Branding Strategies in Fashion Marketing — Case Study of ZARA
Journal: Modern Economics & Management Forum DOI: 10.32629/memf.v5i3.2377
Abstract
This essay introduces the situation of literature on branding, and then analysis the branding strategies of ZARA as a case study from its business model, cooperation, online and offline shops, and social media. Based on the company's branding strategy, the article gives suggestions as well as solutions to the problem.
Keywords
branding strategies, ZARA, fast fashion, co-brand, investment, social media
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[6] Willems, K. et al. (2012) ‘From Armani to ZARA: Impression formation based on fashion store patronage’, Journal of business research, 65(10), pp. 1487–1494. doi: 10.1016/j.jbusres.2011.10.015.
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[8] Gamboa, A. M. and Gonçalves, H. M. (2014) ‘Customer loyalty through social networks: Lessons from ZARA on Facebook’, Business horizons, 57(6), pp. 709–717. doi: 10.1016/j.bushor.2014.07.003.
[9] Arrigo, E. (2015) ‘The role of the flagship store location in luxury branding. An international exploratory study’, International journal of retail & distribution management, 43(6), pp. 518–537. doi: 10.1108/IJRDM-08-2013-0158.
[10] Park, A. et al. (2023) ‘Brand stories in marketing: a bibliographic perspective’, Journal of strategic marketing, 31(3), pp. 635–654. doi: 10.1080/0965254X.2021.1963312.
[11] Gheorghe, C. A. and Matefi, R. (2021) ‘Sustainability and transparency — necessary conditions for the transition from fast to slow fashion: Zara join life collection’s analysis’, Sustainability (Basel, Switzerland), 13(19), p. 11013. doi: 10.3390/su131911013.
[12] Yang, S. et al. (2023) ‘Virtual Fitting Room Effect: Moderating Role of Body Mass Index’, Journal of marketing research, 60(6), pp. 1221–1241. doi: 10.1177/00222437231154871.
[2] Choi, T.-M. (2017) ‘Pricing and branding for remanufactured fashion products’, Journal of cleaner production, 165, pp. 1385–1394. doi: 10.1016/j.jclepro.2017.07.163.
[3] Jin, S. V. and Ryu, E. (2020) ‘Instagram fashionistas, luxury visual image strategies and vanity’, The journal of product & brand management, 29(3), pp. 355–368. doi: 10.1108/JPBM-08-2018-1987.
[4] Li, L. (2023) ‘Fast fashion: business models and strategies for adapting to the COVID-19 crisis’, Journal of fashion marketing and management, 27(3), pp. 452–469. doi: 10.1108/JFMM-04-2022-0077.
[5] Danny Parisi, (2024) ‘ZARA is changing its tune on collaborations’, Glossy, Available at: https://www.glossy.co/fashion/zara-is-changing-its-tune-on-collaborations/#:~:text=Zara%20has%20historically%20been%20light,sneakers%20with%20Playstation%20in%20July.
[6] Willems, K. et al. (2012) ‘From Armani to ZARA: Impression formation based on fashion store patronage’, Journal of business research, 65(10), pp. 1487–1494. doi: 10.1016/j.jbusres.2011.10.015.
[7] Royo-Vela, M. and Casamassima, P. (2011) ‘The influence of belonging to virtual brand communities on consumers' affective commitment, satisfaction and word-of-mouth advertising: The ZARA case’, Online information review, 35(4), pp. 517–542. doi: 10.1108/14684521111161918.
[8] Gamboa, A. M. and Gonçalves, H. M. (2014) ‘Customer loyalty through social networks: Lessons from ZARA on Facebook’, Business horizons, 57(6), pp. 709–717. doi: 10.1016/j.bushor.2014.07.003.
[9] Arrigo, E. (2015) ‘The role of the flagship store location in luxury branding. An international exploratory study’, International journal of retail & distribution management, 43(6), pp. 518–537. doi: 10.1108/IJRDM-08-2013-0158.
[10] Park, A. et al. (2023) ‘Brand stories in marketing: a bibliographic perspective’, Journal of strategic marketing, 31(3), pp. 635–654. doi: 10.1080/0965254X.2021.1963312.
[11] Gheorghe, C. A. and Matefi, R. (2021) ‘Sustainability and transparency — necessary conditions for the transition from fast to slow fashion: Zara join life collection’s analysis’, Sustainability (Basel, Switzerland), 13(19), p. 11013. doi: 10.3390/su131911013.
[12] Yang, S. et al. (2023) ‘Virtual Fitting Room Effect: Moderating Role of Body Mass Index’, Journal of marketing research, 60(6), pp. 1221–1241. doi: 10.1177/00222437231154871.
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