We have made this strategy to launch Zara in Pakistan. Its just for an academic purpose.

1. ZARA LAUNCH IN
PAKISTAN
STRATEGIG MARKETING PLAN

2. GROUP MEMBERS
 DANISH ALI
 FAHAD AIJAZ SIDDIQUI
 IMRAN ZULFIQAR
 MEHWISH HUSSAIN
 MUHAMMAD SAFWAN
 PRESENTED TO: MR FAZAL RABBI

3. OVERVEIW
 Zara is a Spanish clothes and accessories brand, it is the flagship
brand of the Inditex group. Few clothing brands keep up with the
latest fashion, are of high quality and yet, affordable. It is probably
the amalgamation of all these qualities that made Zara, the Spanish
clothing brand become the go-to fashion brand for all.


4. ZARA’S CURRENT
BUSINESS SITUATION
 FORBES: 53 MOST VALUABLE BRAND
 FLAGSHIP BRAND OF INDITEX WITH AROUND 2100
STORES WORLDWIDE
 A UNIQUE ABILITY TO DEVELOP NEW PRODUCT
AND LAUNCH WITHIN ONLY TWO WEEKS
 ADDED 77 STORES IN 2015 IN ITS PORTFOLIO

5. ZARA’S MISSION
“Zara moves at the pace of society, fashion ideas, and trends
that society itself has natured. Hence its success among
people, cultures & generation that, inspite of their
differences, share a special sensitivity for fashion”.

6. ZARA’S VISION
“To meet and satisfy the desires of
customers, we always engage in
innovating our business. we promise
excellent quality clothes with unique
designs”.

7. SITUATION ANALYSIS
Zara a customer centric company whose business model
rotate around customer demand.

8. FIVE KEYS OF THE ZARA’S
BUSINESS MODEL
CUSTOMER
STORE
LOGISTICS
TEAMS
DESIG
N &
PRODU
CTION
A business model is a description
of how a business creates and
delivers value, both for the
customer and for the company. It
is a short-hand description of the
business of a company or
business unit. The description is
at a high level of aggregation and
provides a quick “big picture”
overview. If we describe the
business model of a specific
company we focus our description
on those components that are the
most important for the value
creation of the company, and that
set the business model apart from
the others.

9. CUSTOMER
“THE MAIN DRIVING FORCE BEHIND
THE ZARA’S BRAND”
STARTING POINT FOR ALL ZARA
ACTIVITIES

10. STORE
“MEETING POINT BETWEEN THE
CUSTOMER AND THE ZARA FASION OFFER”
 2100 Stores collect information regarding customer demands
 New products introduced twice a week
 Meticulously designed shop windows
 Maximum attention to interior and exterior architectural design
 Appropriate coordination of garments
 Excellent customer care

11. DESIGN & PRODUCTION
“INSPIRATION COMES FROM THE STREET,
MUSIC AND ART…. BUT ABOVE ALL, THE
STORE”
 Proximity of production facilities
 Immediate reaction to trends
 Continuous work for all teams
 Managers- Teams- Customer demands
forms- designs- fabrics- compliments
 2400 suppliers, 260 designers

12. LOGISTICS
“HIGHLY FREQUENT AND CONSTANT
DISTRIBUTION PERMITTING THE
OFFER TO BE CONSTANTLY
RENEWED”
 Millions of garments distributed
 6000 employees at logistics locations
 Designed with maximum flexibility
 Customer oriented

13. TEAMS
“TEAMS WITH VAST SALES KNOWLEDGE
GEARED TO TOWARDS THE
CUSTOMERS”
 150,000 critical-thinking professionals
 Customer oriented
 Make the store a pleasant environment
 Apply corporate, social and environmental responsibility
in day-to-day work

14. ZARA’S PERFORMANCE
BRAND
VALUE
25.1$
BILLION
SALES
19.7$
BILLION
2100
STORES
7000 Inditex
91
COUNTRIES

15. ZARA’S PRODUCTS
ZARA
WOMAN
ZARA
BASI
C
ZARA
TRF
ZARA
MEN
ZARA
KIDS

16. ZARA’S BRAND IDENTITY
PRISM

17. ZARA’S STARTEGIC MARKETING
OBJECTIVES
“OVERALL MARKETING OBJECTIVE:
INCREASE THE CUSTOMER EQUITY”
 Increase the customer satisfaction
 Increase brand awareness and favorable attitudes among
consumers
 Continue to grow by extending the Zara fashion brand

18. INDUSTRY
“HIGH STREET FASION BRAND”
 INDUSTRY TREND
 Democratization of luxury
 Street trends
 Designer houses
 KEY SUCCESS FACTORS
 Differentiation
 New fashion consumer

