UNIQLO's business experience.china pet microchip manufacturer wholesale

　　UNIQLO's business experience

　　Despite the wailing of fast fashion clothing brands, Uniqlo is still able to stand out from the crowd.

　　In the sales battle of "Double 11" in 2018, Uniqlo once again occupied the top clothing sales with its beautiful performance.

　　According to data released by Tmall, in the "Double 11", Uniqlo ranked among the 1 billion turnover club, ranked first in sales among women's clothing brands, and ranked among the top three in sales of men's clothing brands.

　　Earlier, Fast Retailing, the parent company of Uniqlo, announced its fiscal year 2018 financial report. Due to the strong growth in overseas markets and the good performance of the Japanese domestic market, Fast Retailing achieved a historical record in fiscal year 2018. new highs.

　　Financial report data shows that for the 2018 fiscal year ended August 31, Fast Retailing Group's sales increased by 14.4% year-on-year to 2.13 trillion yen; gross profit increased by 15.5% year-on-year to 1.05 trillion yen; operating profit increased by 33.9% year-on-year to 236.2 billion yen, reaching the previous analysts’ expectations of 237.5 billion yen; net profit increased by 29.8% year-on-year to 154.8 billion yen, and the annual dividend is expected to increase from 350 yen per share to 440 yen per share.

　　"I hope that Fast Retailing will replace Inditex, the parent company of H&M and Zara in the future, and become the world's largest apparel manufacturer." As the founder, Tadashi Yanai, President and Chairman of the Board of Directors of Fast Retailing Group, clearly has good reasons to demonstrate Own ambition.

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　　Yanai Masao's way of management

　　As the public imagined, to become the richest man, it is generally more "cruel".

　　But Yanai Zheng is not only "ruthless", in the industry, he has even been dubbed "spicy".

　　Yanai is very "venomous" to himself, he once said bluntly that he hated the past success very much. He said he enjoys defeat. In his opinion, a victory is made up of nine defeats.

　　He is also very vicious to employees. He often scolds people inside the company, and there is a cruel remark, "If you can't swim, let him drown." Afraid that the employees would not understand, the Yanai Masao also put this sentence into a slogan and posted it on the wall of the company.

　　Even in Japan, Uniqlo is called the "black factory". Because according to Japanese standards, its employee turnover rate is too high-less than three years, half of all newly recruited employees have left.

　　Of course, Yanaizheng's "spicy" style brings great benefits to consumers.

　　This is directly reflected in the quality of Uniqlo's clothing. As we all know, UNIQLO's quality control has always been known for its strictness, and it can even be called "abnormal".

　　For example, the average defective product rate of clothing produced in China is generally 2% to 3%, but Yanai believes that this is obviously too high, and he requires the defective product rate to be reduced to 0.3%. Moreover, Uniqlo's rules for evaluating defective products are very strict. What is a defective product? For example, on the surface of a T-shirt, even if there is only a 0.5 mm thread, it is considered defective.

　　In fact, the success of Uniqlo is also not unrelated to Yanai Masa's "spicy". For Yanai Masao, what he has to do is how to operate Uniqlo's business to the extreme. Moreover, he has been doing this for the past few decades. This is vividly reflected in his latest publication "Notes on the Development of Managers".

　　In order to be the ultimate, he believes that it provides users with surprises, not satisfaction. As for how to create surprises for users, Yanai writes in "Operators' Development Notes": "We must set a high standard at work, and the standard of quality is defined by'whether it is really good for customers'."

　　Yanaizheng defines "is it really beneficial to customers" as follows: "Is our store the cleanest in the world? Is the shopping environment of our store the most comfortable in the world? Is the service of our store the best in the world? We Are our products the most valuable in the world? Do our factories have the ability to produce the best quality products in the world? Is our management system the most advanced in the world? We must set high standards such as these for ourselves, and Uncompromising and relentless pursuit until we reach a height that other companies can't match."

　　Yanai is fully operating this "extreme" high standard into Uniqlo. He asked his team to lead this way. He said: "I hope that all work standards in our organizational mechanism will be formulated accordingly, and I hope everyone can stick to it. Relentlessly pursue quality standards and never compromise. We must continue to pursue the highest quality in the world and use it as the standard to measure our work.” This gives Uniqlo the capital that can adapt to different environments. Even today when offline sales have become mainstream, Uniqlo can still maintain its popularity.

　　Yanaizheng's "spicy" is also reflected in Uniqlo's goal-setting strategy. He is always obsessed with forcing himself to face unachievable goals, which is considered by the industry to be one of the secrets of Uniqlo's success.

