UNIQLO'S Pformation Experience Economy Under The New Retail Background

Recently, the reporter is studying in depth.

In China, the best consumer brand in the online and offline industry is UNIQLO.

But what you want to say is that you are all

The appearance is deceived, the new retail is just a gimmick, or the media imposed on the new label of UNIQLO, people actually play the experience economy! The world clothing shoes and hats net reporter brings you to open the veil.

This year's double 11, UNIQLO sold out in the morning, and was widely interpreted as a marketing gimmick.

It can be understood that it is clear that the Tmall double 11 clothing sales champion will be easily won, but the supply capacity is certainly no problem. But why is it no longer sold? Only from the point of view of selling, that is, UNIQLO pays more attention to gross margin and does not do business at a loss. The sale of goods that satisfy discounts and promotions will be sold out, and will not win double 11.

But who doesn't want to sell more and who doesn't want to maximize the efficiency and benefits of shipments? Why does UNIQLO do this?

New retail is just a gimmick. What does the old driver of UNIQLO value?

The answer given by UNIQLO official is: "we hope that every entity shop and flagship store can become a brand image and a window to publicize the brand, enhance customer experience and satisfy customers' maximum satisfaction.

Whether online or offline, as long as we can enhance customer experience and better meet customer needs, are UNIQLO's pursuit.

Officially, it looks like bullshit, but it reads two meanings:

The first level is in the eyes of UNIQLO.

The purpose of channel consumption is too clear. They hope to promote consumers' consumption to UNIQLO stores through online and offline synchronized promotion strategies, and try to see more and try them on.

The second level is

At the strategic level, UNIQLO is more concerned with long-term brand recognition and sticky problems compared with its temporary sales performance.

Therefore, UNIQLO may not care about the best of a certain channel (online / offline), but focuses on consumers and creates a brand new experience.

That is to say, new retail is just a gimmick, or a new label imposed by the media on UNIQLO. People actually play the experience economy.

How does UNIQLO think of playing experience?

Just now, the core of experience economy is consumers, but how to satisfy consumers in different stages and have different connotations.

Before 2013, UNIQLO's brand concept was "Made for all", that is to say, through the SPA mode, UNIQLO can control costs, control inventory, control production, and at the same time, strong feedback of information is closely following the needs of consumers. This is very important.

Incidentally, UNIQLO values Tmall's flagship store and the only one outside the official website, mainly because of the value of its consumer demand big data.

These fundamentals ensure the positioning of UNIQLO and build its core competitiveness.

Meanwhile, another dimension of UNIQLO's brand strategy is parity but not cheap.

Because everything has to maintain a quality level, there must be a basic production and channel cost.

To maintain quality at this cost is the fundamental value of a brand.

What brands do you think of such brands? McDonald's restaurants, Starbucks in coffee, Coca-Cola in drinks, and clothing is probably UNIQLO.

You don't expect it to be so good, but you know it's the worst and it's not bad.

This is what a UNIQLO can give people a sense of security, so that consumers can generate trust.

But it is not enough to generate trust. Then you are just a provider of basic clothing products. So in 2013, UNIQLO re positioned the brand and updated the brand concept to "Life Wear".

This is what we all know, but since it is an important change of Slogan, there must be many different combinations of business levels.

Different from the former "slightly cold" supplier perspective, the latter's main body falls on consumers.

UNIQLO hopes that people can dress up like a building block in their own way. As Katsuda Yuki, senior vice president of global research and design department, said, "the products we hope to provide can help customers build their own fashions. UNIQLO does not want to impose their wishes on customers: you have to wear them or wear them like that."

Of course, this is also a brand evolution of UNIQLO's competitiveness. It keeps innovating and developing new and diversified high quality clothing choices in order to keep its products attractive.

So what changes has taken to the operation of UNIQLO?

First of all, the product is a lot of designers.

UNIQLO combines these products with display and service to enable consumers to get very strong stimulation and brand recognition in the store.

Secondly, the brand concept, value and creation are simply derived from the retail tradition of "selling products", and the real interaction with consumers creates a new brand experience of UNIQLO, forming a brand preference.

Finally, UNIQLO hopes to create a comprehensive online and offline retail service experience so that customers can experience products at any time, anywhere and anywhere.

Rather than playing well with new retailers, UNIQLO's consumption experience is deep.

So how does UNIQLO try to create an omni-directional consumption experience?

