外文翻譯--奢侈品服裝以及鞋類的行業(yè)簡介

1、<p>　　3200單詞，17500英文字符，5400漢字</p><p>　　LUXURY INDUSTRY PROFILE: </p><p>　　APPAREL AND FOOTWEAR</p><p><b>　　Nguyen</b></p><p>　　Journal of Academic Rese

2、arth, University of Wisconsin-La Crosse</p><p>　　The luxury goods industry is unique in that it is an industry that relies strictly on marketing and promotion to sell products to a specified group of people.

3、 It is also an industry that is well guarded and difficult to find any information on. Although a select few are able to afford luxury goods, the vast majority of people who are exposed to advertisements for certain prod

4、ucts generally have aspirations of being able to own these products someday. The purpose of this research is to analyze th</p><p>　　An overview</p><p>　　US consumers spent around $324.3 billion

5、on apparel, accessories, and footwear in 2002; a 2.9% increase from the $315.3 billion spent in 2001. In 2002 the US population was estimated to be about 288 million with expenditures that equaled an approximate $1,125 p

6、er person (Wagle). Employment levels in apparel and footwear-manufacturing plants in the United States has plummeted in recent decades due to companies’ decision to move production overseas in an effort to lower costs. “

7、According to the U.</p><p>　　Apparel Industry</p><p>　　The U.S. apparel industry is large, mature, slow growing, and highly fragmented (Wagle). “Clothing that is sold in the United States is pro

8、duced both domestically and internationally.” According to the U.S. Department of Commerce, domestic apparel production in 2001 approximately equaled $23.3 billion, a slight decline from $24.7 billion in 2000. Apparel im

9、ports for 2002 approximately equaled $63.8 billion and exports were $5.5 billion, a figure that is continually falling in the past two years.</p><p>　　Footwear Industry</p><p>　　The footwear ind

10、ustry is mature and fragmented like the apparel industry, however its manufacturing base is waning. “According to the U.S. Department of Commerce, 78.9 million pairs of shoes were produced domestically in 2001, versus th

11、e 96.5 million pairs in 2000 (down nearly 20% year to year) and 498.3 million pairs in 1980 (down 84.2%). About 23.8 million pairs of shoes produced in the United States, or about 30% of the total, were exported” (Wagle)

12、. Imports of shoes totaled 1.4 billion pairs</p><p>　　Globalization</p><p>　　The apparel and footwear industry is truly global in scope, in that manufacturers can now sell different products tha

13、t are produced in different countries and spanning many different continents. A multinational strategy is necessary to implement because it allows manufacturers to increase their revenues by focusing on selling their pro

14、ducts in countries with rapidly growing economies. </p><p>　　Effects of Demand</p><p>　　The apparel and footwear industries are most often considered as two separate industries, however they fre

15、quently overlap and companies most often sell goods in both categories. Another thing the two industries have in common is that their consumer demand profiles are similar, in that both clothing and footwear are basic nec

16、essities, but are also discretionary to a certain extent. These industries serve two types of consumers: for the practical consumer, they provide sensible and affordable clot</p><p>　　Components of the Indus

17、try</p><p>　　The apparel and footwear industries provide many different product lines for different groups of people, with products that are tailored to a specified group of consumers based on “observed and

18、anticipated trends and needs” (Wagle). The apparel industry exists in a very competitive environment where companies need to adopt new technologies in order to improve profitability and lower costs. Companies are able to

19、 act as manufacturers (wholesalers), retailers, or both. An example of this is the Gap</p><p>　　Competition in the Apparel and Footwear Industries</p><p>　　The apparel and footwear industries ar

20、e highly competitive and fragmented due to low barriers of entry. It is fairly easy for new companies to enter into the apparel and footwear industry, however most companies lack staying power mostly because resources ar

21、e undercapitalized or there is a “l(fā)ack of broad-based global sourcing” (Wagle). Most small companies who have entered the apparel and footwear market do not have the technology and systems infrastructure used by major re

22、tailers. “They also ge</p><p>　　Role of Technology</p><p>　　Technology has expanded operations of the apparel and footwear industries to a more global scale. It has also provided closer working