19. CONSUMER ANALYSIS
“TODAY’S FASHION CONSUMER”

20. CONSUMER ANALYSIS
“MORE CHOICE, MORE EDUCATED,
MORE SAAVY AND DEMANDING”
“NEW BREED OF SHOPPERS”
 LOYALITY
 VARIETY
 FRESHNESS

21. LOCAL COMPETITORS
 Levis
 Outfitters
 Dockers
 Dinners
 Denizen
 Royal Tag

22. COMPETITOR’S
ANALYSIS
 Swedish multinational c
lothing-retail company
 SALES: $20.2 billion
 4000 stores
 62 countries
 Brand value: $16 Billion
 Brands: COS, & Other
Stories, Cheap Monday,
Monki, Weekday

23. COMPETITOR’S ANALYSIS
 American worldwide
clothing and accessories
retailer.
 SALES: $16.4 Billion
 3727 stores
 34 countries
 Brand value: $12.2 Billion
 Brands: Banana
Republic, Old
Navy, Intermix, and Athleta

24. COMPETITOR’S ANALYSIS
 Japanese casual wear designer,
manufacturer and retailer
 SALES: $16.6 billion
 1400 stores
 16 countries
 Brand value: $9 Billion
 Brands: Comptoir des Cotonniers,
GU, Helmut Lang, J
Brand, Princesse Tam Tam

25. COMPETITOR’S ANALYSIS
 Irish clothing retailer
 SALES: $ 7.5 billion
 325 stores
 11 countries
 Brand value: $6 Billion
 Products: New born and kids
clothing, women's wear,
men's wear, home ware,
accessories, footwear, beauty
products and confectionery.

26. COMPETITOR’S ANALYSIS
 American retailer that focuses
casual wear for youngsters
 SALES: $ 3.7 billion
 1244 stores
 11 countries
 Brand value: $6 Billion
 Brands: Abercrombie Kids,
Hollister Co., Gilly Hicks,
Ruehl No.925

27. ANALYSIS OF INTERNAL
ENVIRONMENT OF ZARA1. Resource Capabilities
Zara is deployed within the flexible and integrated Inditex business
model (Inditex, 2012).
2. Customer Driven
Zara offers a convincing mix of up-to-date styles and value at reasonable
prices.
It has a unique creation policy for Inditex:
36,000 fresh designs per year; about one-fourth go into creation.
Fresh items arrive in stores 2-6 times per week.
It relies on straight communication – very little traditional advertising:
Every day in-store feedback allows constant adjustment of collections.
 Phone discussions between shop managers and market experts ensure
that the styles are desirable.
Attractive shops are established in key locations.

28. ANALYSIS OF INTERNAL
ENVIRONMENT OF ZARA3. Distribution and Logistics
Central distribution is conducted from one major location
.
Shops internationally receive delivery twice a week
Orders go to shops within 1-2 days.

29. S
W
O
T
SWOT ANALYSIS

30. STRENGTHS
 Fast delivery of new Products and Trends in market
 Lower Quantities
 HIGH FASION FOR MODEST PRICES

31. WEAKNESSES
 HIGH RESEARCH AND DEVELOPMENT COSTS
 DON’T USE CELEBRITIES
 DOES NOT SPEND MUCH MONEY ON ADVERTISING
 ONE MANUFATURING AND DISTRIBUTION CENTRE IN THE
WORLD

32. OPPORTUNITIES
 Global Market Penetration
 Online Market
 RESPONDING TO CURRENT INDUSTRY
TRENDS
 IDENTIFYING THE NEED FOR THE PRODUCT
IN THE MARKET

33. THREATS
MARKET ENTRY BARRIERS from Local and Global
Competitor's
DESIGN CHALLENGES
EXISTING CUSTOMER REACTIONS
LOW COST IN SWITCHING

34. PORTER’S FIVE FORCES
MODEL OF ZARA
 Rivalry: High
 High exit barrier
 Threat of New Entry: High
High fixed cost
Long sales cycle
 Supplier Power: Low
Vertical Integration
 Threat of Substitute: Moderate
H & M, GAP, Mango
Low buyer’s switching cost
Substantial customer loyalty
 Buyer power: Moderate
Trend fashion
Price

35. ZARA’S STP

36. SEGMENTATION AND
TARGETING URBAN POPULATION
 AGED: 18-40
 MOST FASHION CONSCIOUS GROUP
 WOMEN 65%
 MEN 25%
 CHILDREN 15%
 MIDDLE CLASS AND UPPER CLASS
 CONSCIOUS ABOUT THEIR LOOK
 ENJOY SHOPPING AND SOCIALIZING
 HECTIC LIFE STYLE
65%
25%
15%
SEGMENTATION
Women
Men
Kids

