歐洲快時尚品牌Zara競爭策略之研究

A Study on the Competitive Strategy of the European Fast Fashion Brand Zara

江佳蓉(Chia-Jung Chiang)

優勢競爭 ； 競爭策略 ； 差異化策略 ； advantageous competition ； competitive strategy ； differentiation strategy

修平學報

45期（2022 / 09 / 01）

73 - 84

繁體中文;英文

我們的研究目的是透過Barney（1991）所提出持續競爭優勢資源的四個特性，來探討Zara的競爭優勢；也透過Porter（1980）提出的差異化策略，來分析Zara的競爭策略，從而瞭解Zara在新冠肺炎疫情期間，銷售額能夠有如此般驚人復原力的原因。在這項研究中，我們得到了令人深刻的發現，Zara的競爭優勢為（1）是由顧客創造時尚、製造出顧客的時尚。（2）一件服裝從設計到上架販售之間的過程，最短可以壓縮到12天。（3）全球最有彈性、最有效率的供應鏈，讓競爭對手無法模仿與取代。而Zara在疫情期間的差異化競爭策略為（1）實體門市與電商平台結合。（2）產品導入RFID標籤，讓疫情期間的庫存，透過電商平台大量出售。（3）「線上下單，到店取貨」的營運模式，讓顧客不必在門市久留，又比送貨到府更有效率。

The purpose of our research is to explore Zara's competitive advantage through the four characteristics of sustainable competitive advantage resources proposed by Barney (1991).We also analyze Zara's competitive strategy through the differentiation strategy proposed by Porter (1980), and understand the reason why Zara's sales can have such amazing resilience during the epidemic. In this research, we have made a profound discovery that Zara's competitive advantage is (1) creating fashion with the customer at its core. (2) The process from designing a garment to being sold on the shelves can be shortened to 12 days as short as possible. (3) The most flexible and efficient supply chain in the world, making it impossible for competitors to imitate and replace. Zara's differentiation strategies to increase competitive advantage during the epidemic include: (1) the combination of physical stores and e-commerce platforms; (2) The products are imported with RFID tags, so that the inventory during the epidemic can be sold in large quantities through the e-commerce platform; and (3) The business model of "order online, pick up at the store" which eliminates customers' need to stay in store for a long time, and is more cost efficient than home delivery.

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3. Zara 年報: https://www.inditex.com/en/investors/investor-relations/annual-reports，最後瀏覽日:2022 年 5 月 1 日。
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