23、relationships between retailers and manufacturers. Technology has improved efficiency and has reduced the amount of manual labor. “Rapid improvements in computer technology have helped to shorten the new product developm

24、ent phase from years to practically months, especially in the fashion/style/high-performance areas. Apparel marketers who are linked with retailer</p><p>　　Distribution Channels</p><p>　　Distrib

25、ution is a key factor to the success of apparel or a footwear companies. “It is important for manufacturers to understand customer trends and attitudes toward different retail outlets” (Wagle). Included in retail distrib

26、ution channels are department stores, specialty stores, general merchandise chains, discount stores, and mail order. The main concern of manufacturers is to ensure that the retailers’ prices for branded products matches

27、the brand’s image. Lowering the price of these produc</p><p>　　Customer Loyalty</p><p>　　Customer loyalty is of utmost importance to apparel and footwear manufacturers, who would do almost anyth

28、ing to attract new customers while trying to keep existing customers. “In a market that bombards consumers with advertising campaigns and lifestyle and fashion messages, a brand name is a powerful weapon in these efforts

29、” (Wagle). Brand names are becoming increasingly important to consumers as disposable income and the amount of time consumers are able to shop around is slowly diminishing. Th</p><p><b>　　Trends</b&

30、gt;</p><p>　　These days, consumer demand is driving industry trends that affect apparel and footwear manufacturers. These trends “relate to the size of the various demographic groups, their particular wants,

31、 shopping patterns, and spending power. Changing styles in the workplace and leisure attire are also influencing retail and manufacturing operations” (Wagle). Industry trends include shorter cycles, price deflation, offs

32、hore sourcing, diversifying to survive, and following the demographics. </p><p>　　Shorter Cycles</p><p>　　Retail stores have formerly carried apparel and footwear months before it becomes the se

33、ason’s style. Nowadays, consumers tend to buy closer to need. To keep up with the changing times, manufacturers have to “shorten design, development, production, and distribution cycles” (Wagle). Companies are now puttin

34、g more emphasis into market research to keep up with their customers’ needs and current trends in the marketplace. </p><p>　　Price Deflation</p><p>　　“Average selling prices for most apparel and

35、 footwear have seen a long-term secular downtrend” (Wagle). Reasons for such declines in price include: the continued influence of imports, retail promotions, and market share gains by discounters. Apparel and footwear r

36、etailers are then left with no choice than to seek new ways of boosting their profits. “Although overall apparel and footwear sales have risen, average selling prices have declined since 1999, as indicated by the apparel

37、 consumer price </p><p>　　Offshore Sourcing</p><p>　　In an attempt to reduce the cost of goods sold, U.S. apparel and footwear manufacturers have moved their manufacturing plants to lower-cost r

38、egions like Mexico, the Caribbean, Central America, and Sub-Saharan Africa. However, in order to maintain a speedy turnaround time for certain products, U.S. manufacturers must retain some manufacturing plants within the

39、 United States. A majority of footwear manufacturing is produced within plants that are located in Asia. The North American Free Trade Agre</p><p>　　Diversification</p><p>　　The main reasons why

40、 some companies fail in the apparel and footwear industry includes relying on a single product line, market segment, or sales channel. In order to survive, companies must constantly come up with new designs, new product

41、line extensions, or even new product lines. These products may be developed either internally or externally through acquiring other companies and/or licensing agreements. An advantage of acquisitions include eliminating

42、competitors and at the same time increas</p><p>　　Demographics</p><p>　　One key to success in the apparel and footwear industry is to understand the target market. “Among the important demograph

43、ic trends in the United States, baby boomers are outgrowing their focus on fashion, while the younger generations are an emerging, though elusive source of demand. Apparel marketers are now targeting another important ma

44、rket, the plus-size segment of the population. Baby boomers are defined as individuals who are born between 1946 and 1964, and constitute for 77 million Ameri</p><p>　　Generation Y is defined as individuals

