The Spanformation Of UNIQLO O2O: Innovation In Persistence

The fierce competition in the clothing industry is well known. It is not easy to settle down and occupy a place in this red sea. It is very impressive to build famous brands and develop rapidly in the international clothing market with strong hands. After 30 years of creation, UNIQLO has won the throne of the world's fourth largest SPA clothing retailer. In my view, the essence of UNIQLO's success lies in its constant commitment to innovation and persistence.

As a Japanese company, UNIQLO has infiltrated the genes of Japanese business management: fine management, standardized processes, and time saving. materiel Near harsh demands are reflected in the extremely neat clothing display in UNIQLO store, which is reflected in the details of telling employees how to bow to customers. Under the concept of strict cost control, Japanese enterprises often have more room for price reduction than their competitors, thus creating unique competitive advantages. UNIQLO inherits the outstanding practice of Japanese enterprises in this field, and is in the field of supplier selection, procurement management, inventory management, logistics management, operation management, supply chain management and so on. Garment industry The leading level. Think about the JIT:Just in Time, lean production (Lean Production), TOYOTA production (TPS:Toyota Production System), total quality management (TQM:Total Quality Management) in the textbook, take a look at TOYOTA, Honda, Panasonic, Canon and UNIQLO's persistent practice. Maybe we can not understand why Japanese enterprises can occupy a place in the global market.

But perseverance is not enough, especially in the rapidly changing market competition of garment industry is not enough to achieve rapid development. What's so valuable about UNIQLO is its ability to produce products with high efficiency and low cost, stick to the low price and high quality products, and constantly innovate. In the first ten years of its development, the company's spanformation and innovation are mainly reflected in the following aspects: spanforming the positioning of the company from "sales casual wear retailers" to "self brand clothing production retailers" (SPA); spare no efforts in the development of R & D team, continuously develop fabrics suitable for making casual wear; "sink power" in store management and management, so that the manager takes the responsibility of making independent decisions, which is quite different from the general Japanese enterprise management mode; in the pricing of product sales, the right is changed, it will be differentiated according to the market conditions of different countries. From uniforms These accumulated changes and innovations have made achievements. Uniqlo Brand positioning in the market makes it not only different from the European and American enterprises, but also different from the traditional Japanese enterprises. Just imagine how much courage and courage you need to call out the slogan "changing clothes, changing common sense, changing the world" and practicing in 30 years, and how much we need to understand profoundly about innovation and innovation.

Persistently adhering to and constantly changing and innovating, this is the inevitable demand of fierce market competition for enterprises, otherwise it will be difficult to continue. In the reform and innovation, we can still stick to it. This is the unique quality of an enterprise that striving for excellence and aiming for evergreen industries. The success of UNIQLO should provide a useful reference for the development of many Chinese enterprises.