Analysis Of "Fast Selling" Philosophy Of UNIQLO

< p > the economic situation is not good, the electricity supplier is fierce. Many a href= "http://www.91se91.com/news/index_c.asp" > clothing brand < /a > high inventory and frequent stores, but UNIQLO is against the trend. At the end of September, the company opened the world's largest flagship store in Huaihailu Road, Shanghai, which was about 8000 square meters in size.

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Less than P, the industry knows that the larger the shop area and the greater the difficulty of operation, the diminishing marginal benefit of the storehouse efficiency and output. Is it also for the purpose of displaying the image rather than making money? "/p >

< p > "I don't want to make any disclosure in individual shops, but UNIQLO is basically a big shop that can make money."

Pan Ning, senior executive vice president of fast marketing group, said.

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< p > > a href= "http://www.91se91.com/news/index_c.asp" > "QQ" /a > what core competitiveness do Pan Ning possess enough strength to prepare 80~100 offline stores every year? < /p >

< p > < strong > providing global products < /strong > /p >

< p > counting from Chinese companies registered in 2001 and opening stores in 2002, as of the end of 2013 5, UNIQLO opened about 200 shops in mainland China, with annual sales of about 1 billion dollars.

According to the plan of Xun marketing group, by 2020, UNIQLO plans to have about 1000 shops in the mainland of China, becoming the largest garment company in mainland China with the largest annual revenue.

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The goal of "P" looks quite grand, but as a foreign brand, UNIQLO first suffered a series of setbacks in its expansion into China.

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< p > "a brand entering a new market is bound to be limited, including the recognition of the market, or the support of consumers in the process of market development, the influence of the brand itself and the strength of our own brand building."

Pan Ning said, in addition, whether the company brand and the overall market direction of development is also the key to success.

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The embarrassment encountered by P when UNIQLO entered the Chinese market was related to this.

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"P": "when we entered the Chinese market, China has been flying for some time. Although we are intervening in the crucial moment of China's further take-off, it did not really understand the characteristics of the Chinese market at that time."

Pan Ning said that UNIQLO was positioned as a popular brand in the overseas market, but in the early twenty-first Century, the positioning of China's popular brands and foreign brands, especially Japan, was quite different.

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"P >" so far, Japan's "mass" in China, I also estimate that the middle class, the difference in standard of living caused the uncertainty of the brand positioning of UNIQLO, and the brand story we told the customer eventually caused a big price war in the initial stage of entering the Chinese market, especially a fierce price war with the local brand. After the fight, everyone lost no profit, and they all lost a lot.

Pan Ning said.

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In the case of P, Pan Ning took office and began to dominate the strategic adjustment of UNIQLO China since 2006.

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< p > the new positioning of the so-called "UNIQLO" brand in China will soon increase the "populace" crowd in Japan to China's "middle class", not to compete with the domestic low-priced brands, but it will be more competitive than other international brands in China.

Pan Ning noted that in 2006, there were about 150 million middle class people in the mainland of China, and this figure doubled in the next four or five years, reaching three hundred million or four hundred million.

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"P >" internationalization and internationalization impact bring new perspectives to consumers, and also bring us new needs of users.

In the new demand, if UNIQLO wants to win, the so-called "cater to the needs of consumers and satisfy their needs (that is, the middle class editor's note") must provide products that consumers really need.

Pan Ning said, "what do they need? They need to be able to enjoy foreign things in China. We will provide products of globalization, and consumers will recognize you if they feel new."

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< p > < strong > retail and talent plan < /strong > /p >

< p > as mentioned earlier, the adjustment of the brand positioning of UNIQLO in the mainland of China has made its products both have high value added to the domestic brands and high cost performance ratio of foreign competing products, but the early opening of the company in the domestic market is not fast.

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P does not mean that UNIQLO does not want to make more money, but its retail mode requires a large number of people to open shop.

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< p > in the < a href= "http://www.91se91.com/news/index_c.asp" > shoes and clothing sales < /a > mode, there are usually two kinds of wholesale and retail.

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< p > the advantage of wholesale mode is that it can quickly copy and open stores with the help of distributors and distributors, and rapidly expand the scale of revenue in the short term. The retail mode will be directly faced by consumers at the terminal, so that they can better understand the needs of consumers, provide better services to them, and better control inventory.

