Strategic Marketing Planning Report: ZARA Fashion Retail Analysis

This report provides a comprehensive analysis of strategic marketing planning, focusing on the fashion retail company ZARA. It begins with an introduction to strategic marketing planning, emphasizing goal setting and the analysis of internal and external business factors. The report then delves into environmental analysis, utilizing Porter's Five Forces and PESTLE analysis to assess the external business environment, including the bargaining power of buyers and suppliers, the threat of new entrants and substitutes, and competitive rivalry. A SWOT analysis is also conducted to evaluate ZARA's strengths, weaknesses, opportunities, and threats. Furthermore, the report outlines specific, measurable, attainable, relevant, and time-bound (SMART) marketing objectives. It examines various marketing strategies, including social media marketing, email marketing, and paid media marketing, and concludes with a discussion on the importance of monitoring and controlling the marketing strategy. Overall, the report offers valuable insights into ZARA's marketing approach and provides a framework for developing effective marketing strategies in the retail industry.

Strategic Marketing Planning

TABLE OF CONTENT
INTRODUCTION.................................................................................................................................3
TASK 1.................................................................................................................................................4
Environment analysis........................................................................................................................4
Marketing objectives.........................................................................................................................6
Marketing strategy selection..............................................................................................................7
Marketing mix...................................................................................................................................8
Market targeting and positioning:....................................................................................................10
Implementation, control and evaluation...........................................................................................11
TASK 2...............................................................................................................................................12
Importance of monitoring and control of marketing strategy...........................................................12
CONCLUSION...................................................................................................................................14
REFRENCES......................................................................................................................................15

INTRODUCTION
Strategic marketing planning can be understood as one of the most advanced
procedure where it involves setting goals and varied functional objectives based on internal
and external business factors where there are product planning analysed, project
implementation factors worked on. ZARA is one of the best advanced highly innovative
retail company within fashion global industry producing best advanced new innovative
products and services , having high range of functional innovation services and also catering
to wide advanced determinants. The report in first task will be analysing environmental
analysis in context of micro and macro factors where there shall be focus governed on
marketing objectives. The study will be also discussing focus on innovative market targeting
and position metrics for stronger working growth, evolution of new functional work synergy
and also for stronger working aspects on larger domains. The study will be also explaining
importance of implementation, control and evaluation aspects, for stronger working synergy
and longer run evocative plans which shall enables industry domains to be widely
competitive where ZARA is working for strategic marketing planning.
Retail industry and marketing mix factors
The fashion retail industry is one of the widely acclaimed retail industry among
varied aspects within world paradigms for bringing on new scale innovation, larger
best fashion products and also productively focusing on global competitive scenarios.
The strategiesof marketing mix plays high role of importance among work growth
efficacy where ZARA ha been aiming to reach on varied aspects of new functional
competitive standards and leveraging new scale active growth among operations.
Products, price, place and position are the marketing mix factors within marketing
departmental role for developing stronger pace scenarios.

TASK 1
Environment analysis
The Business environment analysis is understood to be highly important for growing
wider into strategic planning aspects where ZARA shall focus to bring on new functional
goals, higher advanced stronger new creative domains and also for gaining higher revenue
profits, consumer goodwill on longer time run. External business environment can be
understood by analysing factors of Porter 5 force analysis where there are various
competitive paradigms determining high competitive growth on larger domains (Amankwah-
Amoah, Boso and Debrah, 2018).
 Bargaining power of buyers: ZARA with strong price structural efficiency and
independent supply chain do not have high reliance on suppliers, where the demand
and supply parameters are widely not connected on outsiders structure. The
bargaining power of suppliers is not on wide domains impacting company structural
performance parameters where there is high keen growth towards higher advanced
structural goals which keeps on keen advanced synergy on stronger paradigms.
 Bargaining power of suppliers: ZARA bargaining power of buyers is also limited as
customers are ready to pay higher with best quality products and services, catering to
higher active domains which will evolve on varied domains. The bargaining powers
are limited which makes the functional scenarios widely limited and also widely
operated only towards new marketing strategies.
 Threat of new entrants: ZARA with threat of new entrants will be focusing on
building external competitiveness as the external competitive industry domains have
been widely varying on larger parameters, also brand is facing excessive competition
within external retail fashion industry.
 Competitive rivalry: ZARA has high external competitive rivalry where there are
various new customers preferences dynamically evolving on overall growth scenarios,
innovative business goals and for creating advanced technical evolution metrics. The
brand has been also seeing demands for pooling on new strategic investments,
planning for digital promotion aspects where competitive factors are also widely
growing on new scenarios (Bala and Verma, 2018.).
 Threat of substitutes: The threat of substitutes is moderate threat for company as the
company functional scenarios for bringing on quality fashion clothing, high advanced

