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Unscramble The Five Secrets Of UNIQLO'S Twenty Years Of Selling Against The Market

2014/1/12 20:19:00 18

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UNIQLO The Biggest Secret Of Success The Secret Of Success.

In the eyes of consumers, casual clothes are "casual clothes in everyday life". The concept and market are actually created by P.

Before UNIQLO grew rapidly, the definition of casual wear was "fashion oriented, stylish clothes for young people".

make information generate huge profits /p >

Liu P, chief executive of UNIQLO, proposed the third generation of clothing retailing business very early.

The so-called third generation clothing retail enterprises not only need to manufacture and sell products, but also send information through continuous corporate activities, create new values, and further arouse customers' desire to buy.

That is to say, the third generation of garment retailers is no longer a mere retailing industry.

This concept is based on Liu well's understanding of modern consumption.

He believes that the key to deciding the purchase is the image of the commodity or the value of all kinds of information, rather than the attraction of the commodity itself.

Ryui Masa regards the clothing value chain as the information chain, defines the value chain movement as the flow of information, and grasped the key to the competitiveness of the garment enterprises.

Liu well once said: "take advantage of the strongest commodities, because the strongest commodities will drive everything."

What is the strongest commodity? It is to show customers the reasons for buying.

Ryui said that in Modern Japan, where the consumption maturity is very high, the only way to promote consumption is information.

In the retail industry, information is the biggest source of revenue.

to improve the quality, it is necessary to spend the corresponding cost, but the cost structure is generally visible, so it is difficult for the commodity to set a price higher than the cost.

Information is not the same, so long as the method is right, it can create huge profits almost without cost.

1998. In 1999, when UNIQLO fleece products were on sale, UNIQLO took the opportunity to provide high quality press releases with both topic and originality to TV stations, newspapers and magazines, which made QQ's brand popularity a qualitative leap.

attach importance to sales site /p >

Liu well is most concerned about the store selling site that is directly related to customers, and the store manager who is responsible for managing the store's work.

He explained, "the salesmen of the shop know more about the customers than the people at headquarters, so all the correct answers are in the front line of the shop's sales."

Liu well denied the traditional chain store theory of "headquarters decision and branch obedience".

In the era of shortage of goods, this system can provide goods to consumers at the lowest price and the fastest speed, creating the myth of retail business.

In the era of supply exceeding demand, this mode is becoming more and more inefficient. The reason is that "neat and unified commodities and large quantities of supply" are difficult to cope with the diversified demand of individuals in the era of oversupply, and this system will also produce the biggest drawback of centralized centralized system of the headquarters, namely, the big business disease and bureaucracy, and the most sensitive and flexible ability of the retail industry will be buried. P

The traditional way of management is to instruct the operator to sell the site only if he obeys the order.

< < a href= > http://www.91se91.com/news/index_f.asp > > UNIQLO > /a > is not the one way way, but let the staff at the sales site think independently and act autonomously, while the operator should be good at listening to their opinions and requirements.

In this way, judgment is a two-way street.

there will be many dissatisfaction in the first line of traditional chain stores. For example, the first line can not display goods according to the habits and characteristics of the region, nor can it introduce new products according to the actual customers' trend.

UNIQLO attaches importance to the sales site's attitude, exerts the strength of each branch, and improves the satisfaction of employees and customers.

to implement this reform, UNIQLO is from "headquarters leading" to /p >

Liu P, who switched to "shop led" and has a strong sense of crisis, has done a lot of intense exchange.

The result of the big change is that Liu well replaced 5 of the 7 directors, and almost all the "behind the scenes" heroes of the first growth period left UNIQLO.

After that, Liu announced some specific measures: including the operation expert group system composed of Liu Jing's dictatorship system to new directors, including restructuring the supply chain, setting up more flexible, more productive and meticulous adjustable production system during the sales period, executing shop single management, and implementing shop order system in some stores.

Liu well advocates the concept of "full staff management", and the manager does not have to say that even ordinary employees are striving to become "knowledge workers".

Ryui Masa advocates front-line salesmen to become "knowledge workers", focusing on improving the human capital of salesmen, and advocating the real professional management.

This allows employees to think according to their own information and knowledge, take the initiative to do the work that is not written in the work guide and do not explain to their superiors, and do their work well.

Knowledge workers in the staff increase, and the way of business will change.

This will not only improve the efficiency of retail enterprises, but also provide employees with opportunities for development, meaning of work and meaning of life.

reform brings unexpected results.

The sales growth of UNIQLO has stopped abruptly, and the existing stores have set a new record for the 34 consecutive months of growth in about two years.

reasonable price increase /p >

"UNIQLO abandoning low price", which is a full page advertisement published by UNIQLO in September 2004 in Japan's main media. This slogan has brought great impact to people.