　　During Uniqlo's leap development period, Yanai is used to setting a long-term goal for Uniqlo to achieve sales of 3 to 5 times at that time. When sales were 10 billion yen, Uniqlo set a target of 30 billion yen; when sales reached 300 billion yen, the target was 1 trillion yen. The current sales of Uniqlo have reached 5 trillion yen.

　　Masa Yanai believes that the significance of this is to free Uniqlo from the shackles of "continuing existing practices", which is a fixed mindset. "If the goal set is only double the sales, then it may only need to continue the previous ideas and initiatives. But these ideas can also be imagined by others, and this will fall into homogenization competition. And if the goal is set To expand three times, it is necessary to change the way of thinking, so Uniqlo carries out various innovations. In the end, not only the production technology, but also the single product sales advertising and sales methods have triggered innovations."

　　However, Masa Yanai believes that all of this is for "customers", so he requires his employees to stand in the position of customers. In his opinion, "you will feel inconvenience or occurrence. If there is this It’s just a good idea. Therefore, when a customer asks, "Do you have such a product?", they must reflect on: "Are we stuck with the common sense of the company and fail to really think what the customer wants?" "

　　"If, in this case, we just respond hastily with the phrase'I'm sorry, we don't have this product in our store', this company will not have a future."

　　This is Yanai Masao's customer-oriented way of thinking. Yanai's normal saying is "The industry is the past, and the customer is the future. Don't pay too much attention to competitors, but wholeheartedly focus on customers."

　　This is manifested in his request for employees to break the law of common sense thinking. "We must re-examine the so-called common sense with suspicion. For example, from the customer's point of view, is this correct? From the customer's point of view, is this necessary?" In Yanai Masa's view, these Common sense and framework are determined by the companies in each industry or industry, and they do not take customers into consideration. "Those things that are meaningless and inconvenient to customers from the customer's point of view, people in the industry and the company call it common sense. The result of this is that there are many things that are important to customers. We failed to do it."

　　"The biggest enemy that hinders the growth and development of a company is common sense." He directly believes that when people stay in an industry, company, or cause for a long time, they will unknowingly take the current state as common sense and take it for granted. Set up some frameworks. "Such a result is killing one's own potential."

　　He said that we have to challenge common sense.

　　Such as Uniqlo's polar fleece series of clothing. In the clothing industry, some people believe that polar fleece should be produced by mountaineering and outdoor clothing manufacturers, and products such as built-in cup underwear are "underwear." But Uniqlo broke this common sense and turned polar fleece into a cold protection tool for ordinary consumers.

　　In Yanai Masayoshi's view, to challenge common sense, employees must be able to ask sharp questions about their work. He said: “The more obsessed employees are for on-site work, the easier it is to narrow their vision. If the operator does not raise requirements and problems, the work becomes a ‘mechanical operation’.”

　　When developing HEATTECH, the original intention of the development team was to improve the function of women’s thermal underwear, so the awareness of "we are developing underwear" was very strong. Later, Yanai Masayoshi keenly perceives that HEATTECH may break through the category of underwear, but in fact it looks more like a T-shirt. This means that if it is used as a mix-and-match piece, it must be fashionable, because underwear does not need to be injected with fashion elements. Later, this idea was a big success.

　　"On-site employees' persistent pursuit of goals often makes them overlook the possibility of expanding themselves. Operators must ask sharp questions at this time to help employees broaden their horizons."

　　Yanai is an activist. He firmly believes that if an operator just stays in consideration and research, or only understands his own thinking and research as a kind of knowledge, he will not be able to achieve results. "Only by putting into practice what you have considered, researched, and learned, can you achieve results."

　　Yanai Masao's "spicy" style urges Uniqlo to grow daily, from less than 100 million yen in 1972 to 1.86 trillion yen in 2017, making it one of the world's four largest clothing brands.

　　As a result, Yanai Masa became a world-renowned entrepreneur. Ma Yun once said that looking at the world, he admires two entrepreneurs most, one is Starbucks founder Schultz, and the other is Yanai Masa, who sells clothes.

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　　Uniqlo's survival principle

　　Yanai Masa's management thoughts were applied to the extreme in the development of Uniqlo.

　　What we all know is the basic principles of Uniqlo.

　　What is a basic style? It is a versatile style that everyone can wear, such as T-shirts, jeans, underwear, and shirts.

　　Yanai has observed very early that in the daily operations of clothing stores, basic styles usually account for 30% of total sales, and most consumers will mix and match the popular styles of each season with the basic styles.

　　The basic model launched by Uniqlo is to establish and cultivate the user's dressing habits. "The real consumer demand is the basic style. It is a piece of clothing that you must have in your closet, but it may not be the most luxurious and gorgeous one."

　　To do business, we must grasp the essence. In Yanai Masa’s eyes, the essence is that the strongest product will drive everything, and Uniqlo’s strongest product is undoubtedly the basic model.

