UNIQLO "Plot" Big Data Linkage Line

In recent two or three years, both domestic and foreign clothing brands have slowed down the pace of opening stores in China. Uniqlo This is an exception. In March last year, UNIQLO officials also said they had to speed up the pace of opening stores in China, opening 80-100 new stores a year, extending to the second tier and three tier cities. It is expected that by 2020, the total number of stores in Greater China (including Mainland China, Hongkong and Taiwan) will reach 1000, which will become the largest retail market of UNIQLO over the Japanese market.

　　 Borrowing the power of the Internet for your own use

Is there no question of UNIQLO online and offline? There must be, but no other brand is so obvious. First of all, UNIQLO's stores are currently concentrated in the first tier cities, so even though UNIQLO has opened flagship stores in Tmall, Tmall stores have largely helped UNIQLO excavate the incremental users of the two or three tier cities.

However, as UNIQLO stores penetrate into the two or three tier cities, the problem of online and offline mutual exchange may gradually appear. 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. but Self built e-commerce channel The number of successful cases is few and far between, which is more difficult for traditional enterprises.

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: borrowing the power of the Internet 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.

　　 Plot data

Second rate businesses look at traffic, and first-class businesses look at data. Many traditional businesses may not be able to see big data, but now they do not understand it. In cooperation with Internet Co, it would be a great waste if we only value user resources instead of user data.

UNIQLO obviously sniffed the value of data. For example, this free delivery activity is actually once. Big data marketing 。 Alipay's data capabilities are able to recommend uniqe's activity information to target users according to the geographical distribution, behavioral preferences, consumption preferences and living radius of different groups of people. Even in line with the demand for new businesses, Alipay can even set up the proportion of new and old users of UNIQLO when pushing users.

There are many functions of data, such as site selection. The location of traditional businesses is generally estimated to be the location of passenger flow. But with the help of Internet Co's data compass, they can clearly know where the target users are located, and where to set up shop is the most appropriate. Data capability is the short board of traditional enterprises, but it is the strength of Alipay.

It is stupid to think Internet Co is being used. They are not stupid at all. Alipay wallet borrowed its own site, in fact, the map is also data. Alipay platform itself has massive online trading data and powerful data mining capabilities, but with the penetration of the line, Alipay also needs to continuously supplement the data of merchants and users below the line. Using offline data to continuously improve their overall data, so that there is a backflow of data under the line, and data dimension is richer, which can better provide guidance and decision-making for online and offline scene operation.

In traditional enterprises, the case of Internet cooperation in UNIQLO is more useful. Through big data to guide their own operation decisions, O2O continuously imported new user resources from the line. UNIQLO clearly knows what it lacks, and what Internet Co can give it to take advantage of other countries, which is worthy of the imitation of other traditional enterprises.