiveness stems from five systemizations, i.e 'retail operating system, business analysis system, supply distribution system and IT support system.' For the Chinese counterparts, 'ZARA thinking' is valuable.