First of all, the unification of prices from the line and the line is necessary. The long-term development of the price difference between the two channels is a kind of harm to user experience and brand value.

The unification of prices has paved the way for "stores to take their own products". The subtext is to attract consumption to the shops first.

Secondly, UNIQLO will make consumers feel that shopping in physical stores is not worse than electricity providers.

For example, online shopping provides location and inventory of the surrounding stores. The two-dimensional code of the APP coupons can also be used in the physical store to complete the drainage from online to offline.

Similarly, in online stores, UNIQLO welcomes the action of "taking out the mobile phone scanning code". When the model is broken up in the store, users can see whether there are goods in other branches or Tmall stores by phone, and order immediately.

And scan the shop's digital posters to understand the details of the merchandise, collocation guides and real-time inventory. You can also pay with the convenience of mobile payment such as WeChat and Alipay.

Finally, in addition to online and offline information, UNIQLO has also realized Unicom in stores, because UNIQLO is a storehouse, and inventory management starts from shops.

Shops are warehouses and warehouses are shops.

A tier city is spread over 10--20 stores, and inventory and category data in each area can be optimized to manage and service.

All means point to a goal - to attract consumers to the store to "experience" and interact.

So what's the mystery of UNIQLO's stores? Let's look at the basic experience of the standard first.

First of all, from the layout of stores, the store is spacious and open.

The selection is concentrated on men's wear, women's wear, children's wear and small objects.

Five major categories, most of the sales of UNIQLO come from the general market, and 30% of the colors bring 70% of the sales. Therefore, stores will push these garments in prominent positions.

From the display, UNIQLO has played the advantage of warehousing stores, a product stacked by numbers, almost covered all consumer groups.

In addition, such display plays an intuitive role in replenishment and inventory management.

In terms of concessions, the shop will often launch "time limited and excellent" activities. Japanese companies' "time limit and excellent" are always playing the real game. After a specific time, prices will come back. Such preferential activities will play a very important role in attracting people.

But these are just tricks for UNIQLO to enhance product sales, and also the routine of UNIQLO's ordinary stores. UNIQLO's killer lies in the flagship experience shop set up everywhere.

How to better "play" the consumer, I only take the uniqo

Take last year's largest flagship store in Shanghai, MAGIC FOR ALL, as an example:

The theme store display is closely related to the big hot film changes.

From star wars, Captain America to 3, to depict Pixar friendship's UTGP theme, "Alice in Wonderland" and "seabed general mobilization 2", let every consumer here feel as if they are in a colorful and dreamy Disney theme world, even shopping has become a kind of enjoyment.

There is also the UT FACTORY custom area (Disney theme), so that every consumer can participate in the customized travel of exclusive clothing.

Consumers can design T-shirts on mobile phones or iPad, print directly, or choose My UNIQLO embroidery and badge service to make your UNIQLO unique.

But the theme is the same thing. Turning the theme into consumption is another matter. How does UNIQLO do it? There are three points in the play.

1, value embedded products.

It's easy to understand. You sold clothes, and now you sell clothes with Disney's theme, resulting in added value. Customers may pay for it.

2, realize value replacement.

It is common to combine the brand of higher value to enhance the value of its brand, but UNIQLO has done more thorough, not only product alliance, but also the replacement of value.

What do you mean? You can't tell whether you are in UNIQLO or Di J Neri.

What I saw, heard and shouted, was nothing to do with Disney. The shop even gave a wall to himself and sold Mickey plush toys directly.

If customers feel that they are in Disney, will they be more willing to spend? Is it possible to enjoy UNIQLO and generate other consumption?

3, create new value.

This is the concept store of UNIQLO, and Disney's concept store, but it is also the MAGIC FOR ALL concept store.

MAGIC FOR ALL, a very simple three words, is not simple in its value.

Its subtext is that the brand of UNIQLO can always give you what you want. If you are infected, pay for it.

And UNIQLO's series of Internet channel innovation, electricity supplier, APP, WeChat's comprehensive upgrading is also the same, all in order to better "molesting" consumers.

Wu Pinhui, chief marketing officer of UNIQLO, said: "the location of UNIQLO for electric business is that it is just one of our many retail outlets, but it has the nature of pcending time and space constraints. APP has more service nature and content communication nature. WeChat and other social media platforms are channels for in-depth dialogue with consumers."

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