Strategic Marketing Management for Zara - myassignmenthelp.com

Question: Discuss about theStrategic Marketing Management for Zara. Answer: Zara is one of the leading fashion brands that have several branches at a global platform. The major issues faced by Zara in terms of strategic management in the Australian market include centralized distribution system, imitator of fashion designs along with limited marketing and advertising in Australia. Based on the identified issues in the Australian market, the suitable recommendations are furnished below: Fashion creator: Zara needs to be a fashion creator for the Australian market rather than being an imitator. The products of Zara are not exactly a trendsetter but are influenced by the fashion trends in other high-end fashion trends. Zara needs to consider the expectations and demands in terms of the fashion trend for the Australian market. Based on the present demand of the Australian market, Zara needs to design and develop fashionable clothing line and accessories for the target customers. Being a fashion creator rather than an imitator will provide a competitive advantage for Zara to survive in the competitive market (Fletcher Grose, 2012). Expanding the marketing and advertising techniques: Zara implements limited marketing and advertising strategy for the Australian market that eventually limits the power of the brand to reach out to the customers. Therefore, Zara needs to expand their advertising and marketing technique in order to reach out to the potential customers of the Australian market. For example, Zara can localize their probable customers and advertise their products by brochures, pamphlets, billboards along with the implementation of digital marketing. This will help Zara to reach out the probable customers in a particular locality, develop products, accessories, and price accordingly (Wilkie Moore, 2012). Implementing direct distribution channel: Zara needs to implement direct distribution channel for the Australian market. This will provide an opportunity for Zara to have control over all the outlets in the country. Direct control over all the outlets in the Australian market will also provide an opportunity for Zara to maintain a consistency in terms of the service provided. Additionally, the direct distribution will allow the company to develop a positive relationship with the customers thereby, developing the customer loyalty. Moreover, direct distribution by Zara will provide an opportunity for the company to obtain direct feedback from the customers and use them for further improvement. Eliminating the role of intermediaries will also lead to lower distribution costs (Qiang et al., 2013). Pricing strategy: Zara mostly has a high price for the products in terms of the clothing and accessories that make it difficult for all the customers to afford the products. In this competitive market, Zara needs to have a broader approach for the customers such as having a moderate pricing strategy (Hinterhuber Liozu, 2012). Need to increase the reach to customers: Zara needs to reach out to the target customers effectively by developing their marketing and advertising techniques. This will allow Zara to reach out to the far-out customers in the Australian market. This can be done by initiating a blog, encouraging the customer reviews, writing a survey or poll and encouraging people to join the email list of the company (Bhanot, 2012). References Bhanot, S. (2012). Use of social media by companies to reach their customers. SIES Journal of Management, 8(1). Fletcher, K., Grose, L. (2012). Fashion and sustainability: design for change. Laurence King. Hinterhuber, A., Liozu, S. (2012). Is it time to rethink your pricing strategy?. MIT Sloan Management Review, 53(4), 69. Qiang, Q., Ke, K., Anderson, T., Dong, J. (2013). The closed-loop supply chain network with competition, distribution channel investment, and uncertainties. Omega, 41(2), 186-194. Wilkie, W. L., Moore, E. S. (2012). Expanding our understanding of marketing in society. Journal of the Academy of Marketing Science, 40(1), 53-73.