45、born between 1977 and 1994, and has become an influential market segment within the past two years. More and more companies are now focusing their marketing efforts on this demographic group, which is 75 million strong,

46、accounts for 25% of the U.S. population, and spends approximately $200 billion a year. This demographic group also sets trends that influence product designs aimed at this group and a slightly older Generation X (individ

47、uals born between 196</p><p>　　Women’s plus sizes (sizes 16 and up) and men’s big and tall are two of the fastest growing apparel industry segments. “The women’s plus-size market includes several subcategori

48、es, such as plus-size junior clothing, plus-size uniforms, and super size clothing (sizes 28 and up)” (Wagle). A reason why this market segment is continuing to grow is because of Americans’ increasing average weight. Ap

49、proximately 52 million plus-size women live in the United States, which accounts for 37% of the nation’s</p><p>　　Conclusion</p><p>　　The luxury goods industry is very much a global industry and

50、 is a staple in the collective cultures in many different countries. The industry is largely dependent on many different factors in order to succeed and prosper with the economy as one of the industry’s main drivers. The

51、 interesting thing about this industry is that it is mostly smoke and mirrors, with products that are highly promoted and largely dependent on image to sell its products. Although many people are aware of the fact that d

52、</p><p>　　奢侈品服裝以及鞋類的行業(yè)簡介</p><p><b>　　阮音</b></p><p>　　學(xué)術(shù)研究周刊，威斯康星大學(xué)</p><p>　　奢侈品行業(yè)是獨(dú)一無二、依賴于市場營銷和推廣去銷售產(chǎn)品給特殊人群的一個(gè)產(chǎn)業(yè)。這也是一個(gè)十分謹(jǐn)慎、很難找到相關(guān)信息的行業(yè)。雖然很少有人能買得起奢侈品，但是絕大多數(shù)接

53、觸到相關(guān)產(chǎn)品廣告的人一般都希望某一天能夠擁有奢侈品。本文研究的目的是通過服裝和鞋類行業(yè)的產(chǎn)業(yè)結(jié)構(gòu)、公司概況和貿(mào)易時(shí)裝設(shè)計(jì)公司的行業(yè)的概括來分析日新月異的奢侈品行業(yè)。服裝和鞋類以及奢侈品行業(yè)是真正的全球化行業(yè)，制造商現(xiàn)在可以出售在不同國家，橫跨許多不同大陸生產(chǎn)的不同的產(chǎn)品。在經(jīng)濟(jì)迅速發(fā)展的今天，一個(gè)跨國經(jīng)營戰(zhàn)略的實(shí)施是有必要的，因?yàn)橹圃焐炭梢钥砍鍪燮洚a(chǎn)品到不同國家來增加收入。這些行業(yè)為兩種類型的消費(fèi)者服務(wù)：實(shí)際消費(fèi)者，他們提供合理而付得起

54、的，風(fēng)格是不會(huì)隨著時(shí)間的流逝而改變的服裝；對于敏感的時(shí)尚消費(fèi)者，奢侈品行業(yè)將提供不同的隨著季節(jié)的變化而變化的衣服，這些服裝價(jià)格也能被控制。服裝行業(yè)存在于一個(gè)競爭激烈的環(huán)境下。在此環(huán)境下，為了提高利潤并降低成本，企業(yè)需要采用新技術(shù)。公司可以作為制造商（批發(fā)商），零售商，或兩者兼?zhèn)洹Ｓ捎谶M(jìn)入壁壘低，服裝和鞋類行業(yè)是高競爭和細(xì)分工的。這對于新公司進(jìn)入服裝和鞋類行業(yè)是很容易的，但多數(shù)企業(yè)缺乏后勁。產(chǎn)業(yè)趨勢</p><p>

55、;<b>　　概論</b></p><p>　　美國消費(fèi)者在2002年在服裝，配飾以及鞋類約為3243億美元，比2001年的3153億美元增長了2.9%。2002年，美國人口約為2.88億，年均個(gè)人支出大致為1125美元（韋格爾）。美國的服裝和鞋類制造業(yè)工廠的就業(yè)水平近10年內(nèi)大幅下滑因?yàn)楣緵Q定進(jìn)行海外生產(chǎn)來降低成本?！案鶕?jù)美國勞工部統(tǒng)計(jì)，國內(nèi)服裝以及其他紡織生產(chǎn)企業(yè)就業(yè)者（在季節(jié)性基礎(chǔ)上

