Baleno And Giordano Fall Into The Closures Of UNIQLO, But Shoulder To Shoulder With ZARA, H&M And GAP.

In China, the performance of Japanese brands has shown signs of weakness in recent years.

But some brands are exceptions, among which there are UNIQLO.

It was only in 2002 that it entered China.

Once, Baleno, Giordano and other leisure brands were beaten.

Today, it has become the world's fourth largest clothing brand in Asia and ZARA, H&M and GAP, while Baleno and Giordano are in the closures.

Clothing is one of the oldest industries in the world, and it is also one of the industries that generate the richest richest people.

Spaniard Amancio Ortega, with the ZARA brand, topped the world's richest man; Swedish Stephen Persson was the richest man in Sweden by H&M.

Japan's richest man has been the two person to take turns in recent years. One of them is Sun Zhengyi, founder of Softbank group, and the other is the clothing giant and founder of UNIQLO Ryui Masa.

In 2009, when Ryui Masa, 60, became the richest man in Japan for the first time, many people were surprised, not only because of the wealth of $6 billion 100 million, but also because he was a clothing seller.

The most surprising thing is that this big man who created the miracle of the clothing industry, more than 30 years ago in his university age, is still a "decadent" youth who believes in non work.

At that time, Ryui Masa wandered in the movie theater and the video game hall. All day long, he thought, "how to mix and not work", and regard it as the best state of life.

Even the Anti Japanese American security agreement movement, which was then on the Japanese campus, failed to infect him, but instead took the time to travel around the world.

From the United States to Europe, from India to Arabia Peninsula...

After wandering around, Ryui Masa found that most people in the world are busy with their livelihoods every day, regardless of race or race.

Finally, a conclusion is drawn: it seems that we should also work.

Liu graduated from Waseda University after he left school, and did not find the right job.

Finally, forced to earn a living, he had to help his father's small clothing store.

But he didn't like this job, so when he took over in 1972, he complained to his father: "he is not suitable for retail business!"

In his hand, this small clothing store with only six employees has lost 5 people in half a year.

In the case of only one person and business unsustainable, Liu well, who once hated work, began to reverse.

Ten years later, in 1984, the first store in UNIQLO was born in Hiroshima.

From this point of view, UNIQLO began its fission growth. By 2017, the number of stores in the world has reached more than 2000, with an annual turnover of 1 trillion and 860 billion yen.

In Japanese business history, there has been a shortage of world-class costume Empire, and UNIQLO is an exception.

In the 30 years that the Japanese economy lost, the local brand has grown by more than 200 times in the case of a sharp reduction in clothing expenses, a decline in sales of many stores and clothing stores, and even a 200 fold increase. Especially in recent years, when ZARA, H&M and other fast fashion brands have experienced growth bottlenecks, UNIQLO has been expanding.

What made the once decadent Ryui Masa create a miracle?

If you have a goal, you can do things with focus, and to do it well, you need to focus on it as well.

Unlike ZARA, H&M and other fast fashion brands, the pursuit of speed and the amount of money are different. UNIQLO is the main player in the field.

In a single HEATTECH series, global sales are broken by 1 billion, which is called the most clothing selling enterprise in Asia.

What is the basic money? It's a lot of money that everyone can wear, such as T-shirts, jeans, underwear and shirts.

Liu well has long observed that in the daily operation of clothing stores, basic funds usually account for 30% of total sales, and most consumers mix the popular and basic funds of each season.

Although popular money attracts eyeballs, most of them are short-lived, and the basic demand is not only large, but also often sold.

To do business is to grasp the essence. In Ryui Masa's eyes, this essence is that the strongest products will drive everything.

And the strongest product of UNIQLO is undoubtedly the basic fund.

It is this kind of different cognition of essence that makes the genes of UNIQLO different from those of ZARA and H&M.

ZARA and H&M focus on moving the fashion and popular elements on the T platform to the fastest speed.

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Because of the inability to predict sales volume, this replication is based on a small amount of money.

And the uniqo pays more attention to the scientific and technological innovation of the single product. It has the basic amount of sales to ensure that there is no need to worry about too many styles and how much the stock is prepared.

