Why Does UNIQLO Accelerate The Development Of Physical Stores In China?

This is

Second time to participate in Tmall's "double eleven" activities.

On the morning of November 11th, Tmall officially announced the sales rank of the whole category as of 1:25, and UNIQLO followed millet to become a runner up.

On the day of "double eleven", the single day sales of UNIQLO official flagship store exceeded 120 million yuan, totaling more than one million items, up 500% over the same period last year.

At this time, UNIQLO has been in Tmall for six years, and they have been trying the frontier sales way.

There is a legend: a few years ago, Sun Tongyu, who was president of Taobao, came to UNIQLO with a team of people.

In the conference room, Sun Tongyu met the then director of the China electricity supplier in UNIQLO.

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!

The Japanese sat there very solemnly, with two pens on their hands, one red and one green, and they understood with a green line of strokes.

Sun Tongyu 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, Sun Tongyu sighed for the rigour of Japanese work, while others of the same profession commented on the Japanese saying, "knowing it and knowing it is very terrible."

This is the attitude of the Japanese in doing business.

Having learned about the attitude of UNIQLO to do business, 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 business department of UNIQLO has 13 service providers working for them in China. The entire China electricity 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 selling brand, and the TOP1 of 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 that O2O of UNIQLO is the brand that few of the business circles can see today, and its O2O practices are different from most brands.

UNIQLO O2O center of gravity tilted to the physical store

Uniqlo

It will not doubt, weaken or discard the offline stores, but will focus on it.

There are many discussions about the "window effect" of the entity store. The electricity supplier will destroy most of the physical stores. This has almost become a mindset, and some chain giants are going to stop and shop this year. The prospect of the store seems to be getting more and more confused.

UNIQLO is different, but it is almost the opposite.

First say shop speed.

As far as I know, next year, the expansion of UNIQLO's stores in China is speeding up, and the number of new stores will grow by 30% over the same period last year. This is partly due to the APP and O2O tests of UNIQLO and good results.

This is a typical case that mobile Internet will draw the world.

At present, the stores of UNIQLO are mostly in the second tier cities, while the users of UNIQLO APP and Tmall flagship stores come from all over the country, so there is a train of thought of "loading APP first and then opening shop".

UNIQLO, through the promotion of APP, has enabled more and more users to know their brands and enhance their popularity, so that more users can have a desire.

At the same time, according to the user's geographical location, daily activity and other related data, to provide the location of the shop and the rhythm of the control of the decision-making reference.

Besides, how can the uniqo avoid double line and enhance the competitiveness of the entity store.

First of all, it achieves the same price between online and offline, thereby avoiding the impact of online channels, which seems to have become a O2O standard without starting talks.

Secondly, it will attract customers to shop through various ways, such as providing location guidelines for peripheral stores in APP, and the two-dimensional code of coupons provided by online APP is specially designed, which can only be scanned in the physical store, so as to realize the drainage from online to store.

In addition, UNIQLO has adopted a strategy of "designated product partition + time interval" for discount products.

The so-called "product segmentation" mainly refers to the online and offline discount items are specially designated, and in the type of a distinction.

The so-called "time interval" specifies the time period of discount activities and adopts the method of peak sorting. Users can miss the online discount and wait patiently for the discount period coming from the stores.

APP installation and brand exposure of UNIQLO

UNIQLO APP does not sell heavily, reinstall volume and brand exposure, and actively promote offline outlets to online diversion.

Roughly understood and calculated, the installation capacity of UNIQLO APP in the country should be around 3 million. If the user opens at least once a month, the monthly activity will exceed 50%.

This is a good pcript.

Even so, the order conversion rate and sales volume are not the indicators of UNIQLO assessment APP, but more attention is paid to the expansion of the installation volume, especially in the areas where users are not open.

In this way, wherever it goes, it can quickly accumulate popularity and reduce the cost of opening new stores including hot spots and promotions.

To this end, UNIQLO is actively selling online to its users to sell its own APP, which has low cost and is directly effective.

