Why Do UNIQLO And ZARA Clothes Get Exploded?

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These two items.

I believe that we are familiar with each other and the price is very close to the people. It is not particularly disgraceful to wear them out.

Most people have at least once entered a store, or even bought their clothes.

UNIQLO has a series of products such as HEAT TECH or light cool clothing (AIRism). Its functions are high and the image of basic commodities is strong. While ZARA is not good at eating, it has a strong sense of fashion as a designer of department stores.

Although the two styles are quite different, there is actually a common point. They all adopt the SPA business model (Specialty store retailer of Private label Apparel: apparel manufacturing retail).

According to the world clothing and shoe net, the sale of this vertically integrated form will be skillfully integrated with the business practices, and the UNIQLO will not override the traditional way of selling casual clothing. The ZARA as the global fashion risk label will not fall.

Both enterprises' own innovation has gained a lot of consumers' pay. UNIQLO even won the first place in the Japanese clothing chain industry, and even the owner of Inditex group, the flagship ZARA brand, has once become the world's richest man briefly.

Through the two tier market, we also found that behind the crazy growth of the two enterprises, Ryui Masa, founder and owner of UNIQLO, is currently the second ranking entrepreneur in Japan (forty-fifth in the world), while ZARA founder and owner Oman Amancio Ortega is the No. 1 entrepreneur in Europe (third in the world).

The same is for clothing business, both of which adopt SPA's chain operation mode, but no matter from the entrepreneurial story and marketing strategy to the development of offline stores, and the integration of supply chain plus logistics strategy, including the operation of offline stores and the cultivation of talent strategy, and even the thinking mode of operators, they are very dramatic in forming a lot of contrasts and showing themselves in front of consumers.

For example,

UNIQLO locks a broad and shallow consumer VS ZARA locks a narrow and deep consumption crowd.

UNIQLO strives to improve the quality of basic products. VS ZARA harvests the latest fashion supply speed.

UNIQLO is made in China, growing from VS ZARA in Japan to create a global market in Spain.

UNIQLO painstakingly reduces costs to achieve low price VS ZARA attaches importance to speed and successfully avoids falling prices.

UNIQLO invest in advertising, attract customers to visit VS ZARA never advertise and shop carefully.

These are just some simple examples. We can easily find the difference between the two.

At present, it is engaged in the leisure Women's clothing stall net (WeChat: dangkouwang) and is responsible for the purchase of clothing version, and then bulk production is supplied to a large number of agents through a replacement mode. Early years, it also opened a clothing store, though it has developed to three chain stores.

Later, I started my own business, and I am also responsible for the positioning of all the styles of the company. I deeply feel the inventory problem and talent problem of the clothing store under the line.

Through sorting out some news of UNIQLO and ZARA in the past, colleagues refer to some successful ways of brand management. I hope this article can give you some inspiration, so that all friends in fashion business can get some inspiration.

UNIQLO categorized products, and ZARA provided styling suggestions.

Most clothing stores, especially chain stores, are mostly divided into two types:

1, merchandise classified stores: clothing, shirts, T-Shirts, trousers and other items are displayed in different places in different categories.

2, design classified stores: in order to enable customers to understand the trend of the season at a glance and to know how to use single products to match, a plurality of items such as coats, jackets, trousers and so on will be hung on a display rack, presenting different combinations to customers.

The first way is UNIQLO adoption, and ZARA adopts second ways.

Although the design of the store is different, the two brands emphasize the concept of self-help shopping, which cleverly makes the design cut and distinguish between the stores. All these are aimed at making the consumers find the merchandise quickly and make a quick choice. Therefore, we can easily find that if the shop is small, it is best to adopt second ways. If the shop area is large enough, the first way can be adopted.

The advantage of merchandise categorization store is that it can enable consumers to quickly lock in the shopping target, for example, a customer who wants to buy a T-shirt and a special customer often has a strong purpose.

The advantage of designing classified stores is that such stores often provide the latest trend of fashion for the selection of non targeted customers.