　　It is this different understanding of the essence that makes Uniqlo different from ZARA and H&M's genes. ZARA and H&M focus on moving the fashion and popular elements on the catwalk to the retail store at the fastest speed. Because it is impossible to predict the sales volume, this kind of copying is based on more models and less models. Uniqlo pays more attention to the technological innovation of single products. It has the sales guarantee of basic models. There is no need to worry about too many styles and how much inventory should be kept, as long as you focus on making the single product the ultimate.

　　In the "Double 11" in 2018, Uniqlo's most-selling single product was his basic model, a female polar fleece monochrome lapel long-sleeved T-shirt, with a monthly sales of 36,000; followed by a bag monochrome round neck. Short-sleeved T-shirts (men's/women's clothing), monthly sales of 27,000.

　　With the positioning of the basic models, Yanai Zheng once again gave full play to his extreme thinking, and he made the basic models of Uniqlo feel like a luxury. This is what Uniqlo fans call "Uniqlo Black Technology".

　　Uniqlo has many black technologies. Such as the popular "high-tech that can be worn" HEATTECH warm underwear series. It is said that this technology allows the fiber to absorb human water vapor and continuously convert it into heat. This series maintains a record of 1 billion sales.

　　In addition, there is also the ULD advanced lightweight down jacket series, fans directly call this technology "devil-like compression." "Daily technology", this may be Uniqlo as a clothing brand's greatest contribution to mankind.

　　Polar fleece is another big idea of Uniqlo. It was born 20 years ago. Because of its warmth and comfort, it is easy to clean and take care of. It was sold in Japan in autumn and winter in 1998 and has now become a commonly used fabric.

　　In addition to fabrics, Uniqlo's high standards in craftsmanship are also well-known in the industry. By injecting fabric technology and advanced craftsmanship into products, Uniqlo redefines the value of clothes, enabling consumers to get a better dressing experience and putting themselves on the aura of a technology company.

　　Yanai believes that this is Uniqlo's insight into customers. "The driving force is based on consumer insights to bring users a'dressing plan' in a way that embraces technology - not just'provide a piece of clothing'."

　　Another thing I have to say is Uniqlo's social marketing, which is most directly reflected in the launch of Uniqlo's joint products with other brands. The UT series is a branch line that Uniqlo is more inclined to trend. The reporter found through visiting stores that the UT series recently launched an artistic Mickey model cooperating with Disney and Andy Warhol and a series cooperating with SPRZ NY ("Wow? New York!"). Uniqlo said, "From 6 to 60 years old. Everyone is wearing UT".

　　It is worth noting that there are many hot UT joint models launched, and Uniqlo stores will even queue up.

　　Regarding Uniqlo's marketing model, Uniqlo said that in China, social networking and e-commerce, social networking and word of mouth are two major trends. "In addition to e-commerce platforms in China, huge social platforms are also very active. The essence of social networking is word-of-mouth sharing, which can drive or transform into buying behavior."

　　Therefore, Uniqlo has derived a small program social portal of its own brand in China. Uniqlo's official Weibo and WeChat social platforms are one of the portals for consumers to exchange purchase feedback, and Uniqlo will also socially interact with fans on Weibo to understand consumers' wear needs during specific holidays and conduct statistics.

　　Yanaizheng also has a distinctive point of view that is the principle of "the physical store cannot be replaced". On the basis of the physical store, he has created an online and offline closed-loop marketing terminal.

　　On the eve of "Double 11" in 2018, Uniqlo launched the "Handheld Flagship Store" app in China, and the brand stated that it would extend the concept of "Handheld Flagship Store" to the world and become the "world's largest store". Uniqlo’s interpretation of this concept is: There are unlimited SKUs (single items) in the “store”, and users can basically find all sizes that suit them. Only one touch point is needed to meet the needs of users and break through the supply, time and SKU inventory limit in the store.

　　Uniqlo admitted frankly that although physical stores have experience advantages, they lack sufficient inventory space to meet all the challenges of users' individual size and other needs. At this time, opening up online and offline channels has become the key. "If customers can't buy it in the store, they can purchase it directly through the online flagship store. At this time, the ‘inventory’ is not limited to the store. The integration of online and offline makes inventory unlimited."

　　At the beginning of 2018, Uniqlo launched the service of "order online and pick up at any store nationwide in the fastest 24 hours" in China. According to public sources, Uniqlo has introduced RFID electronic tags in about 500 stores in China. Through RFID technology, Uniqlo can monitor store sales in real time and allocate products in a timely manner.

　　In the future, Uniqlo headquarters will have advanced practices in warehousing and logistics, including the use of drones and automation. specific

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