37. POSITIONING
“FAST HIGH FASHION AT
AFFORDABLE PRICE”
“THE ONLY TRUE FASHION BRAND
THAT THINKS ABOUT YOUR STYLE OF
CLOTHING, RESPECT IT AND
DESIGNS SPECIALLY FOR IT”

38. Marketing Strategy

39. CUSTOMER
 MARKET RESEARCH
 FASHION TRENDS
 WHAT THE CULTURE ABOUT
 DEFFERENTIATE ZARA FROM LOCAL COMPETITORS
 DESIGN PRODUCTS THAT COMPLEMENT THE CUSTOMER
FASHION STYLE
 PRODUCT SYMBOLISM
 AIM AT CUSTOMER LOYALTY

40. COST
 MARKET RESEARCH
 LOCAL COMPETITORS PRICE
 ACCORDING TO MARKET NEEDS
 AS ZARA IS NEW FOR PAKISTAN MARKET, SO PREMIUM
PRICE STRATEGY WOULD BE ADOBTED
 BUT FOR MIDDLE CLASS, QUALITY WOULD NOT BE
COMPRIMISED AS PER ZARA’S MISSION

41. CONVENIENCE
 BRAND WILL BE AVAILABLE AT CONVIENT STORES, ONLINE STORES
 CUSTOMERS WILL BE EASILY ACCESSING THE BRAND FROM ONLINE
PORTAL
 24/7 HELPLINE WOULD BE DEVISED FOR TAKING CUSTOMER
ORDERS AND COMPLAINTS
 DHA, GULSHAN, GULISTANE JAUHAR, NAZIMABAD AND SADDAR
SELECTED FOR THE CONVENIENT STORES

42. COMMUNICATION
 INFORM ABOUT THE NEW BRAND
 CREATE POSITIVE EMOTIONS IN CONNECTION WITH
THE NEW BRAND
 GENERATE CONSUMER INTEREST AND PURCHASE
INTENTIONS

43. COMMUNICATION
ABOVE THE LINE
 PRINT ADVERTISING
 BRAND COMMUNICATION
 INTERNET
 EVENTS

44. ABOVE THE LINE
COMMUNICATION
Consiste
nt with
Current
Strategy

45. COMMUNICATION
 TVS ADS, RADIO ADS
 BILLBOARDS AND NEWSPAPERS ADS
 FEATURING THE BRAND WITH ARISING THE
EMOTIONAL APPEAL OF THE CONSUMER PREPARING
THEM FOR PURCHASE DECISION.
 IT WILL BE TWO WAYS COMMUNICATION ADS. FOR
FEEDBACK AND QUERY RESOLUTION, A PLATFORM
IN THE FORM OF 24/7 HELPLINE AND WEBSITE
LOGINS WILL BE GENERATED SO THAT CONSUMER
CAN BE FACILITATED SMOOTHLY.

46. BRAND COMMUNICATION
 CSR: DEISGN COMPETITION FOR FASHION
STUDENTS
 POSSIBLE MEDIA COOPERATION WITH
MEDIA REALITY SHOWS
 PROMOTE INCLUSIVENESS AND
INDIVIDUALISM

47. PR
 EFFICIENT PRODUCT PLACEMENT IN
MAGAZINES AND NEWSPAPERS
 EDITORIAL COVERAGE WITHOUT ADVERTSING
EXPENSE
 USE THE JOURNALIST AS AN EXPERT SOURSE TO
BUILD BRAND TRUST

48. INTERNET
 USE THE INTERNET WEBSITE AS A MAIN
COMMUNICATION TOOL
 FEATURE THE CSR INITIATIVE TO BUILD THE BRAND
AWARENESS
 FEATURE VIRAL VIDEOS
 USE THE CONSUMER EXPERIENCE TO BUILD BRAND
TRUST
 USE INSTAGRAM, FACEBOOK, TWITTER, YOUTUBE FOR
ADS AND VIDEOS POSTING

49. EVENTS
ZARA CELEBRATES
DIVERSITY WITH ITS
LAUNCH
LAUNCH IN 5
LOCATIONS SPECIALLY
IN MALLS
OFFER THE REAL
EXPERIENCE AND
WHAT IT STANDS FOR

50. Conclusion
 ZARA WILL BE THE MOST FAVORITE BRAND IF ALL THE
MARKETING STRATEGY WILL BE IMPLIMENTED IN LINE
WITH ITS VISION
 CONTINUOUS FINANCIAL AND MARKETING SUPPORT
WOULD BE REQUIRED FOR SUCCESSFUL
IMPLIMENTATION.
 A NEW FASHION TREND WOULD BE ADOPTED BY THE
URBAN CLASS