new wider products and services have wider impact on overall growth domains.
ZARA will be also facing competitive factors and goals where varied substitute
parameters are widely impact on business long term positioning within retail industry
scenarios.
PESTLE ANALYSIS
 POLITICAL: Due to Brexit implementation ZARA faces high level of
international competition for expanding into international domains where
increased price structures with higher taxes for exports in European countries will
negatively impact goodwill and business revenue targets.
 Economical factors analysis: The economical varying parameters among varied
conditions also play high important role for governing innovation and smarter
focused synergy, which boosts new functional diversity aspects which ZARA
shall positively keep under focus.
 Social factors: ZARA shall focus on dynamic consumers preferences within
social paradigms and to keep innovative functional aspects actively wide for
keeping on larger goodwill horizons actively focused on within fashion retail
industry.
 Technological factors: ZARA shall focus on bringing on new technology aspects
and factors for producing larger vision oriented advanced fashion products,
services among large varieties of customers.
 Legal factors: ZARA must also legally compile with all legal obligations where,
which keeps on larger goals diversifications for growing determinants which will
give also push to innovation.
 Environmental factors: ZARA will be able to cultivate new environment friendly
clothing and fashion retail industry for gaining innovation aspects for target
growth.
SWOT Analysis:
It can be also analysed that internal factors of business environment within ZARA
have been found to be widely strongly impacting larger goals efficacy widely and also
analysed, on varied domains where Zara factors within internal analysis are as follows:

 Strengths: The brand has high goodwill among consumers due to best quality
aspects of fashionable clothing and apparels, where innovation has been widely
growing on as main aim to be adopted on new level growth aspects. It can be also
practically analysed that strength of brand development opens up path for brand
to work on untapped horizons of goodwill among customers.
 Weaknesses: It can be also understood that currently ZARA has to upscale and
invest on strategic marketing paradigms, also keenly evolve on new aspects of
stronger factors of larger scenarios of innovation within clothes and services
among consumers. The internal lacking synergy and focus towards customer
oriented digital services have to be enhanced widely, where new aspects on larger
keen growth opens up domains of strategic vision on longer term.
 Opportunities: ZARA within greater business opportunities at future looks
towards opening up retail stores and digital presence within various untapped
platforms and for serving people with best digital networking on higher evocative
paradigms. Large up scaled business opportunities connect goal and vision of
ZARA for being the top retail fashion brand, has been widely analysed as major
parameter for vision oriented growth (Carvalhosa and et.al 2017).
 Threats: ZARA has threat from varied competitive retail industry where various
companies and businesses are coming on with large technical innovation,
productive scenarios for best consumers services where retail industry are largely
active on new quests. The business has been facing high competitive functional
governance aspects, within business goals development onto where brand shall
focus on larger goals .
Marketing objectives
SMART objectives can be understood to be one of the most evolving concept where
there are higher growth scenarios analysed for building new active growth scenarios, for
targeting overall innovative active growth in fashion retail industry domains. The marketing
objectives will be producing large evocative focus towards new functional innovation
aspects, creative goal encompassment factors and also upscale productive growth towards
technical aspects of digital promotion onto varied platforms of new edged marketing
scenarios. Importance of marketing selling objectives is widely essential for gaining stronger
new advanced functional aspects, also for technically new aviation larger goals efficacy
within dynamic leveraged goals. It can be also analysed that resourceful strategic planning of

