Interpretation Of UNIQLO'S US Strategy To Remove Several Executives

According to Japanese media recently, 4 executives from H&M, GAP and WAL-MART began to serve as executive directors of Japanese casual wear brands and UNIQLO FAST FAST RETAILING group in January this year.

Anderson, who served as CEO of H&M, shared the highest executive director of the group with Tong Xuan Fu.

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At P, so far, UNIQLO has replaced overseas "a href=" http://www.91se91.com/news/index_c.asp "office executives" /a "instead of locals.

Okazaki Ken, chief financial officer (CFO) of UNIQLO, said: "welcome overseas executives to join us and jointly prepare the business system". They say they will completely delegate business management to experts from all walks of life.

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< p > in this bold global personnel pfer, the most variable is the UNIQLO American branch.

Stephen, a former GAP affiliate of Banana Republic and other commodity sales policy (MD), was promoted to the sales director.

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< p > above, in December 2013, the new US UNIQLO CEO CEO, in addition to playing the important role in Toys R & D and PepsiCo Inc, was the senior vice president (SVP) and chief financial officer (CFO) of more than 10 years in the United States, the hottest a href= "http://www.91se91.com/news/index_c.asp" ladies' brand /a /a Forever 21.

His experience in distributing chain stores at Forever 21 and his extensive connections made him quickly open 10 dominant stores in the East and west coast of the United States after taking office.

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Personnel changes such as P prove that UNIQLO's American branch has great changes in its management strategy.

When UNIQLO entered the US in 2005, the flagship store of New York, as its advertising signboard, was too expensive. In the past 10 years, UNIQLO did not get rid of the deficit in the United States, so the expansion of chain operations was also difficult.

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< p > but recently, the popularity of UNIQLO brand in the United States has greatly improved. The sales volume has started to grow in the past year, and the local talent has also been used to train the store manager.

After adding more than 2 figures to 3 of the original UNIQLO stores, the new store has also begun to make a profit.

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From P to September 2013, the us a href= "http://www.91se91.com/news/index_c.asp" > UNIQLO "/a" branch plans to add 15 more shops, plus 7 stores before August 2013, and it needs to expand to 3 times the scale of 22 stores a year. This has also become an important reason for UNIQLO to enable foreigners to use foreigners.

In the first half of 2014, the United States and Pennsylvania opened 5 stores, and then will enter Boston and Losangeles. The goal is to break through 100 stores in the United States.

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< p > in the 2013 annual report, CFO, Okazaki's chief financial officer (Larry), confidently indicated that under the leadership of the US company, whether it was trafficking, new stores, improving sales policies and so on, the performance was on track.

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< p > however, there are still some problems.

Because the establishment of a large number of stores took a huge initial cost, Okazaki said that a single year's profit is expected to extend beyond 2014.

Ensuring that shop assistants and their training have also become a top priority.

The success of UNIQLO's expansion plan in the United States depends on the ability of the new US branch, CEO Larry.

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