In a year, UNIQLO's stores will have 3~4 promotion activities, from shop assistants to store managers and in store broadcasting to spare no effort to push the installation of app. This is a full target.

The data I understand is that in April this year, from 15 to May 1st, in the first O2O activity of UNIQLO APP, 30~50 users would choose to download APP and complete the purchase for every one hundred users. The effect was very obvious.

Its promotion is also more interesting. It is through the store radio and cashier's reminder that users can enjoy a better discount if they use APP to scan the two-dimensional code of the specified product.

All product 2D codes are specially designed and can only be scanned by APP of UNIQLO.

To this end, UNIQLO conducted a large-scale training for employees of the store, in order to enhance the installation capacity of APP with the help of big promotion.

Of course, there is no complex issue of interest distribution, but a company rule, and staff can be implemented accordingly.

Two, UNIQLO APP is not heavy sales, heavy installation and brand exposure rate, and actively promote offline stores to the online diversion.

Roughly understood and calculated, the installation capacity of UNIQLO APP in the country should be around 3 million. If the user opens at least once a month, the monthly activity will exceed 50%.

This is a good pcript.

Even so, the order conversion rate and sales volume are not the indicators of UNIQLO assessment APP, but more attention is paid to the expansion of the installation volume, especially in the areas where users are not open.

In this way, wherever it goes, it can quickly accumulate popularity and reduce the cost of opening new stores including hot spots and promotions.

To this end, UNIQLO is actively selling online to its users to sell its own APP, which has low cost and is directly effective.

In a year, UNIQLO's stores will have 3~4 promotion activities, from shop assistants to store managers and in store broadcasting to spare no effort to push the installation of app. This is a full target.

The data I understand is that in April this year, from 15 to May 1st, in the first O2O activity of UNIQLO APP, 30~50 users would choose to download APP and complete the purchase for every one hundred users. The effect was very obvious.

Its promotion is also more interesting. It is through the store radio and cashier's reminder that users can enjoy a better discount if they use APP to scan the two-dimensional code of the specified product.

All product 2D codes are specially designed and can only be scanned by APP of UNIQLO.

To this end, UNIQLO conducted a large-scale training for employees of the store, in order to enhance the installation capacity of APP with the help of big promotion.

Of course, there is no complex issue of interest distribution, but a company rule, and staff can be implemented accordingly.

Tmall flagship store official website and APP shopping guide

UNIQLO's official website and APP are all directed at Tmall flagship store. There is no membership system and no integral system.

At the beginning of its creation, UNIQLO chose a strategy different from Gap, Zara and other clothing brands. Its founder firmly believed that imitating others alone could not win, so the brand value of "Made For All", that is, producing the basic clothing that everyone could wear, was almost completely different from that of the only fashion brand that actively sought change and novelty.

This makes UNIQLO constantly make breakthroughs in the supply chain and the application of new fabrics, such as the light feather series, which is said to have been a hand of Shanghai, and brings a peculiar phenomenon, that is, UNIQLO has no membership system and no "integral".

In the eyes of UNIQLO, it is a good friend of human beings all over the world. Whether you come for the first time or the one hundred time, it will treat you equally.

This is a simple and unusual logic of thinking.

For example, why UNIQLO insisted that users should go to stores to use discount discounts, and specifically designed two-dimensional code that could be scanned by their own APP, which effectively avoided the waste of coupons.

UNIQLO's money saved on coupons and membership management systems can be invested in the pformation of offline stores.

At the same time, because there is no complex membership system, online and offline mutual diversion and activities are easier to get instant results.

APP, a small partner of UNIQLO mobile promotion and operation, said that UNIQLO's APP is more like a tool to increase customers' consumption viscosity and provide real value discount activities for direct use online.

At the same time, careful observation will find that UNIQLO's official website and APP in China, all traffic flows to Tmall flagship store. This is unthinkable.

After all, the users of the platform are platforms, which precipitate users to their official website, and then do CRM management. This is almost what many brands dream of, and UNIQLO just doesn't do so.

UNIQLO's experience in O2O:

1, online conversion rate under the single line is not high.

UNIQLO has tried for three months, allowing users to line down.