new functional marketing is widely essential for stronger yielding paradigms of networking,
where large scaled products and services not only open up keen goals and also work on larger
arenas. ZARA as one of the best retail company within retail industry has been actively
growing on stronger working domains where smart objectives framing are as follows:
 Specific: ZARA will be specifically focusing on bringing on new innovative
sustainable eco friendly new products within fashion retail industry where brand has
to compose strategic marketing plan for overall target growth. Marketing will be done
specifically based on stronger market domains, higher active growth operational
innovation and for creating wider reach on larger productive scenarios based on
consumers preferences (Dastane, 2020). The mark 4, will be given to this. Measurable: The targets and specific marketing initiatives will be measurable and
based on new functional scenarios, for technical innovation actively growing towards
competitive domains and specialisation aspects. ZARA has to factor on growth in
measurable growth avenues, to leverage new paradigms within higher technical
governance and also for stringent innovation. Mark 3 Attainable: ZARA will be forming attainable targets where there are various new
targets attainable formed on larger paradigms, leveraged on keen growth arenas and
where they will be targeted to be attained on time period of 6 months. The attainable
metrics shall be also composed on functional innovation and higher active growth
aspects, for stronger goodwill horizons and for stronger working force. Mark 4
 Time target: The 6 months time period will be time target and also based on new
aspects of larger functional domains specialisation parameters, for creating strategic
planning instrumental for functional advancement on longer time run and overall
targeted growth avenues. This period will be also focusing to bring on new
innovative time target strategic planning where brand planning and focused for
technical evolution will bring on keen competitive growth (Chaffey, 2019). Mark 5
Marketing strategy selection
There are various innovative marketing strategy which will be analysing new aspects
of larger functional scenarios within retail competitive industry domains and for technical
innovation on varied levels, which will be also potentially working on stronger new quest
horizons. Marketing strategies are widely analysed to be strongly essential for active growth
among consumers goodwill metrics, larger technical growth goals and for working towards
new potentialities which will evolve on larger goal efficacy widely. By working on best

marketing and promotional strategies ZARA will be also able to highly promote new scale
active growth within untapped arenas, where retail industry has large competitive scenarios
at business aspects.
 Social networks and viral marketing: ZARA by using social media marketing
through digital networks and viral innovative marketing will be able to gain stronger
working operational metrics. The viral marketing through social networks will be
bringing on varied functional determinants on stronger domains for technical growth
on larger goals efficacy and also for reaching wider consumer markets. You Tube,
Facebook and various other digital media channels are the platforms for best online
marketing where there are larger paradigms growth analysed for stronger working
performance scenarios for ZARA to be innovative for marketing among consumers/
 E mail marketing: The email marketing has been also primitively analysed to be one
of the best advertising and marketing strategy where ZARA will be able to connect
with consumers on email marketing promotion parameters. It can be also understood
that there is new functional growth synergy where brand aims for growing efficiency
and fast evolving factors for larger new promotional scenarios on which there is
larger functional growth. The email marketing will enable diverse functional target
consumers domains on which keen growth and larger determinants will be able to
pertain high focus on evolving paradigms (Cateora, Gilly. and Graham, 2020).
 Paid media marketing: The paid media marketing is also one of the keen innovative
marketing strategy where the new functional innovative diversity is wide, and also for
growing new quest horizons for technical innovation. Many platforms are widely
worked on through which ZARA will be able to enter into untapped arenas of
consumers, higher keen aspects of new functional domains and also for keen
exploration metrics through which stronger working leverage can be attained for
longer goodwill domains\
Ansoff Matrix
The Ansoff Matrix will be used to functionally be widely innovative based on
advanced new marketing strategies and also focus on enlarged vision formation for
gaining higher technical goals achieved at time period.

 Market development: ZARA will be using new functional aspects of innovation
within products developing for gaining stronger functional aspects and also for
generating larger goals.
 Market penetration: ZARA will be focusing on untapped arenas within business
horizons where there shall be larger investments developed on stronger goals
diversification.
 Diversification: ZARA will be diversely focusing on varied new products and
services among business horizons, where there are higher new functional
developed on larger goals.
 Product development: Producing new advanced strategies for gaining larger new
focused paradigms of evolution within business (Wang. and Kim, 2017).
Marketing mix
Marketing mix refers to strategies, tricks, action, etc. to promote the brand and
company in the market in order to generate the revenue. Zara uses a perfect model of
marketing mix to achieve its objective which is already decided in the past by the
management of the firm. Marketing mix is important for the brand to complete its supply
chain easily. Company always follows the action plan to complete the task smoothly in
the market in order to achieve the desired goal of the group.
PRODUCT
 Zara is one of the leading brands in clothes and accessories in the competitive market
of the world. Brand offers a wide range of clothes and accessories for men, female
and kids prevailing in the market. Zara products includes such as clothes, shoes, bags
and accessories (Zara Marketing Mix (4Ps) Strategy, 2020). It deals in both formal
and casual product category in the market. Company products come under the luxury
range of the products in the world.
PRICE
 Company pricing of products is low when been compared in the competitive. Zara
doesn’t spend much on the advertisement of its products in the market so as to
maintain the low price in the market. It focuses on providing of quality products to the
consumer. Zara fashion is cheap in the market so as to capture the sales market share
through internationals stores located across the world.

