Ryui Masa, Founder Of UNIQLO, Was Actually One Or Nine Defeats.

< p > in the apparel industry, the success of Japanese apparel brand UNIQLO (Japanese as UNIQLO) is the fourth largest clothing retailer in the world.

Even the founder of the domestic clothing brand, vintage Chen, has said that he is targeting his clothing giant UNIQLO, making it the "China Version of UNIQLO".

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< p > according to the 2013 global billionaires list released by Forbes in the US, Liu Ting, chairman of the marketing group of UNIQLO clothing brand, once again won the title of Japan's richest man with a total assets of $13 billion 300 million.

Today, there are thousands of outlets in 12 countries, but Ryui Masa's ambition is more than that. He also wants to overtake the Gap (global famous clothing brand) and make UNIQLO the world's number one clothing retailer.

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The clothes of "P" and UNIQLO do not look fashionable enough, and the styles are plain.

How did Ryui Masa turn it into a fashion item? < /p >

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< p > according to Xinhua news agency, there is no special feature that is the biggest feature of UNIQLO.

Although it looks simple, but there is no lack of personality, especially in color research and development, there are several or even dozens of flower colors for consumers to choose, and the other is the development of high technology special fabrics, focusing on the comfort of clothes.

Takizawa Naoki, director of UNIQLO design, once said, "consumers need functionality more than fashion."

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There is a story about the success of the P.

Ryui Masa thought that UNIQLO had found his own brand, and there was a company.

In the mid 90s of last century, a Wei Ke advertising company opened a branch in Tokyo. Its first customer was UNIQLO.

At that time, Chinese American John Zhao, who was the head of the company, helped to identify the market position for UNIQLO, and sent several UNIQLO fleece coats to the SOHO area of New York's young fashion crowd to try out passers-by.

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"P!" everyone said, "incredible! Too comfortable! How light!" we asked, "how much do you want to pay for it?" they said, "why do you have 50 or 70 dollars?" some even said it was worth 100 dollars.

But that dress costs only 19 dollars.

I put the video tape to Liu Jing and told him, "this is your future."

Zhao recalls.

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With the help of Zhao, UNIQLO gradually established the brand characteristics emphasizing both quality and equality, and locked the main consumer force in the "real ordinary people", with the help of Zhao P.

UNIQLO's first advertisement was to introduce the classic product, the price of 2900 yen jeans, in full text, explaining how it can reduce costs to achieve good quality and low price.

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After P, a series of TV advertisements that reflect different age, class and industry ordinary people wearing UNIQLO products are quite effective in Japan with a strong sense of hierarchy.

Then UNIQLO steadily expanded, along the street retail outlets and suburban independent shops all over Japan.

UNIQLO has also pformed itself into a well-known brand product in Japan, which has become the best choice for the middle class in the recession.

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< p > "we are not fashion companies, we are technology companies."

This is a sentence that Ryui Masa often talks about.

Because of this, many people compare him to another famous American minimalist, Steve Jobs, who is both a retail entrepreneur. They rely on firm confidence and ingenious ways to pursue innovation, and finally create a concept to turn the simple product into the world trend. Jobs,

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< p > behind the sustained and high growth of sales and profits, Liu Chi is not afraid of setbacks and embracing failure.

Ryui Masa once wrote in his autobiography "one win, nine defeats": "the world regards me as a winner, but I don't think so. My life is actually one win or nine defeat.

If we say that we have achieved some success, it is also the result of not afraid of failure and constant challenges. "

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< p > the process of opening up overseas markets by UNIQLO is a widely cited example of Liu Jing's failure to admit defeat.

When UNIQLO had conquered Japan, Ryui Masa was not satisfied. He began to look abroad. After opening twenty-one branches in the UK, he opened three in the United States.

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Less than five years, however, the three stores in the United States were closed down, and the proportion of the British branches was quite high. P

UNIQLO's initial cries went overseas and ended in a crushing defeat.

However, this setback not only failed to strike Ryui Masa's ambition, but inspired him to think about the reasons for his failure.

Ryui Masa thinks that marketing is not in place, and its popularity is not enough.

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< p > "no one knows who we are.

When you haven't got the brand recognition, you can't become a successful casual wear shop; you sell clothes in a small, mediocre, less than 10000 square feet (about 930 square meters) place.

People find it hard to interest you. "

The Wall Street Journal quoted Shin Odake, chief executive of UNIQLO, USA, as saying.

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After trying, failing, duplication and adjustment, UNIQLO launched the second overseas expansion again in 2005. This time Ryui Masa abandoned the previous strategy of suburban shops and changed it to the popular hot spot in the main cities of five continents, and finally found a way out for P.

UNIQLO had a disgrace before the snow, and Ryui Masa fought a beautiful battle.

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Ryui Masaka P has developed into a multinational company by 30 years.

In May last year, UNIQLO appointed Djokovic (Novak Djokovic) as a new brand ambassador, which was a bit unexpected because the tennis player should at first glance be a spokesperson for sports brands like Nike (Nike) or Adidas (Adidas), rather than a casual wear brand such as UNIQLO.

But soon Ryui Masa expected this image to be an exposure.

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Below P, Ryui Masa now readily reveals to the media his next goal: to raise the annual income of UNIQLO to $50 billion by 2020.

To achieve this goal, UNIQLO has been growing rapidly, and immediately before the winter of clothing brands, the expansion of UNIQLO has not stopped.

Over the top Inditex group (Zara owners), H&M and GAP may not be crazy.

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