ZARA, UNIQLO, H&M Move Frequently, Fast Fashion, New Retail War Open?

The middle class has gradually become the main consumer force, and the millennial generation is no longer satisfied with the short pleasure of fast fashion. Only the fast fashion and low price fast fashion brands must face pformation and upgrading.

"Uncertainty" is always the key word in the retail industry. When we look around the consumer environment, we are moving around the "new" standard.

The change itself is updating the rules of the game. It seems to be aggressive. It is only in the rhythm that it can not be swallowed up by the tide.

As the first fast fashion brand to enter the Chinese market, UNIQLO opened its stores in China in 2002.

Subsequently, ZARA and H&M led the fast fashion brand to occupy the Chinese market and become the love of the commercial real estate project. The concept of fast fashion took root in China and changed the whole retail market situation.

From 2017 to now, fast fashion is facing the situation of the full recovery of the luxury market before, and the acceleration of catching up with the fast fashion.

When the middle class gradually becomes the main consumer, the millennial generation is no longer satisfied with the short pleasure of fast fashion. Only the fast fashion and low price fast fashion brands must face pformation and upgrading.

We looked at the new movements of three fashionable brands in recent years.

ZARA: digital stores greet the digital age

In April, ZARA launched a two week AR experience in 137 stores worldwide, making it one of the largest projects in the world.

Let AR technology face a wider audience, experience popularity and easy to achieve, so the drainage effect becomes stronger.

In May, ZARA upgraded its flagship store in London.

The store has an area of 4500 square meters in the famous Westfield Stratford City shopping center in London and has been reborn after 4 months of renovation.

Its bright spot lies in the new technology driven business model, and it should re shape the convenience and experience of consumers in the process of innovation.

In addition to the traditional manual cash register, new stores have integrated many kinds of quick checkout methods. Two layers of the shop have set up self checkout equipment that accepts mobile payment and credit card, while supporting the salesperson to use their iPad to help customers provide shopping advice, online ordering and purchase order function.

The RFID (RFID) system's interactive landing mirror is used to help customers detect the goods purchased in their hands, see the actual try out effect, and provide matching shopping recommendations.

In the newly established pickup area, online shoppers can extract goods by order barcode, synchronize in the background, and operate automatically through 2400 arms that can be processed at the same time.

Digitalization is accelerating pformation and stimulating people's new thinking.

In this era of digital domination, we need to re understand consumers through social media, technology and other channels, integrate into the new context of people, build digital communication system, and establish new relationships with consumers.

ZARA is a direct camp mode, the core of which is shops, and shops are the places of first contact with customers.

However, the rental of more than 7000 shops around the world has brought great pressure to ZARA, so in recent years, ZARA has begun to close some stores and slow down its expansion, while investing in existing stores, such as merging several small stores into a large store, or upgrading and upgrading the hardware and software facilities in the store.

Inditex, the parent company of ZARA, has always been committed to creating a fully integrated physical store and creating a smooth online shopping. It seems to be ready for online and offline connections.

UNIQLO: making content influence

In fact, UNIQLO has also tried digital marketing strategy in the Chinese market, and launched the "digital experience Museum" with AR virtual digital experience and integration of goods and shop experience services in China's stores. Consumers can sweep the poster with smart phones in the shops, and can experience AR interaction including clothing scenes, product information display, etc.

Besides its low quality, UNIQLO's products have been recognized by more and more young people. The effort is to continuously attract hot sellers through various joint names, and continue to study the truth of fabrics in science and technology.

For example, the joint name of UNIQLO UT is very hot. With the constant updating and upgrading of IP, the IP joint name of UNIQLO will generate more selling points.

In the same month, Japan's fast retailing group of UNIQLO parent company announced a new personnel appointment. Kinoshita Hyoho, the former editor in chief of POPEYE, Japan's trend menswear monthly magazine, will join the group's core brand, UNIQLO, which is responsible for the overall creative dissemination of the brand.

In the future, under the wood will manage all and brand marketing, creativity related content, including advertising information, brand promotion, store communication, product design and so on.

takahiro kinoshita

As the helmsman of the POPEYE, Kinoshita Hyoho has a very high position in the Japanese fashion world. He has a deep impression on the Japanese Preppy Style. His personal fashion influence extends from Japan to abroad.

As early as 2012, Kinoshita Hyoho joined the POPEYE and carried out a comprehensive reform. The sales volume of this low volume fashion magazine increased from 7 to 120 thousand yuan per season.

At the same time, it has expanded more information about life and city culture instead of being confined to a fashion magazine.

"Creating a trend, but not blindly following it" is the label of Kinoshita Hyoho, and UNIQLO values Mu Xiao's high proficiency and taste.

At the same time, this kind of ability needs to have the reason that consumers are not being popularized. This is the texture that a brand needs to maintain. It is also the ability that UNIQLO used to share with designers in the hope of achieving the editing and marketing of content.

If you want to become a global brand, the influence of manufacturing content becomes very important.

The combination with Kinoshita Hyoho may turn UNIQLO from a hypermarket to an interesting brand creative center, which is also an important way for UNIQLO to get attention from young consumers.

H&M: I hope to change the store with big data.

H&M plans to open a special discount platform, which is named Afound. In addition to synchronizing the online business this year, H&M will also open a store in GoerTek.

Afound is an attire store specializing in the sale of discount clothing and household products. It can be regarded as a "trend and cost-effective paradise".

In addition to selling private brand goods including H&M, including Cos, Cheap Monday and so on, some other external brands will also be introduced.

H&M has made new moves recently, and has launched a brand new /Nyden for the millennial generation.

This brand is different from the fast fashion brand. It is not only designed by the creative director, but is chosen and designed by the creative director and his designated KOL based on big data.

The production cycle of the product is 3~4 weeks. It does not differentiate according to the four seasons. It does not insist on following the trend. The price is relatively high, and consumers can only buy it through the online or offline flash store.

This is the embodiment of digital pformation.

H&M official said that in order to reduce inventory pressure and drive the growth of single store turnover, we should consider the use of big data analysis, according to the preferences of consumers in different regions, the share of different categories of shelves, to change the global unified distribution, and create more characteristic shops.

This year, H&M plans to install RFID technology in 1800 stores to automatically count the type, quantity and consumption of products.

From last year's earnings report in the first quarter of this year, H&M growth has declined.

The digital wave sweeps across the fashion industry. Compared with that, H&M's late start to big data is also part of the reason for its declining earnings.

So the brand wants to speed up the layout, make use of the data to see the consumer's purchase situation, and speed up the online and offline data access.

With the inevitable trend of global trend, it is imperative for H&M to rebalance its retail strategy, reduce the area of physical retail space, strengthen online shopping platform, and change the store mode with new experience and service.

When the retail market continues to change, the future development will be even more difficult to predict.

But what is invariable is that the business mode is always driven by consumers' pursuit of freshness.

With the acceleration and innovation of market demand, fast fashion is actively exploring more possibilities and expanding new boundaries.

Perhaps the fast fashion new retail war is about to begin.

Recently, there was news that French underwear and 9 months of delisting.

Retailer AGG will sell part of its Chinese business apparel only.

Business.

It is reported that the three brands of garments in the Chinese market are Etam Weekend, ES and E&JOY, and will be sold to a Hongkong investor.