56、）在2002年12月份為507000，比2001年12月的537000下跌了5.5％。2002年底服裝以及其他紡織生產(chǎn)企業(yè)就業(yè)者比1997年少了約64％”（韋格爾）。</p><p><b>　　服裝行業(yè)</b></p><p>　　美國服裝行業(yè)規(guī)模相當(dāng)飽滿、成熟、生長緩慢，并高度細(xì)分（韋格爾）。“在美國出售的服裝產(chǎn)品是通過國內(nèi)或國際的生產(chǎn)。”根據(jù)美國商務(wù)部統(tǒng)計(jì)，20

57、01年美國國內(nèi)服裝生產(chǎn)總值大約為233億美元，比2000年的247億美元略有下降。2002年服裝進(jìn)口大約為638億美元，出口為55億美元，這一數(shù)字不斷地在過去兩年下降。在零售層面的個(gè)人消費(fèi)支出在2001年下降6％后，2002年下降2%。美國服裝行業(yè)可以進(jìn)一步細(xì)分為兩個(gè)市場：國內(nèi)品牌和其他品牌。美國國內(nèi)品牌目前占美國的服裝批發(fā)銷售的30％，其他分銷的產(chǎn)品占70％（韋格爾）。</p><p><b>　　鞋

58、類行業(yè)</b></p><p>　　鞋類行業(yè)是像服裝行業(yè)那樣成熟、細(xì)分，但它的生產(chǎn)力量正在減退?！案鶕?jù)美國商務(wù)部統(tǒng)計(jì)，2001年，在國內(nèi)生產(chǎn)了7890萬雙鞋子，比2000年的9650萬雙每年下跌近20％、比1980的4.98億雙下跌84.2％。如今，約2380萬鞋子在美國生產(chǎn)，約占出口總數(shù)的30％”（韋格爾）。2002年，鞋類的進(jìn)口總額為14億雙，總價(jià)值估計(jì)為154億美元。“跟2002年的6.39億美

59、元比，國內(nèi)生產(chǎn)的鞋類出口下降到5.2億美元”（韋格爾）。</p><p><b>　　全球化</b></p><p>　　服裝和鞋類以及奢侈品行業(yè)是真正的全球化，制造商現(xiàn)在可以出售在不同國家，橫跨許多不同大陸生產(chǎn)的不同的產(chǎn)品。在經(jīng)濟(jì)迅速發(fā)展的今天，一個(gè)跨國經(jīng)營戰(zhàn)略的實(shí)施是有必要的，因?yàn)橹圃焐炭梢钥砍鍪燮洚a(chǎn)品到不同國家來增加收入。</p><p>

60、;<b>　　需求影響</b></p><p>　　服裝和鞋類行業(yè)常常被視為兩個(gè)獨(dú)立的行業(yè)，但他們經(jīng)常重疊在一起被討論，而且公司經(jīng)常出售這兩類商品。另外，兩個(gè)行業(yè)的共同點(diǎn)是他們的消費(fèi)需求結(jié)構(gòu)相似，因?yàn)樗麄兌际腔颈匦杵?，但在一定程度上還是有差別。這些行業(yè)的服務(wù)兩種類型的消費(fèi)者：實(shí)際消費(fèi)者，他們提供合理而付得起、風(fēng)格是不會(huì)隨著時(shí)間的流逝而改變的服裝；對于敏感的時(shí)尚消費(fèi)者，奢侈品行業(yè)將提供不同的

