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UNIQLO Product Control And Volume Based Positioning Innovation

2013/7/31 20:37:00 11

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battlefields: here is not only the dismal market of the whole industry, but also the struggle and struggle between death and struggle, and the entanglement and contradiction between the line and the line. The Internet has stimulated the comprehensive competition of the "a target=" _blank "href=" http://www.91se91.com/ "clothing" /a ".

military strategy: "not to win, to defend, to win, to attack."

Putting it in the right direction is "attack", which is "Shou". UNIQLO always keeps its pace and relies on excellent technology.

Victory can confuse the heart, pay attention to oneself, not win or lose.

the chain of fashion companies, which are rapidly closing down from the peak of the prevailing business, is not the speed of expansion, not the quality of commodities, but the problem of building an effective business system.

In addition, the conflict between online direct selling and traditional stores is a choice for any operator. Therefore, enterprises should grasp the new opportunities while doing well the reconstruction and upgrading of traditional stores or channels.

At this point, UNIQLO is a typical example.

Product Control and volume

UNIQLO realizes the cost control and leading through the reasonable selection and pfer of the construction site and the limit and volume of the clothing production, and realizes the management and control of the product quality through the "craftsman project".

Competitors such as P, gap and Zara have more than 1000 cooperative factories, while UNIQLO has only more than 70.

The basic feature is that compared with fashion, the biggest feature is to discard individuality and achieve relatively controllable quantity of goods. Under the premise of controlling the number of categories, the number of cooperative factories is effectively controlled, and the management cost is reduced. At the same time, in order to continue to reduce production costs and increase control over cooperative partners, UNIQLO generally designate a factory to produce one or a few categories, so that it can sign long-term supply agreements with cooperative factories and achieve the effect of mass production, and reduce the risk of cooperation, and further share the cost of supply chain, such as procurement, production and logistics.

with the increase of labor cost and fabric cost and the increase of RMB exchange rate, UNIQLO began to shift its capacity to nearly 1/3 in 2006 to other regions, such as Vietnam.

UNIQLO organization, Japan's garment manufacturers who have decades of service in China, have been guided by factories in China instead of travelling but resident. This is also the "craftsman project" of UNIQLO, with a view to improving the competitiveness of civilian price products in terms of quality.

The practice of UNIQLO prompted cooperative factories to adopt the same production technology and production mode as Japan, which effectively improved the quality of products and reduced various losses in the production process.

tower base location

according to the customer Pyramid theory, from two aspects, first of all, from the perspective of market capacity, tower base is undoubtedly the largest market, but from a profit point of view, the tower is the most difficult market to match, and the product premium space is low, and at the same time, because the threshold is low, competition focuses on the original competition of Yu Chengben and price.

If we want to manage the tower base market, we must accumulate enough users and potential users who have the intention to buy. Without scale, there will be no continuous profit.

the founder of Ryui Masano, the founder of UNIQLO, believes that the clothing industry is bound to be a strong scale industry. If the enterprise wants to achieve great development, it must face the big market. Small and beautiful is hard to exist. Therefore, when chasing a fashionable fashion, and striving to meet the needs from the national grassroots, he positioned herself on the brand of the people, aiming at the everyday wear style that everyone can use. It is the foundation of "a target=" _blank "href=" http://www.91se91.com/ "dress" /a ", and the foundation is a necessity, which is a stable and large-scale development of the clothing market segments.

The idea of positioning such as P should come from two points, first of all, from the observation and research of the shopping habits of the existing users.

At that time, UNIQLO, with the slogan of selling low priced casual wear, created many topics with the American style of management.

Secondly, it should be derived from the demand for scale.

The entry threshold of "P" parity consumer industry is very low. No matter the industry, the retail terminal or parity brand has taken the price as a means to attract consumers and participate in competition from the beginning. If it can not scale up, it will inevitably become more and more crowded with the number of entrants, and the business norm will be squeezed from profit to loss and finally bankruptcy.

single product innovation

a successful product, its short-term brand effect and the long-term additional effects on the brand are difficult to calculate.

To put it simply, it can make the brand of a company have the soul and form an independent communication, effectively passing the company's brand image of high quality and low price.

The advantage of "P > single product success is not only the added value of brand, but also the most practical significance, that is, it can support a company's sales performance for a long time.

UNIQLO's fleece in 1998, a single product contributed 8 million sales and more than 1 billion 500 million yen sales in the autumn and winter of 1999, and this sales momentum continued from 1998 to 2002. UNIQLO and fleece became synonymous with each other.

Fleece has already appeared before 1998, and the comfort is beyond doubt. Only UNIQLO has reduced its price from 5000 yen to 1900 yen that consumers are willing to accept by means of operation. This success can also witness its pformation from 4P to 4C concept and pay attention to the needs of consumers rather than products themselves concerned about consumers' willingness to pay for this rather than price, resulting in a series of chain effects.

"P >" but the biggest shortcomings of the single product myth are also obvious. First, there is a certain life cycle, second reproducibility is poor or uncertain, which will cause the firm's significant fluctuation in sales and profit, which is not conducive to the healthy development of the enterprise in the long run.

design is a temptation that is more difficult to refuse than price. It avoids companies from falling into pure price competition in any area. In order to collect market information and make relevant research and development more effectively, UNIQLO invested huge sums of money to build its own workshops in Tokyo, New York, Milan and Lenton, the four largest clothing capital in the world, so as to enhance the sustainability of enterprises' research and development.

dislocation competition

According to the situation of UNIQLO, P and Zara, h&m and other predators encountered UNIQLO's persistence in the parity strategy, avoiding the confrontation between Zara and h&m, and gradually leading their competitors in the overseas market through a series of market strategies.

