Japan'S UNIQLO "Fast Fashion" How To Deploy China

In recent years, ZARA, H & M, C & A and other international fashion retail chain brands have entered China one after another.

These cheap fashion brands not only occupied the first tier cities in Shanghai and Beijing at first time, but also announced their plans to expand the Chinese market.

Recently, Japan's largest and sixth largest leisure wear brand, UNIQLO UNIQLO, opened in Xidan, Beijing and Xidan new Dongan market.

International fashion retail chain brand competition in China is also growing.

However, UNIQLO is trying to occupy the market faster with the advantage of differentiation.

Practical and outdated fashion

Recently, the internationally renowned fashion icon ChloeSevigny has become the latest spokesperson for UNIQLO and has taken a new advertising campaign for the brand's summer T-shirt series.

In the advertisement, Chloe wore a T-shirt with a variation of Adou Ki's head, which was funny and funny.

In addition, she also worked with Japanese film star Asano Chunobu to take a group of interesting photos.

The T-shirt pattern is based on the works of the late pop artist KeithHaring and the abstract master Jean-MichelBasquiat et al.

In the Beijing store of UNIQLO, the reporter saw many T-shirts with a price tag of less than 100 yuan, which had a unique cultural background behind their designs.

There is not only a series of cooperation with KeithHaring, a modern art master, but also a series of cooperation with Jean-MichelBasquiat, one of the representatives of the American pop art circles in the 80s, and the GUNDAM Gundam series combining the masterpieces of Wan Dai (BANDAI) and the famous Japanese comic Conan series.

Although the product structure is relatively simple, mostly the basic clothing of daily clothing, but positioning the masses, cheap prices, excellent quality, and also pay attention to the flu flu and the sense of the times, is UNIQLO face many foreign fashion retail brands in the Chinese market, to achieve the focus of brand differentiation.

In this regard, Pan Ning, President of UNIQLO China, said: "our main designers are in the cities of New York, France, Paris, Italy and Milan. They are very sensitive to the fashion trend, and some are even world-class fashion designers.

Therefore, UNIQLO is a casual wear brand, but at the same time, it also pays attention to the flu flu and the sense of the times. It not only makes people comfortable, but also makes people feel the breath of fashion trends.

In fact, UNIQLO once opened stores in Seoul and Hongkong.

It once created a sales myth in Hongkong, also known as the Hongkong retail history of the miracle.

But there are also insiders pointed out that UNIQLO and ZARA and other retail brands compared product characteristics in style.

European and American fashion retail brands mainly focus on women's clothing, while UNIQLO's men's clothing products are much stronger than these brands, and they are not outdated in fashion.

The success or failure of such brand sales depends more on the loyalty of consumers.

Differentiated market positioning

What about the market share and consumer loyalty to UNIQLO?

According to the reporter, in Japan, UNIQLO has nearly saturated market share.

As early as 2001, the company sold 36 million 500 thousand double faced flannel garments, with an average of 1 pieces per 3 Japanese.

However, this also caused the company's sales revenue growth to slow down, forcing them to have to find another market space.

So in 2001, UNIQLO began to enter the Chinese market.

At that time, China was not fully open to the clothing retail industry. Uniqo took China and Japan to enter China. They found a trade partner - China morning wind group, and established the fast sale (Jiangsu) clothing company.

In Japan, UNIQLO is a casual wear brand under the fast selling group of Japan.

In December 2004, China fully opened its retail business, and foreign capital could enter 100% of China's market.

After a period of exploration, Xun (China) Trading Co., Ltd. was formally established.

Today, UNIQLO has 13 stores in the mainland of China.

But when we first entered the Chinese market, everything was not so smooth.

According to Pan Ning, at the beginning, UNIQLO did take some detours because of the problem of consumer positioning.

At that time, they hoped to bring the idea of Japan to China, and also hoped to achieve very high popularity in China and become a casual wear brand recognized by the whole middle class.

But they ignore the difference between the two middle class concepts.

90% of Japanese people have "midstream consciousness", and they all have certain purchasing power.

Therefore, UNIQLO's products can spread to the whole middle class.

But in China, if we want to achieve such a high penetration rate, it is bound to reduce the price of products to a very large extent in the face of the general public consumers.

This is very difficult for UNIQLO, who has just entered the Chinese market.

So, the reality is that UNIQLO can only temporarily face the middle class in China.

The middle class people here are defined by UNIQLO company as consumers who earn more than 5000 yuan a month.

With the timely adjustment of business philosophy, UNIQLO sales in Shanghai and Beijing are ideal.

China's market can not be cheapest

Although UNIQLO, like other international brands, sells for cheap fashion, there are also consumers who doubt that the products sold in Hongkong and Japan are 10% or even cheaper than those in the domestic market.

Cheap fashion brands are not really cheap. How can UNIQLO's competitive advantage be reflected?

In this regard, Pan Ning explained that although price has great influence on competitiveness, it is not the only factor.

UNIQLO was first accepted by Japanese nationals because their products were of excellent quality.

In China, the biggest competitiveness of UNIQLO is the quality of products.

According to Pan Ning, at present, more than 50% of UNIQLO's raw materials are imported, such as Japanese fabrics, European fabrics, Southeast Asian fabrics and so on, which first caused the cost increase.

In addition, the environment in China is different from that in Japan. For example, China has high tariffs, high value-added taxes and high rents.

In China, rents account for more than 20% of turnover, while in Japan only about 7%.

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