The Depth Of Double Eleven Of The "Exotic" UNIQLO Speed Breaks The Imagination Of People.

16 minutes, Tmall official flagship store GMV broke through 500 million, the fastest breakthrough in the history of 1 billion sales, UNIQLO continues to astonishing speed to break people's imagination.
UNIQLO has been involved in Tmall's double eleven since 2012. It has sold Tmall double eleven clothing sales for TOP1 for 5 consecutive years, with single day sales from 120 million in 2013 to 35 seconds in 2018. Through double eleven and UNIQLO, efforts have been made to enhance customers' trust in their brands. The number of fans in Tmall's official flagship store has reached 19 million 610 thousand.
With the accelerated penetration of competitors' H&M and Zara parent companies in Tmall, and the entry of American environmentally-friendly fashion brands such as Everlane, this double eleven is undoubtedly the most intense one in history. UNIQLO, who has been sitting on the best seller list of double eleven women's wear, is facing severe pressure.
In October 21st, Tmall double eleven officially opened the pre-sale, the global shopping Carnival front stretched to nearly 1 months, not only gave the brand merchants more time to prepare, but also reserved space for consumers to choose and think. In order to better mobilize consumers, Tmall also launched a live pre-sale by means of Li Jiaqi, the super selling anchor, invited the stars to enter the live room, bringing the topic fever to a new climax.
UNIQLO has been involved in Tmall's double eleven since 2012, and has won Tmall double eleven clothing sales for 5 consecutive years, TOP1
Tmall has provided the brand platform, ample time and opportunity for the brand. However, if merchants want to break through in this fierce battle, they still need a "switch" to mobilize consumers. UNIQLO chooses to open up e-commerce outlets and offline stores, and move consumers with more innovative shopping practices and considerate services.
The brand leader of UNIQLO emphasizes that no matter selling or marketing, the most important thing for a brand to lose is "sincerity" two words. In the current world of "boundless", people pay more and more attention to functionality and pursue the most appropriate quality and price and convenience in every scene of life.
According to the brand team, there are two scenes that Chinese consumers encounter in double eleven. One is to put the order into the shopping cart, but it is sold out in ten seconds at the time of payment, and the other is to sell the goods within 5 to 8 days after payment. At the same time, brands should also be vigilant against consumers' double eleven discount and the original pricing of goods.
For this reason, in the early years, UNIQLO made use of the advantages of the direct camp mode to achieve the same price on the same line and the same line, and dispelled the doubts that customers did not match the quality and price of the goods. By 2016, Youiku took the lead in integrating online and offline, with the help of double eleven successful drainage line stores, and online ordering, store picking up, and solved the pain point that consumers could not try online shopping. 2017 double eleven, UNIQLO line store early one day to enjoy double eleven benefits, so that consumers do not have to wait up late, can enjoy the same benefits.
In order to satisfy consumers' demand for "quality shopping, smart shopping and save worry shopping", this year, apart from official online flagship stores such as Tmall official flagship store and flagship store, UNIQLO launched three days in advance from November 8th to eleven stores in the national stores, and launched a coupon sharing activity in the flagship store of UNIQLO. As of 10 November 11th, the sales volume of O2O stores nationwide was 3 times higher than that of last year.
At the same time, UNIQLO, with its aesthetic column on the flagship store, carries out content marketing, providing consumers with various suggestions and techniques for their products. It can convey product quality and brand value in a fun way, but this is not easy for SKU up to 1000 UNIQLO.
So UNIQLO's double eleven this year will provide consumers with a comprehensive guide on how much they sell and when to buy them. Second is to let consumers further understand the significance of all channels to open up, that is, the choice of flexibility.
The picture shows UNIQLO's O2O service guide for double eleven.
With the support of strong supply chain management system of UNIQLO, consumers who do not want to wait can pick up their own stores from the nearest UNIQLO store. They can also apply for physical stores where goods are sold out of the stores. The order can be finished 1 hours in the first place, and the fastest delivery within 3 kilometers is the fastest 1 hours. This greatly relieves consumers' anxieties about not buying their favorite products.
"We need to let consumers know in advance what products are discounted and how to buy the most cost-effective ones, and also tell consumers online and offline that the brand products are actually sold out rather than deliberately limited," added UNIQLO official. "Providing consumers with services is our ultimate goal. Let them be happy to buy and share their strategies and collocation with their friends."
In order to avoid consumers' interest in buying brand products because of the discount of double eleven, UNIQLO weekly chooses different products to offer preferential activities, so that consumers do not have to wait for double 10, and can buy preferential products in advance when they really need them. "For us, business is long, not just two ten one," the official of UNIQLO emphasized.
However, some analysts said that the huge rise of UNIQLO's performance in the Chinese market, in addition to the strong sales and sales of e-commerce and the expansion strategy of offline stores, is essentially related to UNIQLO products themselves and services.