PLACE
 Zara stores which are located in the different place of the world are mostly been
owned itself by the company. Company also covers the sales market through online
channels. Various mode of sale of products of the brand provides an advantage in
increase off sales volumes and profits margins for the firm which are require to run
the distribution channels easily. Managers of the stores have a regular check over the
supply of the products so as to satisfy the consumers. All the stores of the company
are located at the prime location of the market inn order to attract the customer.
PROMOTION
 Company believes over the quality of product which helps in generating sales volume
through mouth publicity and social media. Zara doesn’t spend much over the
advertisement and campaigns. Zara focuses on opening of new stores in order to
connect through its customers. Company don’t feel on using expensive marketing
tools in order to provide quality products at reasonable price to the people in the
market to generate the revenue.
Physical distribution
 Zara have more than 2,238 stores in 96 countries across worldwide that helps in quick
delivery of products and services to end users so that it need can be fulfilled.
Company by provide better qualitative products and services have build strong brand
image in minds and hearts of millions of customers. Thus, it has strong presences in
international market that helps ZARA to enjoy high profitability and market share.
People
 There are152,854 employees with Zara that are highly talented and dedicated to work
for growth and success of organisation (ZARA’s Competitors, Revenue, Number of
Employees, Funding, Acquisitions & News, 2020). Company have used different
management styles and techniques to make employees happy and satisfied so that it
can gain competitive advantages.
Process:

 ZARA uses smart innovative procedures of functional innovation within retail
industry for larger technical growth among larger domains among consumers
services, digital networks and also focuses on keeping diversity.
Market targeting and positioning:
ZARA by strong innovative market targeting, segmenting and positioning will be able
to position itself on competitive hemispheres, with new market targeting strategies based on
specific functional growth scenarios and also for productive diversity among marketing
scenarios. I The market targeting focuses on overall growth paradigms, for functional
stronger functional efficiency and new creative technical goals which strongly grows brand
name into global retail industry where there are higher demands worked on. Marketing
targeting functionally operates on quest horizons, for keen productive goals and keen higher
goals efficacy onto larger new parameters which will evolve on wider productive parameters.
 Multi segment targeting: This strategy is based on multi segment targeting where
there are various functional domains practiced for working on overall consumers
based segments based on products, services optimisation and also for technical
evolution on higher efficiency. ZARA will be able to yield on multi segmenting
targeting by working towards new functional productive scenarios by yielding focus
on new quest horizons which will avail positioning benefit for targeting new products
diversification on longer run.
 Concentrated marketing: This strategy shows focus where products are developed
and marketed for well defined and specific segments on the consumers working
scenarios, where ZARA within retail industry will be gaining functional domains of
overall productive growth. It can be understood that ZARA with concentrated
marketing there will be rise on overall productive scenarios and new rise within large
functional domains of competitive industry aspects, which composes rise within
goodwill.
 Undifferentiated marketing: This is also widely innovative marketing strategy for
targeting and positioning consumers variably where there is active determinants
growth and also larger vision formulated towards new quest paradigms which
enhances new goal functioning. ZARA will be able to frame its position within
competitive industry paradigms by keeping stringent diversity aspects among
consumer’s business goals and also for connecting on larger scenarios for higher keen
quest operations (Low, Ullah, and Lee, 2020).

