快時尚與永續發展的矛盾與融合 -以ZARA&UNIQLO為例

Abstract

中 文 摘 要 本次專題研究旨在探討全球快時尚領導品牌ZARA與UNIQLO在追求商業利益與實踐永續發展之間所面臨的矛盾，並提出具體融合策略。快時尚產業以「快速、平價、多樣」為特性，在全球服飾市場佔有重要地位，但其商業模式引發過度生產、資源浪費與勞工權益等問題，與永續發展理念產生根本性衝突。 本研究首先透過個案分析法，深入剖析ZARA與UNIQLO品牌背景、經營策略及現行永續發展措施。研究發現，ZARA透過「Join Life」系列及「Pre-Owned」二手平台，試圖建立市場化的循環經濟模式；而UNIQLO則以「LifeWear」理念為核心，藉由「RE.UNIQLO」回收計畫，強調產品耐久性與社會公益責任。然而，兩者在高產量核心營運模式下，永續措施實際成效有限，存在「局部永續不等於系統性永續」的結構性矛盾。 為了深入了解消費者觀點，本研究採用問卷調查法，針對不同年齡層消費者進行抽樣，總共回收119份有效問卷。分析結果顯示，多數消費者雖具備永續認知，但在品牌印象上，UNIQLO的永續形象普遍優於ZARA。而在實際購買決策中，產品設計與價格仍是首要考量。但消費者對於品牌提出的舊衣回收、再生材質等永續策略普遍抱持正面態度，顯示出市場潛力與消費者內心期望的並存。 綜合案例分析與消費者洞察後，本研究進一步參考H&M、Patagonia、Lena、Patou品牌的創新實踐，並設計出一套融合「回收、修補、追蹤、循環」四大概念的永續策略流程圖。整體而言，本研究建議Zara及Uniqlo兩個品牌可導入衣物回收箱系統，搭配專業修補服務，並運用 QR Code 技術提升產品生命週期透明度，進而於實體門市建立「循環衣櫃」共享機制，完善其永續循環體系。在快時尚商業框架下，本研究提出了兼顧獲利與環境責任的創新路徑，並為產業未來發展提供具體的建議。 Abstract This study aims to explore the dilemma faced by global fast fashion leaders ZA-RA and UNIQLO in balancing business profitability with sustainable development, and to propose a set of integrated sustainability strategies. The fast fashion industry, charac-terized by “speed, affordability, and variety,” occupies a significant position in the glob-al apparel market; however, its business model has led to issues such as overproduction, resource waste, and labor rights concerns, which fundamentally conflict with the con-cept of sustainability. Using a case study approach, this research analyzes the brand background, busi-ness strategies, and current sustainability measures of ZARA and UNIQLO. The find-ings indicate that ZARA, through its “Join Life” collection and “Pre-Owned” resale platform, seeks to establish a market-oriented circular economy model, while UNIQLO, guided by its “LifeWear” philosophy and “RE.UNIQLO” recycling pro-gram, emphasizes product durability and social responsibility. Nevertheless, under their high-volume production models, both brands’ sustainability efforts remain lim-ited in scope, revealing a structural contradiction that “partial sustainability does not equate to systemic sustainability.” To better understand consumer perspectives, a questionnaire survey was con-ducted among consumers of different age groups, yielding 119 valid responses. The results show that while most consumers possess a solid understanding of sustainability, UNIQLO’s sustainable brand image is generally perceived as stronger than ZARA’s. In actual purchasing decisions, product design and price remain the primary considera-tions; however, consumers hold positive attitudes toward initiatives such as clothing recycling and the use of recycled materials, demonstrating both market potential and latent consumer expectations. Based on case analysis and consumer insights, this study further references the innovative sustainability practices of H&M, Patagonia, Lena, and Patou, proposing an integrated strategy model encompassing recycling, repair, traceability, and circular sharing. It is recommended that brands establish in-store clothing collection systems, integrate professional repair services, and utilize QR code technology to enhance transparency across the product life cycle. Additionally, the implementation of a “Cir-cular Wardrobe” sharing mechanism in physical stores can complete the sustainability loop. This research ultimately seeks to identify innovative pathways that balance prof-itability and environmental responsibility within the fast fashion business framework, offering practical guidance for the industry’s future development.