UNIQLO knows that consumers' enthusiasm for double eleven will eventually become numb. After all, now there are two ten plus ten, and 618 in the middle of the year, but the price war is short. The only real sustainable brand, product and service.
In the view of UNIQLO, whether it is a high performance innovation or continuing to win the list of top priority list is secondary, and more importantly, to deeply understand the needs of consumer life, so as to grasp the trend of the industry in a timely manner, so that consumers can trust the brand and expect more products.
The leaders of UNIQLO brand summed up three key points. The first is to identify the brand crowd portrait, then find the scene of their life and find out the demand. Especially in the vast Chinese market, UNIQLO will formulate strategies according to different levels of city, and communicate with consumers with appropriate content.
For people in a second tier city, UNIQLO is trying to make one more UNIQLO in their wardrobe. In the three or four tier cities, UNIQLO's strategic focus is still on the penetration of brand value, for example, through regional media to convey brand values and commodity value. "Three or four line consumers are far more fashionable than they think, and brands must dare to break traditional thinking." At present, 50% of WeChat's users of UNIQLO come from three or four tier cities.
After finding the right scenes, UNIQLO wants to expand the range of brand power as far as possible. For example, middle aged and elderly people are also starting to pursue their mindset and physical aging. They need clothes that are suitable for price, convenient to design, and versatile at the same time, so that no one can see their identity. Employees who travel frequently will need to carry a suit of clothes that can be adapted to many scenes. The products that the Brand Co operates with Lemaire, Jonathan Anderson and other designers will satisfy the desire of the public to wear designer clothes.
Uniqlo U series is designed by Christophe Lemaire, design director of Paris research and development center, UNIQLO.
The second point is to stick to brand building. UNIQLO admits that this is not an easy task, because in China's impetuous market, there is too much traffic diversion and temptation, but the brand is very important to its confidence and self construction, especially when the resources of channels are almost the same. If the brand wants to maintain its own differences with its competitors, it can not blindly repeat what others have done.
UNIQLO firmly believes that in order to grasp the basic needs and potential needs of consumers, we should constantly innovate and make products the best and the best, that is, the greatest value of a brand.
In order to better penetrate and sink the brand, UNIQLO and many KOL maintain a high quality cooperative relationship, but the purpose is not to sell goods, but to pass on the details of clothing design to consumers, and the basic strategy of UNIQLO.
It is reported that many UNIQLO's cooperation KOL is actually a loyal consumer of brand in real life, and some of them are totally in love with UNIQLO after trying out products of UNIQLO. "Many advantages of UNIQLO can't be felt without you. Apart from fashion and good-looking, the biggest strength of Yi Yi library is fabric and design." Even if some KOL traffic is not high, as long as their lifestyle and brand match, UNIQLO will target from long-term cooperation.
UNIQLO also noted that, compared with KOL, consumers in the three or four tier cities are more interested in entertainment. Brands will release educational short videos through the shaking platform, transmitting the aesthetics and clothing of UNIQLO through entertainment, instead of simply tracking the height and content of the cards in pursuit of traffic.
In terms of price, UNIQLO has taken the lead, making it easier to achieve price unification than other clothing brands. UNIQLO has risen to the level of service in the hard battle of fashion retailers.
Thanks to Chinese consumers, the sales of UNIQLO international market for the first time in the fiscal year ended August exceeded 1 trillion yen for the first time, up 14.5% to 1 trillion and 26 billion yen, or 67 billion 900 million yuan, and operating profit rose 16.8% to 138 billion 900 million yen, or about 9 billion 200 million yuan.
During the period, the sales of UNIQLO in Greater China increased by 14.3% to 502 billion 500 million yen, or 33 billion 100 million yuan, becoming the second largest market after Japan.
In addition to its contribution, UNIQLO China's brand team is providing experience for other markets in the world. According to a survey, UNIQLO's "goodwill", "awareness" and "purchase intention" in China all exceed H&M and other competitive brands.
In view of the strong purchasing power of Chinese consumers, UNIQLO plans to open 80 to 100 stores a year, of which more than 60% are in 234 cities, and the total number of stores is expected to exceed that of Japan. At present, there are about 790 stores in Japan.
Liu Jing, chairman and chief executive of the group, is emphasizing that the fashion form of the future will change along with the change of function. It is believed that the trend of fashion will change with time, but it will be able to meet the needs of functional clothing, no matter how the trend is changing, because the fashion trend will change with the change of function in 2019.
To return to the essence of everything, UNIQLO's principle is to make the most simple things happen to the local conditions, whether it is for consumers or for brand products, so as to turn double eleven into a brand bonus.
Ryui Masa emphasized more than once: "what we do is all for the future." Fashion trends will change over time, but from the actual need to provide functional products, regardless of the trend of change, always keep the startups sensitive UNIQLO can be calm.