 Positioning consumer’s satisfaction factors: ZARA will be able to productively
work on new active vision, higher quest arenas of functional domains among
customer’s satisfaction paradigms by opening up new leveraged scenarios where
consumer’s goodwill gives boost to brand image. It can be also analysed that by
positioning new resourceful aspects and customer’s satisfaction aspects, there is larger
domains specialisation built on new paradigms of standardised productive diversity.
The retail industry also actively opens up demands among consumers for productive
new factors of specialised services, where ZARA has wide business opportunities.
 Digital marketing, online advertising , online market awareness, online promotion,
pricing and cost leadership along with brand awareness will be able to widely enhance
stronger working horizons (Patil and Bach, 2017).
Implementation, control and evaluation
The business scenarios are widely worked on higher evocative paradigms by
generating implementation, control measures and evaluation on larger productive aspects
through which ZAR overall strength is functionally enhanced for longer time frame. Retail
industry operational control and evaluation techniques are widely essential for target growth
and new avenues generation for which company has been progressively building new quest
horizons.
 Setting performance benchmarks: By setting performance benchmarks ZARA will
be able to productively bring on diversified growth operational paradigms, also
generate stronger working goals with evaluative scenarios. Retail industry is widely
growing on technical standards which also keenly promotes stronger operational
innovative determining targets in future and also encompass higher active growth on
larger technical avenues. Through this it can be also understood that retail industry
business is widely important and growing on technical specialised scope horizons
where it becomes highly necessary for also evolving new products and services on
wider levels.
 Measuring revenue standards: ZARA by using measuring revenue standards will be
able to pursue stronger functional goals and diversification of various products,
services will be able to yield new goal advancement. The retail industry is vastly
evolving on analytical metrics within revenue aspects where ZARA will be able to
also functionally enhance new competitive determinants. The revenue standards
highly enable business to diversify strategically and also promote new active domains

of evaluative goals which also keenly develops higher optimisation on varied keen
growth arenas (Herhausen, Miočević and Kleijnen, 2020).
 Analytical corrective actions: ZARA by using new analytical corrective actions and
exploring evaluation metrics within business horizons where there is keen growth
aspects will be able to productively invest strategically and also productively evolve
on wider domains. The analytics such as how fashion retail industry is operating is
widely growing on competitive paradigms will be able to position its goodwill on
higher quality domains which keenly also enhances new functional performance
goals on varied levels.
 Checking digital platforms reviews: ZARA by keeping focus on development factors
by checking digital platforms reviews will be able to evaluate, monitor and also work
on goodwill factors within various segments of consumers. This strategy will enable
to yield diversified focus on stable economical growth among various untapped
arenas, for stronger yielding synergy onto larger arenas, with best customised digital
services. This can be directly done by strategic planning and new goal diversification
parameters within networks of social media communication aspects, keen goals
advancement onto larger vision aspects and also determining larger scope (Vieira, de
Almeida, and Arunachalam, 2019).
TASK 2
Return on investments
The return on investments can be understood as ratio between net profit and cost of
investment where it can be understood as return from investment ratios gains comparatively
favourable for cost, to enhance larger commercial profits within varied business scenarios.
The RIO is used to evaluate efficacy of revenue targets within investments for comparing
working goals efficacy aspects and varied investments goals actively. RIO within ZARA will
be attained for larger growth efficacy within strategic vision efficacy aspects, new keen
evolution metrics and functional competitive goal enrichment within informative scenarios
(Hänninen and Karjaluoto, 2017).

Importance of monitoring and control of marketing strategy
It can be understood that importance of monitoring and control within strategic
marketing plans are widely essential aspects for company to actively grow on diversified
target growth which will not only promote active revenue standards, also for determinants to
actively be diversified. ZARA with new skilled monitoring techniques be implemented will
be able to communicate vision among stakeholders and shareholders, where there is keen
evolution actively worked on for stronger innovative marketing aspects in future. Strategy
implementation and control are analysed to be highly important within longer time run factor
where ZARA has been widely evolving on new metrics, stringent paradigms of new
functional innovation and also leverage control measures to the varied deviations found
which are hindering growth (Hanlon, 2019).
Strategy audit: The strategy audit profoundly evolves wide focus towards keen active growth
operational paradigms where innovation and explorative diversity is strongly analysed, by
keeping larger innovative focus towards keen active domains on longer time frame. It can be
also productively analysed that ZARA within retail industry by strategy audit will be able to
gain analysis of correct results and parameters of evolving aspects where businesses are
heading forwards, and also there is stronger functional active demands among consumers.
This is productively also analysed to be highly wide aspects on which controlling factor of
marketing strategies can be understood within larger scenarios for keeping up with efficacy
on longer time frame. Strategy audit is also widely analysed to be highly productive and
keenly evolving on larger parameters on stronger functional grounds where it will also
measure analysis among consumer’s feedbacks (Gaitniece, 2018).
1. Benchmarking of operations: The benchmarking of operations is also widely analysed
to be highly productive scenario for keeping innovation at benchmark, operational
growth factor and also to enhance larger new determinants for target growth among
larger customers arenas. ZARA within retail sector is widely aiming for diversification
of products and services where best products, services are widely functionally essential
and also there is active demand for target growth. Retail industry also holds the
essential demand for new keen revenue functional aspects on which implementation and
control measures by keeping focus on benchmarking is widely essential for larger
efficacy on wider domains. ZARA by focusing on benchmarking all data within
operational functional domains within various departments shall be able to keenly grow

