What Should Chinese Traditional Brands Learn From "UNIQLO"?

Two days ago, a respected business teacher told me the following story.

Several years ago, he and the God of wealth (Mr. Sun Tongyu) went to UNIQLO and met in the conference room, who was the head of e-commerce in China.

The wonderful place came. The Japanese in front took out a booklet set up by A4 paper, then prepared 2 pens, and began to ask the God of wealth on the basis of A4 paper.

That's an Amoy! Treasure! Rule!

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Sitting there very solemnly, with two pens, one red and one green, and they understood, they used green strokes to draw a line.

The God of wealth is going to be driven mad. He may not remember when these rules came out, and what scenarios started to work, for what reasons and what problems he was prepared to solve.

At that time, on the way back, the God of wealth sighed for the rigour of the Japanese, and the teachers at the same time commented on the Japanese saying, "knowing it and knowing it is very terrible."

This is the attitude of the Japanese in doing business.

Knowing the attitude of the Japanese, let's take a look at what miracle the e-commerce Department of UNIQLO has created.

There are only about 13 employees in the global business department of UNIQLO, of which about 7 are in China.

Of the 7, 2 are Japanese and 5 are Chinese.

The electricity supplier Department has 13 service providers in China to work for them. The entire China electric business department only does the "brain". The trunk part is all responsible by the outsourcing company, and the brain coordinates the whole business to move forward. On the day of double eleven, UNIQLO is the fastest seller.

Double eleven TOP1 for the first 15 minutes.

Associating with the achievements made by UNIQLO in the Chinese market, online performance has not sacrificed any brand image. Why is it not amazing?

Moreover, this is not the most bright spot.

The highlight is UNIQLO's O2O is the only brand that the business circle can see today.

During this period, the army was fortunate enough to have had contact with many professional managers. Everyone is saying that the biggest bright spot this year is UNIQLO. This year, the most noteworthy thing is UNIQLO. The most worthy of learning this year is UNIQLO.

Because, UNIQLO electricity supplier has paved the way for the first step of physical retail O2O, and the same price on the same line has also made the second step online and offline membership rights.

For consumers, they will only think about how to contact with brands such as UNIQLO, whether they are stores or online stores, they can achieve A shop purchase, B store replacement, C store returns, and the maturity of the membership system is far more than any retail brand in China.

Therefore, some brands online and offline have not yet realized the same price in the same case, shouting how to do O2O physical retail, this is a silly dream, O2O is hard work, dirty work, is also a major trend, brand dealers can not escape.

But Chinese retail brands are also very depressed. After all, they are not willing to face the malicious background.

China's reform and opening up has only been a few decades. Brand dealers have gone through the stage from the blank stage of the brand to the dividend output era, and the scale production stage has been heated up to now.

Overseas brands have gone through hundreds of years' history in the past decades, and have already finished the dirty and painstakingly work under the line. Most of the Chinese retail brands are over 10 years old. When they are under age, they encounter the impact of e-commerce. Therefore, the difficulties and pressures faced by this great era are unequalled in history.

In other words, UNIQLO does well, and it is not a quick imitation of Chinese brands. He has realized the independent development of fabrics. At such a high starting point, Chinese brands can not be imitated quickly. The most important investment is second and the time required is the most important. A strong mule can not catch up with a galloping horse. There must be no Chinese brand that can match the capital strength and research and development strength of UNIQLO in a short time.

In addition, I think the Japanese enterprise's mode is highly executive, and the hierarchy is serious. UNIQLO's mode is definitely groping out for its own mode, so the fashion brand that goes along the design route is not necessarily suitable.

Brands want to study UNIQLO, they cannot be copied. They need to be looked at in many ways.

What can be imitated is the business operation mentality of UNIQLO, and the rigour of management. Compared with that, our Chinese enterprises are inefficient and scattered.