What Is The Winning Weapon Of The Double 11Th Five-Year Crown And UNIQLO?

35 seconds - in 2018, double eleven UNIQLO sales spent hundreds of millions of dollars, and with this amazing speed, it once again became the champion of double eleven apparel category. In the next year, what are the new initiatives of UNIQLO during the double eleven era, the fastest selling Tmall official website 1 billion sales this year? First of all, the coupons that we all know very well. UNIQLO announced preferential measures early this year in November 1st and opened preferential treatment activities. Simple and direct, you don't have to bother to calculate how to get on the train. And unlike most brands, consumers can not only shop in Tmall, WeChat Mini programs, App, their own official website flagship stores, but also store more than 700 online stores and pick up goods online, which is also the secret weapon of UNIQLO for two years to dominate eleven.

In addition, this year, UNIQLO on the flagship store WeChat Mini program "share friends, preferential upgrade" activities, consumers can invite friends to help, help link to share with friends and relatives. With the help of 3 people, all participants can get coupons. This is the first time that UNIQLO has launched the latest hot social sharing mechanism. The actual effect is very much anticipated.

In fact, since 2014, UNIQLO has been reclaiming the top eleven of the two garment sales. Why can this global fashion brand win the lead in the double eleven national Carnival Shopping Festival? What is the underlying reason behind it?

From the perspective of consumers' perception, the first thing to pay attention to is the strength and sincerity of the brand. Many buyers feel that UNIQLO's brand offers are more sincere, not so many routines. Coupons are relatively simple and direct. In this regard, the eyes of the masses are bright. There is a basic principle in Economics: compared with desire, fear of loss can produce stronger incentives for people. Double eleven has developed to today, it has given many consumers a similar anxiety. Many brands use this mentality to make the first step up and down, and word games to give consumers a very bad experience.

From the perspective of UNIQLO, double eleven is only an extension and embodiment of brand philosophy and values. UNIQLO always believes that the foundation of winning the trust of consumers is always the quality of products and the service to customers in every aspect of sales. This is where customers really feel brand value. No matter how much the marketing is invested, how advanced the technology is and how big the discount is, it is not sustainable. Speaking of successful experience, UNIQLO's internal conclusion is that the success of double eleven is based on the brand's sense of comfort and trust in ordinary customers.

This is reflected in several aspects. The first is the continuity of prices, which is different from the crazy sale of many brands at 4 or 50 percent off. UNIQLO's products itself have a high cost performance, and the discount is not large under the condition of complete size and color. Moreover, the unified price of the various channels across the country will not bring about the phenomenon of price inequality and stock exchange. Only UNIQLO can adopt the brand of Direct stores. When it comes to such a big promotion of double 10, the brand will introduce a higher discount than usual. At this time, consumers who have been concerned about products or are more sensitive to price will naturally not want to miss the opportunity.

The second is the scope of the discount. In the past double eleven activities, whether it is the latest designer's cooperation U series, or the Evergreen's fleece and Heattech series, UNIQLO is all alike, giving the same discount. In contrast, some brands use double eleven to clean up stocks and dump large quantities of over season or anti season products.

Finally, online and offline integration is indeed a trick killer of UNIQLO, as Wu Pinhui, senior vice president of fast marketing group and chief marketing officer of UNIQLO China, said: "consumers need to buy clothes with the help of" five senses ". At this point, the importance of offline experience is reflected. In particular, the basic version of UNIQLO signboards is sold as editions and materials, and consumers need to try them on in person. In addition, online purchase, offline O2O pick up the perfect O2O closed loop also fundamentally solved the pain of online shopping and consumer worries.

Behind the achievements is unremitting ability building.

Consumers have long been accustomed to shopping experience, behind the need for a lot of work and capacity building brand, especially the digital construction of enterprises. In 2017, fast forward group (Chairman Liu Ting, at the shareholders' meeting, put forward the "Ming plan" to announce the transformation of UNIQLO to the "digital consumer retail companies"), that is, through cooperation with technology companies, all of them will be digitalized from design, production, manufacture, sale to full staff.

The first is the change of production mode. UNIQLO's past production mode is relatively simple, with Mr. Hou's postpartum sales as the main thing, and it is the process of pushing goods to consumers. After transformation, UNIQLO, through digitalization of supply chain processes, based on the data obtained from consumers and external market, can better predict the trend and specific market demand of commodities. UNIQLO's move is aimed at subverting the "push" mode of manufacturing in the past and turning it into a "pull" mode of consumption demand.

Actually integrate online, offline and offline. To build a digital driven consumer retail companies, UNIQLO integrated offline stores and online sales businesses. In 2018, UNIQLO announced that it would invest 100 billion yen to establish a new distribution system and gradually realize the automation of warehousing and distribution systems. Through digital means, UNIQLO shortens the distance between Front terminal (store customers) and End terminal (background customer service), which helps UNIQLO build closer ties with consumers.

Finally, in the corporate front office, UNIQLO invested a lot of resources in digital marketing and content marketing. In 2014, UNIQLO began to set up a digital marketing team. At present, there are about 10 people in the team. It is a young team aged 25-30. UNIQLO believes that we should first understand what customers want, and we need to know their products, brands and tonality. So, about 80% of the content and creativity of UNIQLO in micro-blog and WeChat are created by digital marketing team. Agents are only responsible for platform integration. In addition, the digital marketing team is also responsible for brand value creation, platform operation, and digital experience and technology development.

It is the latest masterpiece of the team, which can be seen here by various fans. UNIQLO believes that content marketing is not only fun and fun, but also to convey the effectiveness of products and the value of brands, so that marketing is sustainable. For example, with the recent live broadcast of the fire, UNIQLO said: "if consumers have such a new demand, we must satisfy, but what we value is not the sales generated by live broadcast, but whether they can bring value to customers and convey the efficacy and value of products to consumers. We think this is a successful live broadcast."

After nearly 5 years of operation, the number of fans of UNIQLO's digital platform has exceeded 150 million, with an average monthly reading of nearly 100 million people. Weekly cumulative page views can break 100 million. The successful operation of the digital platform also helped UNIQLO to save a lot of money in marketing.

We see that excellent performance is the ability building and market cultivation of brands day after day. In today's fickle business environment, UNIQLO insists on direct marketing, cost-effective, and provides a convenient shopping experience for consumers. It balances the short-term performance and long-term sustainable development of enterprises. Behind the hustle and bustle of double eleven, it is perhaps this long-term brand value and strategic thinking that Chinese enterprises should pay more attention to and learn from.