How Does UNIQLO Make Low Prices High?

The first knife: the sword of humanity: the richest Japanese

First of all, he was very cruel to himself. He wrote two books, one called "one win, nine defeat", meaning that a victory was accumulated by nine failures.

There is also a book called "one day can be discarded successfully", which means that the past success is very disliked.

He is also very poisonous to his employees.

He often calls names inside the company, and there is also a cursing and harsh word that "people who can't swim will let him drown".

Ryui Masa was afraid that the staff would not understand, and the slogan was put on the wall of the company.

Even in Japan, UNIQLO is known as "black factory".

Because in accordance with Japanese standards, its staff turnover rate is too high - less than three years, half of all new recruits leave.

This is related to the early entrepreneurial experience of Liu well, and every day it repeats the nightmare of the failure of the company.

Of course, Ryui Masa's poison style brings

Great advantage.

As we all know, the quality control of Japanese clothing is very strong, and the quality control of UNIQLO is abnormal.

I saw a number and I was surprised.

Many of UNIQLO's garments are made in China. The average rate of defective products in the industry is generally 2-3%. UNIQLO requires factories to reduce the defective rate to 0.3%.

Moreover, UNIQLO's rules for evaluating defective products are very strict. What are inferior products? For example, on the surface of T-shirts, even if there is only one thread thread of 0.5 mm, it is considered defective.

Let me take a breath.

Ryui Masa is very suitable for Chinese people.

What does that mean? It looks very gentle, and it is destructive inside.

For example, Ryui Masa subverted a traditional law. In general, enterprises will follow this law. I call it "the law of death in the middle", or do the highest, or do the lowest, and the middle part is not easy to die.

Generally speaking, there are two kinds of clothing and clothing: one is super brand, the brand is very good, the price is very expensive, the other is that there is no brand, it is very cheap, the quality is not good, and the polarization is very serious.

Ryui Masa said: I want to do the middle part, the price is cheaper, the quality and the quality are very good.

Now many competitors also emphasize that we also have very good quality, and the price is very low, but the only thing that can really do this is UNIQLO.

UNIQLO's business model has never been a secret.

It is high quality and low price, that is, fast fashion.

I don't think so.

In my opinion, Ryui Masa's biggest, fiercest and most ferocious move is that he grabs the cheap at one hand and tries to force the case at the same time.

In other words, UNIQLO even made the low price high.

This is almost impossible in the past.

We dissected UNIQLO under the knife of destructive human nature to see what ruthless destructive knife is there.

Second, knife: destructive knife: low price can also be highly forced.

What is a product B?

To put it simply, it is the style that products can be shown.

I think the first B brand in history originated in Paris in the late nineteenth Century.

A tailor named Voss can be called the father of B.

At that time, all the tailors were selling skills. Only worth, he first created a model to wear his design clothes to display.

All along, B has nothing to do with one thing, that is high price.

However, Ryui Masa broke the spell, which is extremely low in price, and also has a high B lattice.

All enterprises in China should learn from UNIQLO, because they are good at low price and are not good at B.

The early impression of UNIQLO was "cheap but not good", but Ryui Jungyong's vicious action corrected all this.

It also gives us a new path, that is, low price can also be used as a high forcing case.

In other words, too much quality and low price is the only way to make a price low.

I think that's what it is.

The most revolutionary significance.

In fact, UNIQLO began to enter China in the first place. It was a failure. Despite the high quality and low price, Chinese consumers were most aware of the low price. They categorized UNIQLO into brands like Baleno and JEANSWEST.

UNIQLO entered China in 2002 and was badly beaten by Baleno and Giordano before 2006.

UNIQLO's way is to enhance the grid and target the users in the middle class.

Take a small example of UNIQLO upgrading B. UNIQLO's store in Hongkong is written in Japanese.

Of course, this is the Chinese way of thinking. The Japanese do not understand why. Why do Chinese people explain that it is important to let them know that they can speak Japanese once more.

This value is B lattice.

In this way, many cosmetics are learning, for example, domestic cosmetics such as Han and so on, in order to enhance their B, deliberately printed the packaging text into Korean.

These are just the opposite.

Ryui Masa, a small boss of town and township enterprises, was the first to become the richest.

There is a set of rules for money, which is also the kingly way of Ryui Masa B.

We have a student at the minimally invasive college, a global OEM manufacturer of UNIQLO, and a top factory in China.

I call it Ryui Masa's three axe to build B grid:

First, Axe: do subtraction, substantially reduce SKU and win by exploding mode.

Ryui Masa has had an internal Manifesto: use the strongest products, because the strongest products will drive everything.

What is the strongest product? It is to show the customer the reason for buying.

Japan UNIQLO research expert Tsukiizumi Hiroshi once exposed a UNIQLO data: 500 kinds.

This is the number of new products launched by UNIQLO every quarter. Even in the flagship store of UNIQLO, the area of 5000 square meters is 500.

500, what's wrong?

This is a very small number, with others.

Compared with brand ZARA and H&M, the number of UNIQLO products is less than 1/10 of their brands.

This method can be called "less varieties and large stocks".

A good sale is a great profit.

If it doesn't sell well, the stock will pile up.

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Second axes: design together.

UNIQLO is really a paragon of frequent defeats.

The early overseas development of UNIQLO was disastrous. Why? Without B, early UNIQLO was in the suburbs of the United States shopping center, opened several stores, were not successful, out of the market.

What can I do to reverse it?

It depends on the design of a very tall building -- the flagship store in the world.

This global flagship store is first built in a prosperous gold location, followed by a large store area, at least two times more than the standard store.

UNIQLO will invest the highest level of product marketing strategy and visual merchandising strategy in these stores.

For example, the Chinese have the most B consumption, and UNIQLO has opened the world's largest flagship store in Shanghai.

Located in Shanghai's most prosperous Huaihailu Road, its business area is more than 8000 square meters, or even called UNIQLO cosmological flagship store, because it is too big.

UNIQLO shops generally do this. Now choose the most expensive section of the largest city, open up a new store, attract consumers' attention, improve the popularity of UNIQLO, the key is to upgrade the B grid, then open other branches, and rely on these branches to attract gold.