Ryui Masa: UNIQLO Positioning Technology Company

When it comes to UNIQLO, the following confusion may represent the general opinion: why UNIQLO's almost basic clothes can be sold so well? Why does UNIQLO look cheap, but its founder, Ryui Masa, can become the richest in Japan? Why is it always claiming that those hot fabrics, light feather and so on have high technological gimmicks, but in the end they can lower the cost so low?

It is a subversive.

UNIQLO is perfectly equipped with the standard characteristics of an industry subversive: low price, meeting basic needs, and adding value added with fabric technology innovation, creating the concept of advanced products that the middle class can consume.

And the completion of this function is the concept of lifestyle and strong sales ability.

In the 2014 year of the year, it looks as usual.

But it faces challenges both in the Japanese market and overseas markets.

Obviously, it also needs to find out the value of a lifestyle brand besides the distinctive Japanese brand characteristics or the simplicity.

The lifestyle of young people is the core value of UNIQLO.

Since UNIQLO hired Nagao Zhimin as the creative director of UT in 2013, many people have expressed their expectation for the younger and changing trend of UNIQLO in 2014.

Nagao Zhimin is known as the NIGO who founded the street tide A Bathing Ape and has a reputation in the fashion circle.

Under the leadership of such a Japanese trend father, UNIQLO in 2014 and the trend of the relationship is more closely.

After taking office, NIGO carried out a series of styling and fabric reform for UT series. UNIQLO defined the UT in 2014 as The New Model T.

NIGO, who loves American culture, hopes to reorganize popular culture on the UT series. First of all, he invited his friends, who is also a popular singer in Europe and America. Pharrell Williams, as the spokesperson of the 2014 year old UT series, has jointly launched the I am OTHER cooperation series.

NIGO is redesigned in the traditional series of UT series such as Disney, Sanrio, and Coca-Cola, replacing the original and simple Logo designs in these series into an antique pattern, posters and slogans that cater for more years of light taste.

The series of cross-border cooperation in 2014 is a crucial step in the youthful fashion trend of this year.

In addition to the UT series, UNIQLO has launched a series of basic designer collaboration with many designers this year.

If the UT series innovation brought by NIGO and the frequent launch of cross-border cooperation this year are the youthful trend of UNIQLO products, then replacing young celebrity spokesmen with two young W K creative directors is a move that UNIQLO wants to make a breakthrough in advertising and marketing.

In June 2014, Todd Waterbury, the creative director of W K, joined UNIQLO to take charge of the creative planning business in North America. In October, UNIQLO invited John C Jay to join the global creative director of UNIQLO.

And what innovations they have brought to UNIQLO will have to be known in 2015.

Under the influence of science and technology, the lifestyle of young people is changing, and UNIQLO has begun to pay attention to the pmission power of digitalization and new media.

UNIQLO's promotion has changed from simple advertising to more diversified online marketing.

Moreover, unlike the brand promotion we understand, after the development of smart phones and mobile devices, UNIQLO began to launch a series of small and refreshing App with similar style, such as Uniqlock clock software, music, color, weather, calendar software Uniqlo Calender and so on.

In general, cross border cooperation, advertising creativity and digital marketing are all revolve around young people.

So this year, UNIQLO performed well.

From the financial data, UNIQLO performed pretty well this year.

Over the past 5 years, the total net sales of UNIQLO have been rising steadily, reaching 1 trillion and 129 billion 270 million yen this year, an increase of 20.84% over the same period last year.

Opening up overseas markets

In Japan,

The shop coverage rate is very high and the market is close to saturation. What we can do is to increase the efficiency of single store, which means repeated business.

In recent years, UNIQLO has begun to slow down its expansion and reduction in Japan's local shops, instead of focusing on overseas markets.

From Liu Jing's goal of UNIQLO in 2020, the overseas market will surpass that of the Japanese market.

UNIQLO plans to open more than 400 stores in the next two or three years, and the United States plans to open more than ten stores every year.

At the same time, Ryui Masa, who visited India, said he hoped to enter the India market and open 1000 stores in 10 years.

In 2014, UNIQLO's expansion in the European market was notable. In 2014, 4 months ago, UNIQLO opened the first store in Germany and the largest flagship store in Europe.

In the same month, a new store was opened in Paris.

At the end of the year, UNIQLO opened its first store in Belgium in Antwerp.