61、隨著季節(jié)的變化而變化的衣服，這些服裝價(jià)格也能被控制。“當(dāng)個(gè)別公司的銷售取決于他們所提供的商品時(shí)，整個(gè)行業(yè)的需求是被整體經(jīng)濟(jì)趨勢所帶動(dòng)，包括個(gè)人可支配收入，消費(fèi)者信心和消費(fèi)支出”（韋格爾）。服裝和鞋類雖然是必需品，但在經(jīng)濟(jì)繁榮的時(shí)期，消費(fèi)者往往沖動(dòng)購買，而且花錢去買通常不會(huì)買的奢侈品。在經(jīng)濟(jì)不景氣的時(shí)候，消費(fèi)者會(huì)更謹(jǐn)慎的消費(fèi)服裝和鞋類，更容易去購買便宜的商品。產(chǎn)品的需求也會(huì)受到人口增長的影響，人們對服裝和鞋類需求會(huì)隨著人數(shù)上升而增加。由于

62、人口以每年1％的速度增長，公司為了增加銷售機(jī)會(huì)而被迫將自己產(chǎn)品推向海外市場。消費(fèi)者對服裝和鞋類的數(shù)量和類型的需求受到人口趨勢的影響，不斷變化的消費(fèi)觀念和偏好也在影響著需求，因?yàn)橹圃焐虒⒉坏貌话船F(xiàn)有的生活方式和時(shí)尚潮流適</p><p><b>　　工業(yè)組成部分</b></p><p>　　服裝和鞋類行業(yè)為不同人群提供了許多不同的產(chǎn)品線，這些產(chǎn)品是以“觀察和預(yù)期趨勢和需

63、求”為基礎(chǔ)對特定群體定制的（韋格爾）。服裝行業(yè)存在于一個(gè)競爭激烈的環(huán)境下。在此環(huán)境下，為了提高利潤并降低成本，企業(yè)需要采用新技術(shù)。公司可以作為制造商（批發(fā)商），零售商，或兩者兼?zhèn)洹AP公司就把自己的產(chǎn)品放入其他分銷店里。服裝制造商可以將他們所銷售的產(chǎn)品貼上自己的或者其他私人企業(yè)的標(biāo)簽。私人標(biāo)簽給制造商提供了額外的收入，而且可以利用更多的空間去減少每單位的成本。當(dāng)他們購買鞋子的時(shí)候，鞋類制造商必須考慮消費(fèi)者是在意時(shí)尚還是價(jià)值?！皳?jù)美國服

64、裝和鞋類協(xié)會(huì)統(tǒng)計(jì)，美國鞋類總消費(fèi)量到2001年的18.4億雙，增長了0.6％，從中國的進(jìn)口占了四分之三。女性和男性的的市場份額分別在美國鞋類零售占52％和29％，其余是男孩，女孩，和嬰兒”（韋格爾）。2001年，在美國鞋類產(chǎn)量下降9％到7890萬雙而且占了國內(nèi)采購的2.7％。在2001年，美國國內(nèi)生產(chǎn)的鞋36％用于出口（韋格爾）。</p><p>　　服裝和鞋類產(chǎn)業(yè)的競爭</p><p>

65、　　由于進(jìn)入壁壘低，服裝和鞋類行業(yè)是高競爭和細(xì)分工的。這對于新公司進(jìn)入服裝和鞋類行業(yè)是相當(dāng)容易的，但是大多數(shù)公司缺乏后勁，因?yàn)橘Y金不足或者缺乏一個(gè)廣大的全球化基礎(chǔ) （韋格爾）。許多已經(jīng)進(jìn)入服裝和鞋類行業(yè)的小公司沒有被零售商使用的技術(shù)和系統(tǒng)基礎(chǔ)設(shè)施。“他們還普遍缺乏市場營銷力量去使他們的產(chǎn)品在消費(fèi)者中建立品牌忠誠度。這些企業(yè)往往試圖通過被大公司收買以此來擴(kuò)大其產(chǎn)品”（韋格爾）。</p><p><b>　