on larger aspects of new targets, and also widely focused market position which will
also leverage new goal diversification widely (Fill and Turnbull, 2016).
2. Business process reengineering: This is also one of the highly innovative diversified
monitoring and control analysis techniques where it involves radical redesign of core
business procedures for target improvements and functional growth within productivity
arenas. The business procedures are widely operated on company’s business analytical
synergy for active productive display and for new functional synergy which also
enhances new creative arenas. ZARA by implementing business process reengineering
will be able to yield focus on improved scenarios efficacy and functional productive
aspects, which keenly evolves on quality factor and also determines new horizons for
target growth on functional aspects of higher active growth. The steps of business
process reengineering is considered to be widely focusing on larger scale active growth
and vision formulation scenarios, where steps are as follows (Dwityas, Mulyana and
Putrianti, 2020).
3. Setting vision and business goals: This factor focuses on setting diversified target
vision and long term business goals at company standards for stronger working
efficiency, which keenly evolves on larger paradigms for ZARA within future
operational growth. This will also enable new market synergy analysis for creative
evolution paradigms and also upscale target growth and goodwill parameters for larger
functional stable development
4. Establishing competent monitoring teams: Another factor is focused on establishing
competent monitoring teams within various departments which will keep focus on
generating larger functional goals diversification on varied paradigms. It can be also
profoundly understood that the monitoring when done by teams with strong skilled
employees enable to keep focus on larger synergy parameters, efficacy of operational
scenarios and also to monitor new aspects widely (Baker and Hart., 2016).
5. Evaluating current procedures: The various factors analysed from situational analysis
will enable evaluating varied current procedures in company , for gaining functional
scope among larger scenarios which will keenly bring active changes at force. ZARA
will be able to enhance its position within competitive industry widely with determined
horizons of larger scope segments for generating stable growth and new quest arenas for
larger goal scenarios of goodwill development.
 Implementation of redesigning procedures: The working on implementation of
redesigning procedures will also functionally bring push to new elements within

redesigning aspects, higher potentiality growth among business horizon and enter into
untapped domains. ZARA has been also productively producing high focused aspects
of new developed aspects by keeping active growth for gaining new large scenarios
efficacy in longer run and also be productive on stronger parameters (Desai, 2019).
CONCLUSION
The report has concluded various steps of strategic marketing planning where ZARA
has to focus on internal and external business factors where businesses have to widely
explore on larger investment horizons with analysis of swot model and porters model. Study
has concluded smart objectives for ZARA marketing parameters where digital marketing will
be done for reaching untapped horizons of consumer’s goodwill. Report has also concluded
market targeting and positioning strategies for advancement on varied functional arenas and
exploration of new innovative goals which will develop larger revenue. Study has concluded
assessment of 7p’s of marketing mix, implementation and control evaluation aspects through
which controlling factors will be put strategically. The study has also in detail concluded
varied paradigms of keen growth domains within larger technical aspects, leveraged quest
horizons of goodwill and also to focus on best monitoring strategies.

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ONLINE
ZARA’s Competitors, Revenue, Number of Employees, Funding, Acquisitions & News,
2020, [Online]. Available Through :< https://www.owler.com/company/zara>.
Zara Marketing Mix (4Ps) Strategy, 2020. [Online]. Available Through:<
<https://www.mbaskool.com/marketing-mix/products/16999-zara.html>.