In fact, UNIQLO began to expand its overseas territory in 2000, but the initial stage was not smooth.

In Japan, UNIQLO started in the form of roadside storage shops in different neighborhoods, and single items in shops were displayed in a stacked way.

UNIQLO meets the needs of the surrounding residents for these basic costumes. Most consumers also have a strong purpose to enter shops and quickly choose the products they need.

UNIQLO

The reason why we can expand the scale of opening up to the present stage is because of Japan's understanding of the brand of UNIQLO, including the brand image, the style, style, price and quality of the products.

On this basis, opening stores in different places can expand the coverage area.

And since there is no need for further display, small shops will be enough.

But when UNIQLO needs to face metropolis and overseas markets, the scale and the way of display of goods can not achieve the desired results, and the way of opening shops like convenience stores is not suitable.

As a result, large flagship stores and prosperous business district have become the precondition of later opening stores.

In order to let overseas markets know about UNIQLO, UNIQLO opened its first American store in New York in 2006 in the densely populated SOHO district. It also appeared on the scale of its flagship store.

Compared with the small warehouse stores on the roadside in Japan, flagship stores pay more attention to visual merchandising, replacing the way of stacking display with models.

And store design is more attentively, so that casual customers will also want to enter the shop to see.

And in the prosperous area, it is natural to make more people know and understand the brand of UNIQLO.

At present, the core of UNIQLO is moving overseas.

Besides expanding the territory in the US and Asia that have already opened some markets, expanding the new market on the continent is also the focus of UNIQLO this year.

However, the pressure of continuous shop expansion is a direct cost increase. If sales growth rate can not catch up with the cost growth, UNIQLO may be facing a slowdown or stagnation in the growth of business revenue.

Compared with other fast fashion brands, UNIQLO's online sales in China are pretty good.

In the 2014 flagship store of all fast fashion brands in Tmall, UNIQLO is the flagship store with the highest sales and best experience.

UNIQLO's online shopping is owned by its own e-commerce team. Although there are only more than 10 people, its own team management enables UNIQLO flagship store to outperform many online flagship stores in terms of function settings, online customer service and after-sale services.

Besides,

I also hope to be able to drain each other online and offline in China.

UNIQLO plans to open a new store in Greater China in the speed of 80 to 100 per year, according to Pan Ning, head of Greater China in UNIQLO.

Hu Guoxun, the head of the e-commerce team of UNIQLO, said that the more online outlets of UNIQLO stores, the more accurate the online sales data would be. The reason is that after experiencing the commodity quality and brand service, customers will increase the recognition of the brand, and will choose the way of online shopping confidently in the future.

The process of drainage is bidirectional, although the official cell phone application launched by UNIQLO in 2013 and the two-dimensional code scanning function launched this year are the measures for UNIQLO to expand mobile terminal traffic for online sales.

For UNIQLO, online sales are just like a large virtual entity store, regardless of style, price or quality, all online and offline products are identical.

This is why UNIQLO can make customers feel comfortable buying online.

However, UNIQLO can achieve the same price on line and the same price, but also brings about a lot of reasons for customer stickiness, all of which are derived from the characteristics of UNIQLO products.

Most of the products of UNIQLO are basic, standard, and each design has different colors.

For consumers familiar with UNIQLO, online stores can quickly find their own codes and styles, and the colors are clear at a glance.

For consumers who are not familiar with UNIQLO, clear product classification information plus attractive color and low price are all reasons for ordering online.

In China, although UNIQLO has taken the lead in online competition with the same fast fashion brands, competition is still fierce.

In addition to the traditional fast fashion brands such as Zara, H&M and GAP, there are still many potential competitors in UNIQLO.

At Tmall's double eleven shopping Carnival in 2014, UNIQLO ranked second in the sale of women's clothing, and entered the top ten in tenth men's wear sales, while the rest of the list was basically unknown local brands and the rising brand in recent years.

From this we can see that UNIQLO still does not cover a large proportion of consumers in the two or three tier cities and online.

Although the online sale of UNIQLO can solve the needs of some urban consumers who are not yet arriving in the physical stores, consumers in these cities tend to choose the domestic brands which are often seen in the mall because they have not been exposed to these international brands.

In the two or three tier cities, UNIQLO's popularity and recognition may be far less than those of Ochirly, Semir and seven wolves.

And in recent years, on the rise of the electronic business platform.