66、　技術(shù)角色</b></p><p>　　技術(shù)更新把服裝和鞋類產(chǎn)業(yè)的操作擴(kuò)大到了一個(gè)更加全球化的規(guī)模。它還給零售商和制造商之間提供了更緊密的工作關(guān)系。技術(shù)提高了效率，減少了勞動(dòng)力數(shù)量。“日益更新的計(jì)算機(jī)技術(shù)的快速發(fā)展有助于縮短新產(chǎn)品的發(fā)展階段，特別是在時(shí)尚/風(fēng)格/高性能領(lǐng)域。與零售商相聯(lián)系的服裝市場通過快速反應(yīng)方案和其他技術(shù)使自己穩(wěn)定在顧客心里的地位”（韋格爾）。電子數(shù)據(jù)交換，是一個(gè)將零售商和制造商聯(lián)系

67、起來的系統(tǒng)，并利用貫穿整個(gè)制造和銷售系統(tǒng)的計(jì)算機(jī)終端。電子數(shù)據(jù)交換系統(tǒng)收集信息（如條形碼，價(jià)格單，產(chǎn)品的細(xì)節(jié)，例如顏色和大?。牧闶凵痰氖浙y臺然后將信息返回到制造者。這些數(shù)據(jù)然后用于制造商自動(dòng)重新訂購商品庫存去補(bǔ)充貨架上的貨物。電子數(shù)據(jù)交換也提高了分配和航運(yùn)信息的效率。</p><p><b>　　分銷渠道</b></p><p>　　分銷對于服裝或鞋類公司的成功是一

68、個(gè)關(guān)鍵因素?！斑@對于制造商去了解客戶趨勢和對不同零售店鋪的態(tài)度是非常重要的”（韋格爾）。在零售分銷渠道中包括百貨公司，專賣店，百貨連鎖店，折扣商店和郵購。制造商的主要關(guān)注的是要確保為品牌產(chǎn)品確定的零售商的價(jià)格要與品牌形象匹配。降低這些產(chǎn)品的價(jià)格會(huì)削弱了消費(fèi)者心中的品牌形象。</p><p><b>　　客戶忠誠度</b></p><p>　　客戶忠誠度是對服裝和鞋類生

69、產(chǎn)商非常重要的，他們會(huì)做幾乎任何事情來吸引新客戶，同時(shí)試圖保留現(xiàn)有的客戶?！霸谝粋€(gè)用廣告、生活方式和時(shí)尚信息不斷轟炸消費(fèi)者的市場中，品牌的名字是非常有力武器”（韋格爾）。品牌對于消費(fèi)者來說正變得越來越重要，因?yàn)榭芍涫杖牒湍軌蜃笥业南M(fèi)時(shí)間正在慢慢消失。因此，當(dāng)他們購買產(chǎn)品時(shí)，消費(fèi)者更加依賴已經(jīng)有知名度的品牌和品牌所傳達(dá)的形象。從制造商的角度來看，品牌建立客戶忠誠度從而增加重復(fù)的業(yè)務(wù)。對許多品牌制造商像Tommy Hilfiger和Po

70、lo Ralph Lauren的一個(gè)共同趨勢是在主要品牌線中增加新產(chǎn)品或者讓其品牌冠名在其他各種各樣的新產(chǎn)品上，以便提高他們的利潤和客戶忠誠度。</p><p><b>　　趨勢</b></p><p>　　如今，消費(fèi)需求推動(dòng)影響服裝及鞋類制造商的行業(yè)發(fā)展趨勢。這些趨勢“涉及到各個(gè)人口群體的規(guī)模，特殊需求，采購模式和消費(fèi)能力。工場里不斷變化的休閑服飾風(fēng)格也時(shí)刻影響零售

71、及制造操作”（韋格爾）。產(chǎn)業(yè)趨勢有更短的周期，通貨緊縮，海外設(shè)廠，多樣化生存，以及人口統(tǒng)計(jì)學(xué)。</p><p><b>　　短周期</b></p><p>　　零售店已經(jīng)在商品成為本季的風(fēng)格之前，更新了服裝跟鞋類產(chǎn)品。如今，消費(fèi)者更傾向于購買所需要的。為了跟上時(shí)代的步伐，制造商必須“縮短設(shè)計(jì)、開發(fā)產(chǎn)品、生產(chǎn)和分配周期”（韋格爾）。為了更加緊跟消費(fèi)者的需求和趨勢，公司現(xiàn)