When customers enjoy the latest fashion style matching in the store, they often have impulse consumption because they discover the favorite styles and products.

For example, silk shirts and so on. When women choose to match, they often choose similar styles of clothes that they have already bought. When they come to mind how to match the scene, they will buy it immediately, which is the experience brought by the store of design classification.

It is not difficult to find that most of the merchandise classification stores are men's wear shops, while design classification stores are mostly women's wear stores.

Because men's clothing is not strongly affected by the trend of fashion, male consumers tend to be rational and purposeful. Similarly, women tend to be impulse buying, and the fashion trend of women's clothing is changing very fast. When women find that a product looks very good with their own clothes, they tend to buy on impulse.

UNIQLO guests are totally self-help and shopping efficiency is improved.

All shelves are marked with product prices and leaflets, which are displayed separately according to the different colors of the products. The conspicuous parts of the products often have size labels for customers. Many consumers can instantly find their favorite colors and sizes as soon as they enter the store.

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Come by yourself (Help Yourself)

UNIQLO has always insisted on this idea, so when consumers enter the shop, they only need to find the area they want to buy simply, find the right size, then go to the fitting room, hey, hey, you can go to the counter to check out.

The most intimate thing is that when the clothes in the shop are on the high side, they can freely use the tall staircase in the store, while the ceiling selects Gao Taigao, then they provide the telescopic pole and fork pole for the merchandise, so that they do not need to bother others, and everything can come by themselves.

There is no need to contact the consulting staff unless the product you want to find is not found at all, or the store is out of stock, or the length of the trousers needs to be altered.

Short detention time, large numbers of guests in and out.

Compared with the general clothing stores, UNIQLO's fitting rooms are very special, there are many fitting rooms, and the checkout service of fitting rooms and cash registers and staff has been optimized to 45s.

Not only will the huge customers not get lost, but the whole purchase will only take a very short time to settle accounts and shop.

UNIQLO helps consumers improve their shopping efficiency, and consumers naturally help store owners to increase their revenue efficiency.

For stores, a large number of customers purchase every day, and the overall turnover will increase.

Many people may not be aware that the full name of "UNIQLO" is the abbreviation of Unique Clothing Warehouse (warehouse). The shop has always been loyal to its goal. It is a single storehouse for consumers to wear, and also a convenience store.

From the point of view of shopping efficiency and operation, according to a standard store annual turnover and passenger price setting, it is estimated that the average number of check-in customers per day is nearly four hundred per day, and more than 1000~1200 people per day on weekends six.

Compared with ZARA, UNIQLO's commodity classification function is more about providing a "single product part", and ZARA is more about providing a reference for fashion trend. So the layout of the two is very organized.

ZARA encourage guests to try them on.

The style of ZARA is always dazzling. Many customers try to buy, buy, or buy a lot of products. Let alone consumers, they always walk into the fitting room with more merchandise than they want to buy.

After coming out, screen out the commodities that you really want.

ZARA, known as the "fashion harvester", will be sad every Monday to Friday, and the product will be sold out on average four weeks.

A year of production of goods styles of up to 18000 kinds, each time into the shop, at a glance, you can see 1500 kinds.

I'm afraid most clothing stores can't do that.

While UNIQLO is the opposite, ZARA customers have no purposeful consumption, and even many customers use it for reference.

ZARA, just like your personal fashion designer, from home to everyday casual wear and basic season casual clothes, and season suits, you can capture customers' hearts.

The SPA mode adopted by ZARA always displays the latest fashions in store shelves.

Most young people who pursue fashion are not determined to buy what styles of clothes they want to buy at first. When they enter the shop, they often find their own style in the new fashion, or enjoy the fashion freshness that new products bring to them.

Once you get back to your intuition, you will not hesitate to pay the bill.

Therefore, in order to enable consumers to feel the freshness of ZARA all the time, there are new products around the shop.

The trend of fashion is always changing, and the intensity of consumption of goods and customers determines which products will be hot and which products will eventually become inventories.

