Cheap Clothes Sell The Richest Man

Positioning is the fundamental way.

Fixed parity

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In 1985, Ryui Masa positioned UNIQLO in the casual clothing market.

His reason is that "if the enterprise wants to achieve great development, it must face the big market".

In that year, Japan's economic growth rate was close to 4%, and it continued to grow for four years. At the same time, some Japanese clothing enterprises chose the high-end brand, considering the increase of national consumption power.

But then came the signing of the Plaza Accord in September 22, 1985.

Less than three years later, the yen doubled to the US dollar, and Japan entered the 20 year depression after the economic bubble burst.

The shrinking of the economy has created a sense of consumptive consumption for the Japanese. It is popular with UNIQLO, an ordinary consumer.

"National costume,

"Positioning" contributed to the development of the enterprise in the economic crisis of 2008. The assets of Bill Gate, the world's richest man, had shrunk by 18 billion US dollars in that year. The chairman of Nintendo, Japan, has shrunk to $4 billion 500 million, while UNIQLO has gone up 63%.

Ryui Masanori became the richest man in Japan in 2009.

In the recent investigation in Beijing, I found that when respondents answered the question of "the first impression of UNIQLO brand," leisure, parity and comfort accounted for 32%, 37% and 15% respectively.

Location mashup luxury

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"Is to put different styles, different materials, according to personal taste together to create a completely personalized style.

Overseas UNIQLO opened its shop in the core business area of the local business. In 1999, the Paris branch opened in the most prosperous commercial street, 2150 square meters in store. In 2006, the New York branch opened on the Broadway opposite the area, covering an area of 3300 square meters.

In London, the three storey super flagship store is on Oxford street.

In this way, it is a very creative idea to position yourself in the top luxury brand mashup "accessories".

Ryui Seiso said, "since you can freely match with the first-class clothing brand, you should set up shop in the place where first-class brands are gathered, so as to reflect their own characteristics.

Customers should come to my "accessory shop" when they buy the top clothes.

In order to achieve the effect of mixing with any clothes and anyone, except for a "price tag", the LOGO of UNIQLO can not be found on the product.

The location of the store is adjacent to the top luxury brands, the huge price difference with the high-end clothing, and the convenient shopping place, so that UNIQLO has added a lot to its overseas expansion.

SPA mode helps

Recently, it has been reported in China that "the Japanese do not like the fashion of UNIQLO". In fact, it is not fashionable or fashionable. Simple style is one of the key elements of UNIQLO's success, which is closely related to its SPA business model.

Traditional clothing retailing, spinning from textile mills to weaving fabrics, sewing garments, and finally circulated through wholesalers to retail stores, has different companies involved in all stages.

Each stage is undertaken by different enterprises and has played the role of risk diversification. However, the disadvantage of the traditional way is that it is impossible to carry out unified adjustment and control in the whole process.

Because of the inability to carry out real-time information exchange, two phenomena exist at the same time, that is, the production of a product is far greater than that of the sales volume, while the other product loses business opportunities because of insufficient capacity.

SPA (Specialty store retailer of Private label Apparel) mode, that is, private brand clothing professional retail, from product design and production to the final sales link all by their own control.

This model has the following advantages: first, quality and low price.

Because there is no intermediate link, it is possible to provide products and services of the same quality at lower prices.

Second, grasp the right of channel control.

Management of purchase channels can effectively control product quality. Direct management of channel distribution can rely on strong purchasing power to reduce cost and price.

Finally, grasp the information in real time.

As all retail outlets are directly managed by the company, they can get store sales information in time, adjust product structure and improve service quality, and avoid the disadvantages of traditional methods which are too slow to respond to the market.

Objectively speaking, SPA mode plays a key role in the development of UNIQLO.

At the same time, the disadvantages of this mode are gradually emerging.

Due to monopolization of all links from production to sales, inventory risk is entirely borne by the company itself, so UNIQLO operates mostly in basic style casual wear.

Compared with the fashionable clothing, casual wear has a smaller turnover, making production arrangement and inventory more balanced, thereby reducing risk.

To achieve low price and scale effect, the company has built a system of mass production of a few products, so the inventory is easier to manage.

The above points directly lead to the lack of diversity in product design.

Innovative concept of talents

With the internationalization of the brand, the management of the company is also moving towards internationalization, and the right person is the key.

In 2011, UNIQLO recruited 1500 graduates worldwide, of whom 1200 came from countries outside Japan.

According to the information revealed in Ryui Masa's autobiography, the company is also one of the Japanese companies who gave up the "tenure system and promoted by ability" earlier.

The distinctive characteristics of UNIQLO in terms of employment are worth studying.

First of all, if the ability is strong enough to play the role of learning to pay for the company, then the person is of little value to the company.

Ryui Masa mentioned that when he took over the storefront business from his father, several old employees quickly left.

At that time, the old employees did not agree with the management idea of the enterprise, resulting in inconsistent interests, so even when the talented people left, the company did not retain.

Secondly, we should find the interests of employees and combine them with the needs of enterprises, so that we can effectively mobilize the enthusiasm of employees to achieve a win-win situation.

Only consider the outcome of one side is not ideal.

Tanaka Masako, the company's finance department, referred to the problem of "rapid growth of the company and the urgent need for training for new employees".

The third point is "joint DNA", that is, "relying on the strength of the team".

The company requires employees to have strong executive power, but not to let employees solve problems one by one, but to mobilize the people around to cooperate and cooperate.

The idea of "team thinking and joint implementation" is deeply rooted in the hearts of the people.

No one will feel that he has nothing to do with himself because he is a member of other departments. He will solve the problem through the gap between departments.