72、在把重點(diǎn)放在市場調(diào)查上。</p><p><b>　　價(jià)格緊縮</b></p><p>　　“大多數(shù)服裝和鞋類的平均銷售價(jià)格已經(jīng)出現(xiàn)了長期的持續(xù)下降”（韋格爾）。這種價(jià)格下跌的原因是：進(jìn)口持續(xù)影響、零售促銷、和折扣市場份額。服裝和鞋類零售商不得不離開去尋求新方法去提升他們的利潤?！案鶕?jù)由勞工統(tǒng)計(jì)局公布的服裝消費(fèi)物價(jià)指數(shù)表示，雖然整體服裝和鞋類的銷售有所上升，自1999

73、年以來，平均銷售價(jià)格不斷下降”（韋格爾）。1998年初期開始，美國服裝價(jià)格連續(xù)下跌了5年。服裝消費(fèi)物價(jià)指數(shù)下降1.8％，從2001年的123.1下降到2002年的121.5。</p><p><b>　　海外設(shè)廠</b></p><p>　　為了減少商品的成本，美國服裝和鞋類制造商將制造工廠已遷移到成本較低的的地區(qū)，如墨西哥，加勒比海，中美洲和撒哈拉，南非洲。然而，為

74、了保持產(chǎn)品快速周轉(zhuǎn)期，美國的制造商必須保留美國內(nèi)地的一些制造工廠。大部分鞋類制造商將工廠設(shè)立于亞洲。北美自由貿(mào)易協(xié)定（NAFTA）已降低關(guān)稅，因此，在墨西哥和加勒比地區(qū)的生產(chǎn)設(shè)施數(shù)量有所增加。在墨西哥和加勒比地區(qū)擁有制造工廠的優(yōu)勢是低成本的、短時(shí)間的運(yùn)輸方式。另一方面，在中國生產(chǎn)服裝和鞋類的優(yōu)勢是擁有能夠產(chǎn)生復(fù)雜服裝的高技能工人。 </p><p><b>　　市場分類</b></p&

75、gt;<p>　　一些公司之所以在服裝和鞋類產(chǎn)業(yè)失敗的原因是僅僅只靠單一產(chǎn)品線，市場細(xì)分，或銷售渠道。為了生存，公司必須不斷拿出新的設(shè)計(jì)方案，新產(chǎn)品的擴(kuò)展，甚至新的產(chǎn)品線。這些產(chǎn)品可以通過收購其他公司或許可協(xié)議來開發(fā)其內(nèi)部或外部。收購的優(yōu)勢包括消除競爭對手，同時(shí)提高產(chǎn)品線效率和市場份額。收購可能是對于一些成熟產(chǎn)業(yè)如服裝和鞋類增長銷售的唯一途徑。收購成本包括假設(shè)購買負(fù)債的成本。服裝和鞋類制造商還可以通過許可證提供新產(chǎn)品。“某

76、些特殊產(chǎn)品或產(chǎn)品線擁有授權(quán)的公司經(jīng)常通過支付專利人一定量以銷量為基礎(chǔ)的版權(quán)”（韋格爾）。有時(shí)候一些公司會(huì)授權(quán)他們已經(jīng)有能力制造的產(chǎn)品線。有一定知名度品牌的公司常常授權(quán)他們沒有能力制造和掌管的品牌”（韋格爾）。</p><p><b>　　人口分析</b></p><p>　　在服裝和鞋類產(chǎn)業(yè)中成功的關(guān)鍵之一是充分了解目標(biāo)市場。“在美國的人口趨勢中，年輕潮流不斷的成為時(shí)

77、尚的焦點(diǎn)，當(dāng)年輕一代新興的時(shí)候，需求資源變得難以琢磨。服裝制造商正在瞄準(zhǔn)另一個(gè)重要的目標(biāo)市場-----人口多的規(guī)模市場。年輕潮是指1946年和1964年之間出生的人，在美國有7700萬人。年輕潮在1970年到1980年間使零售銷售額激增?！叭欢?，盡管有不斷增長的消費(fèi)能力，年輕潮不斷改變的態(tài)度，選擇和義務(wù)減少了他們對服裝購物的熱情”（韋格爾）。這種年輕潮花費(fèi)可支配收入的越來越少一部分在服裝和鞋類的消費(fèi)，但他們?nèi)匀皇且?guī)模最大的服裝購買者。制