Because at that time, people's impression of UNIQLO was "it's just because UNIQLO is cheap enough to sell."

Liu Chi, the president of UNIQLO, is unable to bear this view.

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< --EndFragment-- > he concluded that in the past, UNIQLO did "relatively good clothing", but in the future, it would strive to create "absolutely good clothes", that is, from cheap UNIQLO to excellent UNIQLO.

"UNIQLO" has entered the Chinese market in two.

The first time (from 2002 to 2006) was unsuccessful.

At that time, the location was low, the price was cheap, and the cheap clothing brand in the domestic market could not be separated from each other, but on the contrary, it could not get the trust and favor of the domestic consumers.

In recent years, "UNIQLO" has entered the Chinese market in a large scale, and has opened a larger flagship store in the core business circle of the first tier cities, adopting the value principle of price and quality matching, instead of being cheap at all, and targeting the target customers in the increasingly large Chinese middle class.

Ryui said: if you sell low-priced goods, you will be involved in the price competition of cheap clothing dealers, so that UNIQLO will never win.

After the release of the low price declaration in 2004 P, UNIQLO's commodity price line was rising slowly, and the price of its main commodity jeans increased at least by 30%.

However, UNIQLO is not just raising prices, it can always improve the quality of products while increasing prices, that is, increasing the added value of products.

If price increases, it is necessary to provide equivalent or exceed the added value of the price increase; if the price remains unchanged, it is necessary to continuously provide the function and quality of the product.

The most typical example is its popular product "HeAT TecH" series, which is characterized by "evolution" every year.

So the location of UNIQLO shifted from its low price to function, quality and design.

create new market /p >

The problem that P has been puzzling retailers in recent years is that things can not sell. The root cause of this problem is the ease and outmoded thinking that "goods can be sold on the shelves."

Nowadays, things can not be sold as a matter of course, because society has already passed the era of insufficient supplies, and in the era of supply exceeding demand, people's desire to buy has been decreasing.

Moreover, modern people buy clothes with a preference: they do not like clothes and do not give them away. Some clothes can not be sold at a lower price.

In the modern consumer industry, clothing is a commodity that is not allowed to sell at a price.

Less expensive clothes are not necessarily sold out. Can p sell clothes with high value?

It must be "valuable and cheap" before it can be sold.

In other words, modern consumers are pursuing "cheap reason".

The traditional department stores and general supermarkets only saw "no price cuts, but they couldn't sell them".

"no reason for price cuts" sometimes causes consumers' suspicion. "Why was it so expensive before?" UNIQLO's popularity is not because it is cheap. The key is that it discovers the potential demand for consumption, that is, the creation of new markets.

"P >" for example, its new warm underwear "HeAT TecH" sold 100 million of the horrors in 2011.

Why did it sell well because it jumped out of the framework of "high quality and affordable underwear",

create a new category -- < a href= "http://www.91se91.com/news/index_f.asp" > underwear > /a > fever function.

from this point of view, ZARA, H& and M are traditional casual wear.

UNIQLO removes several key words in traditional casual clothes, such as youth, fashion and fashion, but pforms them into the necessities that are most close to daily life.

To put it plainly is not to be bound by casual clothes, but to create a wider range of new leisure market.

< a href= > http://www.91se91.com/news/index_f.asp > dress > /a > /strong > /p > for everyone.

as we all know, speaking of the main points of marketing strategy, first of all, we should clarify our own sTP, that is, market segmentation, target market selection and market positioning.

That is to say, first, classify the market, then sell the products to anyone, and finally decide how to separate their products from competitors and establish competitive advantages.

However, UNIQLO deviated from the modern marketing theory, and even completely deviated from the general knowledge of marketing.

UNIQLO did not lock in the market, target groups and positioning, but developed products that had no personality or characteristics and were at a competitive disadvantage.

But this is exactly the biggest advantage of UNIQLO.

How to explain the contradiction?

The key to "P" lies in the "differential trap" in modern commodity strategy.

The differentiation of market competition leads to excessive differential competition.

All competitors are always differentiated, which leads to identity.

Nowadays, enterprises are easy to fall into this trap. This tendency to "deliberately maintain differentiation without difference" is particularly evident in the clothing industry.

UNIQLO and the blind differentiation competition draw a clear line, but enter the "all age and gender can wear low cost basic casual wear" market.

In fact, this market has existed for a long time, and the scale is very large. Perhaps because this huge market appears too early, it becomes a blind spot of other businesses.

Ryui Masa said: "the clothes we make are suitable for everyone.

The idea of "down jacket for young people" and "sweater for the elderly" is wrong.