UNIQLO Double 11 Strategic Focus: New Retail Experience Economy

Last year, more than one category champion.

In the eyes, the new retail experience economy brings consumers an "upgraded shopping experience" through online and offline synchronized promotions and online ordering stores.

According to the survey of the pre promotion stage, UNIQLO found that consumers were right.

The biggest expectation is the simultaneous discount and receiving speed under the line. Therefore, UNIQLO has launched some products "online order, 24 hour store speed pick up". At the same time, consumers can get multiple price concessions if they consume in stores.

These policies have just catered for.

Double 11 puts forward the key word "all channels".

High voltage for electricity providers: stores can not be replaced

It is understood that UNIQLO's business channel in China is dominated by Tmall's official flagship store.

In fact, UNIQLO has also tried to enter Jingdong, but its relationship with Jingdong lasted only 3 months.

The industry believes that the supply chain and channel of UNIQLO are relatively mature, and the electricity supplier will break the original channel mode and price system to a certain extent, so that it will show the prudence of the electricity supplier channel.

At present, the sale of Tmall flagship store is about 5%~10% of brand sales.

"UNIQLO online and offline pricing strategy is consistent, different regions of the distribution and marketing strategy will be adjusted according to the local natural climate, consumption habits and other factors."

"The online and offline stores are the windows of brand image and brand promotion," APP said.

He pointed out that shops are the most important brand positions, bringing real product and service experience to consumers. "Offline stores will not be replaced by electricity providers, but just need innovation."

Since its entry into China in 2002, UNIQLO has opened more than 400 entities in the country, covering over 100 cities.

In 2016, UNIQLO expanded nearly 100 new stores in China, which is particularly bright in the closing of traditional brands.

It is reported that UNIQLO has seen the three or four line of urban consumer demand for brand and merchandise comfort experience, the future will also expand through the physical store, win the three or four line market.

It is understood that China has been the main battleground of UNIQLO's overseas business, but in the latest earnings of its parent company's fast selling group, its overseas business's after tax profit has declined.

In response, UNIQLO's response was affected by the season, but insiders pointed out that excessive expansion under the line may be the real cause of the decline in profits.

However, UNIQLO's confidence in offline business has not decreased, and even hopes to boost sales through continued expansion.

The official said that the brand expansion rate of new stores in China will remain at 80~100 per year.

In addition, the group also introduced the brand GU of UNIQLO sub line to China to try to supplement the market gap of fashion casual wear.

Insiders have commented that UNIQLO's adherence to offline business is very consistent with its positioning of the electricity supplier. "UNIQLO always regards the electricity supplier as a sales channel," the above pointed out. "Most brands have a clear location from the stock to the normal operation process, but UNIQLO has never changed, and has seen the final state of the electricity supplier very early."

The rationality of marketing: commodity structure is the key.

As the defending champion of Tmall's 11 category this year, UNIQLO's achievements have attracted much attention.

"UNIQLO is characterized by its price friendly to people and its simple style, so some consumers are impressed with its impression that it is a casual wear supermarket. The volume of the target group determines its sales volume.

But obviously, under the fast fashion trend, the homogeneity of clothing can no longer satisfy the needs of the mainstream young consumers nowadays.

An Internet apparel brand founder said.

Faced with the impact of fast fashion demand, UNIQLO's response is to enrich its product structure.

In January this year, UNIQLO broke the original product classification, and launched the 4 scenes of Uniqlo U, Sport, Knit and Jogger in the dimension of lifestyle, hoping to meet consumers' needs for clothing and quality of life at the same time.

Another clothing brand operation director has questioned the marketing method of UNIQLO, "Tmall double 11 period provides many marketing resources for the brand, and UNIQLO has not dabbled, such as live broadcast and evening party.

No participation in the party may be a consideration of the cost, but the hot broadcast is not involved.

An e-commerce industry close to UNIQLO believes that there are two reasons why UNIQLO did not participate in the live broadcast:

(1) Japanese brands are relatively cautious about marketing, and are related to the speed and prudent attitude of emerging marketing models.

(2) the role of direct seeding is essentially converting the flow of fans to the brand, so that the brand, product and content can be unified, but the role of the direct broadcast of the brand has not been very large.

It is understood that although UNIQLO did not play more games with the platform during the double 11, but in the overall marketing strategy of the brand, it has joined stars, IP and other elements.

Take some actions taken by UNIQLO in 2016 as an example:

(1) in March, he launched the spring and summer UT series jointly with KAWS, a contemporary art master in New York, with the four themes of "sprouting cool and interesting".

(2) in August, he invited Chen Kun, Ni Ni and dads to release fashionable trunks in the global flagship store of UNIQLO Shanghai, and launched the star customized version of clothing to promote the promotion of new products by potential stars.

(3) in September, the MAGIC FOR ALL concept store, which was co operated with IP Disney, has celebrated its anniversary.