78、造商正繼續(xù)瞄準(zhǔn)這一市場，從而把握利潤。</p><p>　　Y一代是指1977年至1994年之間出生的人，并已成為在過去兩年中有影響力的市場份額。越來越多的公司把注意力聚焦于這個(gè)群體---- 7500萬大軍，占25％的美國人口，年消費(fèi)約兩千億美元。這一代引領(lǐng)著針對另外一代人產(chǎn)品設(shè)計(jì)的潮流，即X一代（1965年和1976年之間出生的人）?！胺b，鞋類以及相關(guān)項(xiàng)目占了青少年可支配收入的很大一部分”，根據(jù)2002年由哈

79、里斯研究的一項(xiàng)互動(dòng)（一個(gè)在紐約Rochest的市場調(diào)研公司）研究發(fā)現(xiàn)平均而言，少女花費(fèi)75%的收入在服裝及相關(guān)配件上，而男孩則消費(fèi)他們收入的52％”（韋格爾）。這個(gè)市場往往被認(rèn)為是多變的，但這些少年往往非常忠于他們所青睞的品牌?！霸趧蝰R薩諸塞州，據(jù)一項(xiàng)由Forrester研究的調(diào)查，69％的青少年表示，當(dāng)他們找到一個(gè)自己喜歡的時(shí)尚品牌，他們會(huì)堅(jiān)持下去”（韋格爾）。由于青少年表現(xiàn)出極高的品牌忠誠度，制造商將使出渾身解數(shù)，對他們灌輸“趁著

80、年輕多消費(fèi)”的理念。對這一群體的營銷挑戰(zhàn)是短暫的時(shí)尚趨勢，因此，制造商和零售商必須預(yù)期時(shí)尚潮流的演變，并據(jù)此重新定位他們的商品。公司還必須在極端以及保守主義中尋求一個(gè)中間物去平衡滿足青少年跟他們的家長們。</p><p>　　女性的尺碼（16碼和以上）和男子的身高是服裝行業(yè)增長最快的兩個(gè)部分?！皨D女尺碼的市場包括以下種類，加大初級成衣，加大制服（28碼以上）的服裝”（韋格爾）。這個(gè)市場之所以能夠持續(xù)增長，是因?yàn)槊?/p>

81、國人平均重量的增加。大約5200萬加規(guī)模的婦女生活在美國，占美國女性總數(shù)的37%。男子高個(gè)市場約有2010萬個(gè)人組成，占美國男性總數(shù)的15％以及56億美元的年銷售額。大號個(gè)人也構(gòu)成了一個(gè)非常有影響的宣傳組，這些人能夠堅(jiān)持他們的愿望以及能從剩余的人群中選擇相同的風(fēng)格以及質(zhì)量的服裝的需求。服裝制造商和零售商開始去迎合不斷增長的市場，像Donna Karan和Ralph Lauren的設(shè)計(jì)師正開始進(jìn)入加規(guī)模的市場。</p>&l

82、t;p><b>　　結(jié)論</b></p><p>　　奢侈品行業(yè)是一個(gè)全球性的、在許多國家的不同文化的集成工業(yè)。奢侈品行業(yè)很大程度上依賴于許多不同的因素作為行業(yè)的主要驅(qū)動(dòng)力去追求成功和繁榮。關(guān)于這個(gè)行業(yè)有意思的是它就像是煙霧和鏡子，產(chǎn)品在很大程度上需要推銷并且依靠企業(yè)形象去銷售產(chǎn)品。雖然很多人知道設(shè)計(jì)服裝跟大多數(shù)人都知道消費(fèi)模式都一樣，是這些品牌形象表達(dá)人們最終的購買欲。這些品牌的購買