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< p > "we know that shops are not only open but also people.

Every store in UNIQLO is very large and has a very high turnover. In this process, the requirements of the store manager are very high.

It can manage a shop and manage dozens or even hundreds of employees, which is very high for the manager's ability and requirements.

Therefore, if UNIQLO wants to open more stores, it has to cultivate enough and enough management personnel to lay a good foundation for fast opening stores.

Pan Ning said that since UNIQLO did not become a foreign franchisee, the vast majority of shops were self operated. Therefore, the recruitment of qualified personnel has become the first project of Pan Ning and UNIQLO in China.

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< p > "We recruited 470 graduating students in 2013, and the number of applicants was over 100 thousand. This is a very surprising number."

Pan Ning said that he not only went to universities every year to do job interviews and lectures, but also to participate in the final interview.

After recruiting, he will meet with you every month for communication and education.

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< p > "in the training and education of talents, UNIQLO will spend a lot of time. I spend almost half of my time on recruitment and training."

Pan Ning said, through this series of efforts, in recent years, UNIQLO has enough talent to support its further development of shop demand, the outside world can see the rapid expansion of UNIQLO signal.

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Ryui Masa, the richest person in Japan and founder of UNIQLO, once described himself as the third generation of self owned professional retailers on the basis of P.

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< p > according to Ryui Masa's view, the first generation of self owned professional retailers represented GAP and LIMITED as a representative of the original sportswear combination, and called it casual wear and popular.

The second generation was integrated into fashion elements on the basis of the first generation, making the casual wear more fashionable, representing the brand ZARA and H&M.

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< p > Ryui Masa believes that "fashion" is not the only reason why consumers buy clothes. The information of clothing's performance, fabric, comfort, style, collocation and aesthetic feeling should be passed on to consumers so as to generate their desire to buy.

To achieve these communication, we must have many high-quality retail terminal talents. UNIQLO hopes to become such a third generation private brand professional retailer.

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< p > < strong > supply chain growth > /strong > /p >

< p > but to become the world's first clothing brand beyond GAP, ZARA and H&M, it is not enough to do so.

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< p > September 2005, in the face of the company's first annual earnings report of "increasing profits and reducing profits" (sales growth but profit decline), Ryui Masa, who has served as chairman of the Xun marketing group (Chairman) for 3 years, is determined to return to operation.

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Ryui Masa P visited all the suppliers in person and told them about the production plan and development plan of the company in the next two or three years, and sent the head of production department to the factory production line to participate in the management of coordination and supervision.

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Less than P, inside the UNIQLO, these professionals who have been sent to cooperative enterprises for product development and financial management are called "the team of craftsmen".

"Our cooperative enterprises are not only placing orders, not only giving them opportunities for growth, but also helping them improve their existing management and management capabilities, so that they can have better space for development in the future and develop better and larger."

Pan Ning said.

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< p > obviously, the level of supply chain management will make UNIQLO minimize the losses caused by product development failure and gain more profits from successful product sales.

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< p > Ryui Masa believes that only when the brand partners establish highly mutual trust with suppliers, will the supplier not lose the opportunity for further cooperation because of the unsalable sale of a product at the retail terminal of the retailer, or when the product is selling well, the order can also be guaranteed first by ensuring the quality of the brand's product.

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"P >" retail market has recently mentioned UNIQLO, but in China's fiber industry, UNIQLO has been investing heavily in the past 20 years.

UNIQLO is different from many other foreign brands. There are not many manufacturers, about 70~80, but nearly 600 million products are produced in China every year. More than 500 thousand Chinese people work hard every day for UNIQLO. My boss (Ryui Masa, editor's note) will say that half of UNIQLO's success depends on Chinese people.

So far, nearly 80% of UNIQLO's products are made in China, Pan Ning said.

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"P" is based on a high degree of trust in Chinese suppliers. Under the circumstances of the large shift of supply chains of many garment enterprises, UNIQLO still has confidence in the sustainable development of China.

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< p > "now the government also encourages private enterprises to" go out ". UNIQLO also complies with the call of going out and tries to go out with our partners as much as possible, rather than looking for an overseas company.

Pan Ning said.

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