UNIQLO: Fast Fashion Brands Expand Their Stores Leisurely

As of 2015, UNIQLO had more than 325 stores in the Greater China region. Sales and sales growth rates have been impressive.

Behind the highlights is O2O and most of UNIQLO. brand It's different.

UNIQLO, through the promotion of APP, has made more and more users expect UNIQLO to open a shop in their own city. It will attract users through various ways. Physical store Shopping, it realizes the same price between online and offline, and the users of Tmall stores and physical stores can transform each other, thereby avoiding the impact of online channels, and also achieving online drainage.

Every product is sold without backlog. UNIQLO has realized the ultimate dream of many retail businesses. UNIQLO has created a unique management model. For example, because the style is simple, the consumers are more comprehensive, rather than confined to certain groups of people, thus forming a larger market scale.

UNIQLO has thousands of stores around the world, and the situation of each store may be different. For this reason, UNIQLO negates the traditional chain store mode of "headquarters decision, branch obedience", and the store manager is given great power to sink power. Let shopkeeper can decide independently according to the situation of our store. It is Ryui Matsushi's request from every UNIQLO manager to "manage his own store like an independent and self respecting businessman."

UNIQLO has formed a huge scale. data Library. Through real-time monitoring and analysis of sales data, the production volume is adjusted and the marketing plan is adjusted. For example, last year sold 499 yuan, sales volume is very high or even sell goods, this year can consider raising the price appropriately, on the contrary, it is necessary to moderately reduce the selling price.

The other price is the price after the price is cut. There are two kinds of clothing price reduction in UNIQLO, one is "time limit and the other is excellent" and the other is "changing the selling price". Making pricing more flexible and clearing inventory backlog in time.

The fierce competition in the clothing industry, the essence of UNIQLO's success lies in its perseverance and perseverance in constantly changing and innovating.

As a Japanese company, UNIQLO has infiltrated the genes of Japanese business management: fine management, standardized processes, and stringent requirements for saving time and materials. Taking a look at TOYOTA, Honda, Panasonic, Canon and UNIQLO's persistent practice, we may not be able to understand why Japanese companies can occupy a place in the global market.

But perseverance is not enough. UNIQLO's valuable asset is that it can continuously change and innovate in pursuit of high efficiency, low cost, low price and high quality products. In the positioning, R & D team building, store management, product pricing, and constantly breaking through innovation, these accumulated changes and innovations have made UNIQLO market. brand positioning 。

Persistently adhering to the constant change and innovation, the success of UNIQLO should provide a useful reference for the development of many Chinese enterprises.