UNIQLO Winning By "Unique"

The rise and success of UNIQLO were at the worst of the external environment, which gave us a lot of inspiration from domestic brands.

There may be many reasons for the success of UNIQLO, but at least one thing is certain. It is always consumer oriented. All the strategies, ideas and models are centered around this thread.

A successful brand is to lead a lifestyle and change people's consumption patterns. Undeniably, UNIQLO has done it.

In June 1984, the first Youiku (UNIQLO) store opened in Hiroshima, Japan, at a time of economic depression.

In 2001, UNIQLO officially landed in China. However, due to the wrong choice of the opponent, the position was blurred and it was lost.

Until April 16, 2009, UNIQLO China flagship store was officially opened, and its Taobao was officially launched.

(1) the unique way of UNIQLO

(1) Unique commodities: basic, functional, parity and quality.

The product of UNIQLO is between the daily necessities and fashion products, and is different from the fashionable publicity of Zara and H&M. UNIQLO pays attention to the field of "basic funds".

Joker, functional goods and cheap fashion have always been the most intuitive impression of UNIQLO to consumers.

Five years ago, it listed a series of "HEATTECH" products with moisture absorption and heating function. It started a fashion craze with "warmer care, more comfortable experience and more appropriate price". In 2007, it achieved about 20 million sales in the Japanese market.

However, the cheap gentleman of the fashion industry in China is not "excellent" in price, and is opposed to the unique cottage market in China.

(2) Unique service: "customer is God".

When it first opened, UNIQLO provided a free breakfast for customers who came to shopping: bread and milk. It did not provide breakfast for the first few or even dozens of people, but gave breakfast to all the customers, even if they did not buy anything.

This requires great courage and attracts a large number of customers.

More than half of UNIQLO's raw materials are imported, resulting in higher costs. In addition, China's tariffs are high, value-added tax is high, and rents are also very high, accounting for more than 20% of turnover, while in Japan only about 7%.

Therefore, the success or failure of this brand in China depends more on consumer loyalty.

In UNIQLO, there is a saying that "service is equal to UNIQLO", and UNIQLO is also a brand that truly maximizes customers. It enables customers not only to buy desirable products, but also to enjoy the process of enjoyable shopping.

(3) Unique business philosophy: wide consumer group, SPA

UNIQLO's business philosophy is to enable everyone to buy satisfactory clothes at any time, which is different from other brand consumer groups. The customer layer is very wide, from students, young people to white-collar workers and even the elderly.

UNIQLO's business model SPA is a vertically integrated sales form integrated from commodity planning, manufacturing to retail.

Unlike traditional clothing circulation system, there is no intermediate link, so there is no need to pay commission in the middle link.

And grasp the right to control the channel, so that they can control the production process to become possible.

As all retail outlets are directly managed by UNIQLO, they can get store sales information in time, adjust product structure and improve service quality, thus avoiding the problem of low sales ability of commissioned sales outlets in traditional ways.

(two) comprehensive SWOT analysis

Competitive advantage (S)

1. commodities are easy to match, cost-effective, and of good quality.

2. fast food culture enters China, fast fashion leads the trend.

3. humanized service concept

4. the reduction of operating costs has increased the profits of enterprises.

5.SPA business model has absolute advantages.

Competitive disadvantage (W)

1. the price war is quite different in China.

2. commodity parity is more than enough luxury, low fashion sense.

3. logistics, information technology and management technology level is not perfect, fast fashion response ability compared with other international brands ZARA, H&M weak

Potential opportunities (0)

1., the potential and development space of the garment industry is huge.

2. consumers' consumption ability and dressing taste have been improved, creating broad market space for them.

3. the competition of fast moving brands accelerated the spread of fast fashion. Early entry into the two or three tier cities is conducive to market share.

External threats (T)

1. competition among other brands: ZARA, the leader of fast fashion, has many local brands that are eager to march to the world.

2. cultural differences cause difficulties. Integration with Chinese culture and consumption habits takes time. Japanese style management and ideas are rigid, flexibility is not high, and marketing methods are not in line with Chinese consumption habits.

(three) inspiration from UNIQLO to Chinese brands

The rise and success of UNIQLO are in the external environment.