Fast Fashion Brand UNIQLO: Innovating Traditional Chain Store Mode

It is the ultimate dream of many retail businesses that every product is sold and not backlog.

UNIQLO has created a unique management mode through disruptive innovation in all aspects of R & D, design, production and sales.

For example, UNIQLO 70% is the basic form, its inventory is less than other clothing enterprises, the error rate is relatively low, the inventory pressure is very light.

However, UNIQLO has carried out in-depth development for each item. A single product is often divided into round collar, V collar, full coverage of men, women and children, especially in terms of color. Each species has four or five colors.

More importantly, because the style is simple, the consumers are more comprehensive, rather than confined to certain groups of people, thus forming a larger market scale.

UNIQLO has thousands of stores around the world, and the situation of each store may be different. For example, it is hot enough to wear shorts in Guangzhou, but northeast may still sell cotton padded clothes.

In this regard, UNIQLO's management and control means, CEO Ryui Masa, a fast selling group, totally negated the traditional chain store mode of "headquarters decision, branch obedience", and the store manager was given great power to sink power.

They call the headquarters "support center", according to the different regions and different types of shops to develop business objectives, the store manager can be determined and adjusted according to the location and source of the store.

Merchandising, shop operation and advertising leaflets can also be self policy-making.

However, we must obey the regulation of the regional and headquarters.

The manager is also entrusted with the responsibility of taking the responsibility of the shop as his own company.

Responsible for store sales and inventory.

It is Ryui Matsushi's request from every UNIQLO manager to "manage his own store like an independent and self respecting businessman."

"Zhou" is

The basic unit of management cycle.

On the 7 day, anything can happen in UNIQLO. According to the weekly data, the store manager decides to increase the production of a pair of shorts S code, stop the production of a T-shirt yellow color, or even remove a coat pocket on the left chest, or introduce a lady's coat for a man's coat.

These large or minor adjustments are based on the consumer's response to the product.

"For example, I think this year's product is not very good, and how to do it next time," or "I think your May 1 promotion campaign may not be in place, it should be done three days in advance" and so on, and the response time usually does not exceed one week.

This means that every store can adjust its business plan next week according to its sales situation. The factory can quickly adjust the quantity of production, and the design department can quickly reflect the customer's reaction to the next stage of the commodity plan.

This weekly management cycle is the secret of UNIQLO's realization of zero inventory. It is also the idea of fast selling in its own name -- rapid sales.