The ZARA's practice is to make a small volume of products based on a bold assumption. At the beginning, a small number of merchants will match the interests of consumers according to their interests. If the products with good market response will be reproduced immediately and quickly deployed to the shops, they will be happy to do this.

However, in order to achieve the rapid response of the supply chain, and have high matching and flexible production conditions.

For this reason, ZARA standardized the production process other than raw materials, before the dyed fabric and buttons, zippers and other accessories from the beginning to make preparations for the nearby suppliers.

Once the fashion colors of the season have been identified, they will immediately enter the dyeing process to prepare for mass production. They have created a perfect new process. The development of new products will take only 28 days. Due to the close integration of supply chains, additional commodity production will take only 14 days to shorten the cycle between design and commodity shelves.

At the beginning of the season, only three weeks' inventory is prepared.

One thing, UNIQLO and ZARA are the same. They sell the sales cycle of each season for 12 weeks a year.

As previously said, designers need to fill the vacuum period for designers to capture fashion trends. At this time, suppose that only 25% of the spring design is prepared, with a total sales volume of only three weeks.

In the next sales cycle, according to the actual sales data, by listening to the voice of consumers, the additional orders and the positioning of new products will be replenish and regenerate for 3 weeks.

ZARA 2 times a week, on Monday and Friday, will add 50% of the replenishment quantity and 50% of the new products, so as to facilitate consumers around the world.

ZARA, who sells fashion, has never been bothered by the replenishment and shortage of its popular products. Because the trend is going to be instantaneous, the characteristics of the product itself can not be sold even if it is sold at large and can not be sold in a few weeks.

ZARA thinks that instead of always thinking about consumers' shopping hopes, a better way is to display full-size popular products in the store.

The result is that the sales cycle of a quarter is set at 12 weeks, but the average sales cycle of each commodity is only four weeks.

In ZARA, consumers may find a favorite product, but they didn't buy it at once. After a few weeks, they could never buy it. Instead, no matter when the guests entered the store, they could see fresh, fashionable, stylish and stylish styles waiting for them, and the products they sold in a year reached 18000+.

Especially for shirts, T-shirts and sweaters, the basic production of ZARA is outsourced to the foundry factories in Asia. The basic risk is much smaller than that of the popular ones, and the basic quality is the competition between quality and price in the market.

On the other hand, the main product of ZARA is fashion fashions (accounting for over 50%). Most of them are located in Spain, Portugal, and other near headquarters. Based on a small number of principles, relying on the fast response production and supply chain, the popularity of fast food will be changed.

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Why does ZARA let the goods go down when the size is uneven?

If you are a fashion master, how can we satisfy consumers?

To give a simple example, a salesperson's smiling face is very bright and polite to guests, which is indeed very important, but meeting the needs of customers is the ultimate meaning of sales.

Then make sure that the goods in the store are color, size and stocking, and expect customers to buy the shopping experience if they want to buy it.

UNIQLO's strategy to prevent shortages is also from the perspective of consumer satisfaction.

UNIQLO does not want these customers to see the newspaper clips, or to think that "UNIQLO should have it?"

ZARA launches a new strategy two times a week, so that even the customers can't buy the previous products, and they can see another batch of fresh charm products on the rack to greet the new owners.

At present, this method is only achieved by ZARA, which is very much like another form of guarding against shortage strategy. It is like UNIQLO's spirit to improve customer satisfaction by reducing the number of business opportunities missed.

There is a habit in ZARA that if the two main sizes of a M or L are found out of stock, the goods will be temporarily placed from the store to the warehouse for standby until the size is filled.

There are two reasons for this. One is not to let guests have the opportunity to love a particular garment but can not find their own size.

The two is to avoid salesmen looking for size in vain.

You showed him something for the guests, and finally moved him because he didn't have the right size.

This miserable scene can often be seen in ordinary department stores.

Especially popular products such as shoes, trousers and so on, which provide more sizes, are especially easy to happen.