In Ryui Masa's view, clothes are parts of clothing, and how to combine them is the freedom of consumers.

The task of UNIQLO is to produce spare parts. Whether you are Korean or European and American, Lolita or Bohemia can not do without me.

To this end, UNIQLO substantially reduced SKU (the smallest available unit of inventory) and excavated standardized products as much as possible.

As a result, the SKU of UNIQLO is much lower than that of other enterprises.

In terms of style, UNIQLO launches only 1000 garments a year, only 1/10 of ZARA and H&M, and the highest grade of SKU is 90 thousand, which is based on UNIQLO.

Fewer SKU makes UNIQLO meet all the needs of 70 factories only. Compared with 1000 of other garment giants, UNIQLO's inventory pressure is very low, and the chances of making mistakes are much less.

[spell technology, improve product force]

The basic money is good, but compared with fashionable fashion, it is easy to crash, it is difficult to wear color, giving people a feeling of low end.

In this regard, UNIQLO's way is to spell technology to make a sense of luxury goods.

Low price represents low quality and low style. This is almost an iron rule in the clothing industry and even in many other industries.

The early UNIQLO failed because of this iron rule, but Ryui Masa finally overturned it.

In order to improve the quality of products, UNIQLO has done deep research in the limited basic funds, and has been doing deep excavation on the details of color, fabric and technology, so as to ensure the sales volume of each single product, and build an insurmountable moat.

In terms of color and style, UNIQLO designs various colors and styles for each SKU, covering all men, women, old and young.

Fabric is UNIQLO spend the most mind, and most of the outside world.

Take the 1 billion series of HEATTECH series as an example, its biggest selling point is to exhaust heat and keep warm.

As early as in 2003, UNIQLO, aiming at the biggest pain spot of the winter warm clothing, cooperated with the Japanese textile giant Dongli to develop the high-tech microfiber, which is thinner, more dry and comfortable compared with ordinary fabrics.

Since then, UNIQLO has continuously innovating this kind of fabric, increasing its antibacterial and antistatic functions, and finally creating a best-selling global super explosive product.

Fleece is another great idea of UNIQLO. It was born 20 years ago, because it was warm, comfortable and easy to clean, and it was sold in autumn and winter in 1998.

Today, it has become a popular fabric.

In addition to fabric, UNIQLO's high standard in technology is also known in the industry.

In the clothing industry, the average defective rate is 2% - 3%, while UNIQLO requires the factory to reduce the defective rate to 0.3%, and even the thread of 0.5 mm is considered defective.

By incorporating fabric technology and advanced technology into products, UNIQLO redefines the value of clothes, so that consumers can get a better dressing experience and make them wear aura of technology companies.

Wrong nine times, there are nine experiences.

Running a business is a near death.

In the history of UNIQLO's growth, it has gone through numerous dangers and suffered a lot of losses. But every time Ryui Masato looked very calm. "The key is to try. It's okay to be wrong. Wrong nine times, there are nine experiences."

Stability and growth are diseases.

Ryui Masa is a stubborn person. When he was a child, he had a nickname called "mountains and rivers". Because others said "mountain", he had to say "water", but he did not seem to "disobey" others, so he could not see his existence.

Once a stubborn person changes, it will be thorough and ten cows will not be able to pull back.

Taking the business of taking over father in 1972, there are two totally different Ryui Masa before and after.

Liu Qian was "decadent" and had no enterprising spirit. Later, Liu well was just like a professional madman.

His father's business honed and changed him.

During the period when he just took over, Ryui Masa was woken up every day in the nightmare of company failure due to bad management.

But tribulation is the best incentive for stubborn people.

Interestingly, Ryui Masa, who was puzzled by the future of UNIQLO in 1987, visited Hongkong to visit Giordano founder Li Zhi Ying, seeking cooperation.

Though rejected by the other party, he learned the idea of Fast Retailing.

The trip to Hongkong gave Liu Jing Zheng confidence. "There is no reason why my ugly Li Zhiying can do something wrong."

More than 30 years later, when UNIQLO opened and sold all over the world, Giordano fell into a closed shop. In 2017, its revenue was only 4 billion 380 million yuan, less than 1/20 of UNIQLO.

(author: Wang Haikun)