Nine Mu Wang Insists No Major Strategy In Brand Strategy.

The king of nine Mu said that the strategy of the channel market under the annual line would remain cautious and there would be no significant adjustment in 2014.

At present, we can see that the sales volume of the nine branches of the company has increased slightly.

People said that the price of the company's products was stable, and the price was not lowered recently.

The next line will not be adjusted substantially.

The official said that there was no change in the policy of 9 Mu Wang against the franchisee, despite the recent part.

The company lowered the price of its products, but the company did not take similar measures.

In 2014, nine Mu Wang adjusted sharply.

It closed hundreds of shops.

In 2015, the relevant adjustment of the company's offline channels is expected to end.

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Both domestic and foreign clothing brands are now slowing down in China, but it is an exceptional brand, and its strategy is surprising.

With UNIQLO stores infiltrating into the two or three tier cities, the problem of online and offline mutual exchange may gradually emerge.

Taking into account the growing maturity of the domestic electricity supplier system, compared with the entity store mode, the advantage of the electricity supplier is more and more obvious.

But traditional businesses like UNIQLO can't abandon the physical store model.

On the one hand, physical stores have the brand effect of offline advertising; on the other hand, traditional enterprises rely on the third party platform to build their own business channels to increase their initiative.

However, there are few successful cases of self built e-commerce channels, which are more difficult for traditional enterprises because they specialize in technology.

Therefore, in the past two years, UNIQLO's strategy is to get through online and offline, use online traffic to feed back line, and use online data to help make better decisions under the line.

One sentence: borrow the power of Internet (thematic reading) for your own use.

For example, in 2011, UNIQLO developed a social game on Facebook and Twitter, where users get preferential codes in the game, and then receive the corresponding prizes from the discount code to the line.

This is to excavate new incremental users from third party platforms like Facebook.

Another example is the recent free delivery of UNIQLO at China station.

This is a global project of UNIQLO, which is held in different countries every year, and new free clothes are distributed to target users through online and offline integration.

In 2013 and 2014, UNIQLO sent 100 thousand and 200 thousand new products free of charge worldwide.

Take a look at the specific way of UNIQLO: in headquarters Japan, UNIQLO adopts the official website application, and the user receives the code from the next store.

In other countries outside Japan, UNIQLO's public base is not as strong as in Japan, so it chooses to cooperate with the third party platform and take advantage of it.

For example, in China, the free delivery of UNIQLO is chosen to cooperate with Alipay wallet. Users apply for the Alipay wallet service window in UNIQLO, then pick up the clothes from the store by the code.

Alipay wallet has 190 million users in China. This user base is unable to reach UNIQLO in a short time in China.

This mode is equivalent to moving the "sea election" process online.

It can be expected that if the traditional mode of offline delivery is free, it will inevitably bring about problems such as large queuing of people in the shops, difficult management at the scene, poor user experience and so on, and the cost of operation will be greatly increased.

With the help of online platforms, these problems can be solved.

For UNIQLO, the key point of this model is that it can drain the online users to the line, and the physical stores will retain them through promotional promotions.

In fact, for many traditional enterprises, the most direct advantage of cooperation with a strong platform is massive user resources.

In China, WeChat and Alipay wallets are national applications. WeChat's traffic is the largest, but businesses need to rely entirely on their own users.

Moreover, WeChat has not set up a mature payment system, which is only suitable for marketing and is not suitable for trading.

But Alipay wallet's service window platform, the official can recommend the high quality merchant to the user, helps the merchant touches the user directly.

In addition, the users of Alipay wallet are mature mobile payment users, with higher gold content and better conversion rate.