It's about the reasons why UNIQLO does not allow shortages, and the reasons why ZARA launches new products every week. Although the method is different, it is certain that they all use SPA mode so that they can treat their customers wholeheartedly and expect to enter the store.

ZARA makes "the world's best selling clothes".

How did fashion trend decide? I believe you are also curious.

The dissemination process of fashion trends is based on the European designer series. The fashion companies in various countries have introduced it to the public with the characteristics of the market.

Coupled with the modern developed network, consumers themselves walk in the streets or spread in SNS, where people can imitate or observe the clothes at any time and place, and can also get the popular trend of consumers. When the two are combined into one, they will have an impact on the local market.

Nonetheless, among the many popular information, the European fashion style is still recognized by European designers.

ZARA is also based on the trend of European fashion style, designing or improving products, and offering it to the public at the price of the people. This is its business policy.

Even if you understand the common points, hobbies are different from country to country.

If you want to get good results in every country's market, you must do as the Romans do and integrate into the local dressing habit.

However, ZARA President Ortega's policy is: "don't make clothes for individual countries, and make clothes that every country can sell well".

Each product is made in one color.

As mentioned earlier, the fashionable fashion proposal put forward by ZARA is simple and easy to understand. It is fitted with the fashionable colors or popular patterns of every season on the clothes with basic colors such as black or white or camel in everyone's wardrobe.

In the shop of ZARA, no matter which theme area is, it is clear at a glance.

Each area has black or white essential colors for each season. Besides, there are only a few popular colors, one or two colors.

Printing (print) and so on will use the multicolored pattern, too. For example, the pattern of flower will only use the black and white of the basic color system, plus the popular color introduced by the theme, it will only use three colors.

The basic color and popular color are selected as the modeling proposal. According to the proposal, customers can quickly understand which color is popular color. How does this color match with the original clothes in the wardrobe? For ZARA, it is easy to be happy without having to expand the clothing color system, so there is no need to worry about or manage the leftovers of different colors.

Commodity strategy for unstinting sales

In Japan's clothing industry, each commodity has an average of three colors, sometimes even more than three colors due to the hobby or personal habits of the employees.

In the ZARA store, most products only make one color.

If we look at the official website of the company, we can know that the products of the modeling proposal are only one color. As for the cheap and practical goods purchased in the basic style, which are regarded as accessories by the guests, the same type of multicolor is used.

According to the positioning of commodities, each has a clear and clear color selection mechanism.

Why is there such a difference in practice?

This is because Japanese companies propose "commodities", which will provide the same multicolor in order to increase customer choice.

Most European companies, including ZARA, have proposed "modeling". When they are presented with the merchandise, they will not abandon it in bold colors, and the design of their products will be different from each other.

At the beginning of the article, one of the "unsalable goods" was mentioned, that is, the commodity itself was selling well, but it did not sell well because of a certain color, which caused a lot of unsalable sales.

That is the wishful thinking of enterprises that it is a good thing to increase the color department to help customers increase their purchase choices, but when they are actually wearing them, they are difficult to match and unnecessary colors, which is the conclusion of poor sales.

In fashion proposal, only one color is popular.

Therefore, whether the popular color is supported by customers can be identified immediately.

It should also be a commodity strategy that is deliberately arranged according to the different color preferences of different countries.

UNIQLO's risk management: UNIQLO carries out fine schedule management for color and size every week.

The most important part of UNIQLO's risk management is the color and size of the merchandise sold, the weekly sales plan, and weekly progress control.

The annual turnover target of UNIQLO is built on the cumulative number of sales per week.

As a result, the order quantity of each commodity is clear and definite.

In sales management, if we can compare the weekly sales plan with the actual performance, the progress management will become easier, and the extent of the fall can be seen at a glance.

UNIQLO is a weekly sales management based on product categories, colors and sizes, to implement weekly production and marketing adjustments.

UNIQLO sees the average selling period of products as 12 weeks' operation, but they do not make enough 12 weeks' volume.

Although the materials have been prepared, they will only place orders for two kinds of goods. One is goods that all shops will have on shelves. The other is the lead (time), which is expected to sell better products (safe stock).