Of course, the premise of UNIQLO's participation in competition is the initial realization of scale, the positioning of dislocation and the insistence on the company strategy.

the basic premise of participating in competition is scale, scale is the basic premise of cost control of single product, and is also the basic premise of supply chain's control power and stability.

dislocation makes its opponents less. H&m and Zara positioning are fast fashion. The emphasis is on design. The annual sales are over 10000. They sell fashions. With the increasing scale effect of UNIQLO, UNIQLO does not blindly expand the number of products with the help of terminal capability, and always insists on initial positioning to effectively avoid the risks brought by multiplayer competition.

the contradiction between short-term interests and long-term development is a typical contradiction that plagues many enterprises. Not only in terms of products, but also in the aspects of channel investment, channel management and support, enterprises often pay more attention to the introduction of terminals for the sake of rapid shipment and distribution, rather than settling down the support of the first batch of terminals and creating a unique profit model or train of thought.

collection and release .

closing the branch is not taboo. The switch is combined and announced in advance. The purpose is to urge store managers to keep their sense of urgency at all times.

If a branch is always on the defensive, it's not far from closing.

Opening and closing on one side is the first business model of UNIQLO.

When p was hit by the crisis in 2005, UNIQLO's first problem was to solve the fast-growing stores. After the initial large-scale operation, the big business disease, especially the business philosophy of the people, obviously showed a significant decline in revenue, problems in staff work and attitudes, and cross departmental collaboration began to crack, and internal friction gradually began.

in China, it is very important to do well in opening up, attracting investment and channel management and ensuring the terminal's business performance in different channel types such as Shang Chao, agents, Direct stores, franchised stores and factory stores.

The switch shop is synchronized as a regular shop opening method. One of the goals is to ensure the flat efficiency of the store, and the quantity and efficiency of the store is the foundation of scale.

spa+ecr mode, under the control of supply chain efficiency

The definition of spa is private brand professional retailer. The popular point is to refer to those exclusive stores that sell their own designs, make their own products, and sell them to their customers through their own stores.

The whole industry chain of spa is generally controlled by a company, which can effectively control cost under the premise of guaranteeing quality. However, because the risk is not dispersed to the various intervention providers on the chain, the cost risk of chain operators will be too high.

the pformation of UNIQLO into spa is concerned with the flat channel model of factories directly facing consumers, so that fewer circulation links and lower customer costs can better implement its parity route.

At the same time, stores can quickly and effectively feedback the market information to the factory for the first time, adjust the production structure of factory products in time, avoid the slow reflection of multi-layer channels, and effectively protect the market supply of best sellers.

"P > timely realization of flat channel and the introduction of efficient supply chain management are the basis for the pricing and scale development of UNIQLO civilians, and also an important component of core competitiveness.

In the face of increasingly fierce price competition in the industry, this is the basic skill that a large scale enterprise must possess.

generally speaking, distributors or agents are subject to brands or producers. They are only dealers.

As a consignment dealer, the risk of loss is not large. The mode has a healthy return mechanism, but the purchase cost of goods is basically uncontrollable, so the UNIQLO library as a channel role is passively managed, when most stores or shopping malls are so.

For other garment enterprises, this is the most headaches, because it can not solve the problem of purchase cost, the pricing strategy of civilians and the idea of large-scale development have been greatly restricted.

At P, there is a closer combination of production and marketing, which makes UNIQLO pform from the role of a distributor to the role of a business buyer. The most direct change is that it initially promotes cooperation from producer control to relative control of business. Although facing the risk of massive inventory disposal, it initially grasps the initiative of pricing and style.

however, only one business model is not enough. How to make this new business model the most efficient and the most effective is the next problem we need to face.

when it comes to the ECR, which is commonly used in the food industry in Europe and America, that is, effective customer response, this is a supply chain management strategy with the aim of achieving better and faster circulation.

The current research shows that the application of ECR can achieve the following effect: for brands or manufacturers, sales will increase by 5.3%, manufacturing costs will be reduced by 2.3%, sales costs will be reduced by 1.1%, storage costs will be reduced by 1.3%, total profits will be increased by 5.5%.

Dealer sales increased by 5.4%, gross margin increased by 3.4%, storage costs decreased by 5.9%, average inventories reduced by 13.1%, and sales per square meter increased by 5.3%.

The core of ECR is to establish a customer-oriented retail mode. Through data research, we can determine the target group's business or custom customization combination, and implement the corresponding market support strategy, use information technology and modern logistics technology to standardize the supply chain management, to meet the demand and reduce the inventory to the greatest extent.

at this time, the management method adopted by most garment enterprises is QR (rapid reflection). The emphasis of QR is to eliminate the impact of shortage, because UNIQLO's business mode is low grade, high inventory turnover rate and low profit margin, so efficiency and cost have been effectively improved.

clothing industry consumption in the more mature economic environment, it is easy to present m consumption structure, that is, luxury and parity brands are easier to do the scale of revenue, the intermediate brand competition environment is more complex and difficult to appear Monopoly brand.

The US's past is Japan's present, and Japan's past is China's present. This is mainly based on the imbalance of regional economic development and the cyclical nature of the economy. The consumption demand in every economic cycle environment should be similar to each other, so all walks of life should have the need to learn from other countries, just as UNIQLO saw gap.