As for other products, it will be supplemental to the weekly sales situation as necessary.

Finding problems and solving them at once

UNIQLO: select the style of each season, and increase the volume of each style to hundreds of thousands of pieces. The production line or the whole factory of a large quality factory can be successfully checked by its own production process.

It is clear that the additional production in line with the source sales is precisely because its additional production is only after adjusting the performance of different colors and sizes. The inventory of SKU (the smallest stock unit, such as the red S or white M) will be adjusted if there is a shortage of stock and excessive inventory.

The commodity planners and commodity program directors of UNIQLO headquarters will conduct weekly sales forecasts and forecast for the commodities they are responsible for each week.

If we encounter a commodity that is originally planned and with a dismal revenue, it will also reduce the original additional production.

By reviewing the weekly sales performance and demand forecast, and then deciding whether to continue or stop calling card, this is the responsibility of commodity planners.

On the other hand, how to adjust sales on entering the production stage is the work of the inventory manager at headquarters.

Each commodity has its own weekly sales plan, and the contrast plan is selling well, and how much it is selling at a glance.

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As long as there is a sale that can not be carried out according to the original plan, in order to make the sales volume back to the right track, it will definitely implement the time discount with the advertising leaflet.

UNIQLO is used to plan production and plan sales. They believe that even if the plan falls for only a week, it will have an impact on the future.

Regardless of the reasons such as poor planning or poor weather conditions, the backwardness of the lagging progress is not possible. In the future, it is possible to rely on a substantial reduction in prices to restore the trend of decline.

It also means losing huge profits.

Therefore, as long as we find that there is discrepancy between the plan and the plan, we must solve the problem immediately before the loss is extended and it is too late, that is, when the goods are still left in large quantities during the sales period. This is the business policy of UNIQLO.

Reasons behind price reduction

When goods are sold less than planned, the common practice is to lower prices and increase sales.

In particular, the uniforms, which are the flagship casual wear, are often used to get rid of the disease.

Basically, the advertising line-up will be finalized two weeks before the publicity, but it will also derail the weekly report and the price of the new proposal, so that the advertising products or price changes or commodities are exchanged, and it will be a regular thing to discuss at the moment before printing.

From this Friday to next Monday, the four day time limited discount will return to its original price once the sales volume returns to the right track.

If you do not return to the established track, you will sometimes extend the discount to Thursday, making it a discount commodity this week, or reduce the price again, or even offer the lowest price.

The final decision of the price of the advertising list has Ryui Masa participated in the resolution process so far.

Ryui Masa's view of price cuts for goods not selling according to plan and selling poorly is described in his book, "discarded in one day of success".

"Even if the commodities that are ready for price reduction at the conference table are at the door of the conference, the overwhelming majority will still be doomed to be unsalable.

As a result, in order to completely liquidate, goods must be depreciate again and again.

In fact, the more highly skilled business planners are, the better they can react to price changes at the first time.

Even if this commodity is not able to earn gross profit, it will be fine, as long as additional orders can be made up for other salable goods.

In a weekly meeting, decisions were made on changing prices, adding production and stopping production.

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Most people think UNIQLO is making weekly promotions in order to increase their turnover.

In fact, this is UNIQLO in order to adjust the gap between the sales plan and the current situation of each commodity, and the time limit is reduced.

They are like the fashion chain stores on the market: as long as a day's revenue plan is not up to standard, there are no rules, special time sale or a comprehensive ten percent off or twenty percent off difference.

It should be explained that the overall discount of commodities may really increase the turnover, but it can only "boost" the best sellers and let them continue to sell well. The originally unsalable goods are still away from the plan as usual, so this move can not be the fundamental solution to the unsalable goods.

Commodity discount sales promotion is only a temporary expedient. It often happens that the best-selling goods scheduling is not enough, the shortage is low and the performance is low. This is a common occurrence in the industry.

More interesting reports, please pay attention to the world clothing shoes and hats net.