Employees Decrypt UNIQLO: Fast Fashion UNIQLO Core Department Is MD

< p > < strong > 1, < a href= > //www.sjfzxm.com/news/index_c.asp > UNIQLO /a > what is the most important department? < /strong > /p >

< p > say some problems from inside. UNIQLO's form is a system engineering. The former official website has a company internal organizational chart, one of which is located in the most central position, called MD (commodity planning).

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< p > < strong > there are several things that the Department is responsible for: < /strong > /p >

< p > 1) what will be sold next year < /p >?

< p > 2) how much is sold < /p >

< p > 3) what is the selling price < /p >

< p > 4) this year's promotion period is < /p >.

< p > 5) which day is sold this year to sell less than /p?

< p > it is easy to overlook fifth points, which are generally not seen outside. This is the guarantee that UNIQLO basically has no stock and can maintain the entire sales promotion system without collapsing. It will not cause consumers to buy only reduced prices and not buy the original price.

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< p > < strong > 2, UNIQLO's < a href= > //www.sjfzxm.com/news/index_c.asp > > commodity > /a. Is planning relying on big data? < /strong > /p >

< p > in fact, the MD Department of UNIQLO does not have much data, and is often tucking out by other departments. Periodic fluctuations are obvious, and the number of SKU will have crest trough.

Look at this year's data and make sure that next year's output will be 80%. Excel will be able to do so.

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< p > although UNIQLO's planning ability is not outstanding, it is a stable machine, so it can ensure the accuracy of 80%.

No matter what wrong decision it takes, goods can be sold out. This ability is the most horrible.

Every week, UNIQLO will discuss how many shelves each department has to store, decide when to sell it in advance, and then discuss it weekly. According to last week's sales estimate, there are still a few weeks to sell.

Weekly promotion plan, weekly plan, monthly plan and quarterly plan are adjusted weekly, and then the weekly expression is reflected in the layout of the shop head.

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< p > < strong > 3, do the products of UNIQLO have a sense of design? < /strong > /p >

< p > UNIQLO basically has no sense of fashion design, and its own design team can not meet the requirements. So the fashion part usually adopts cooperative development mode, and still focuses on fabric development and functional mining.

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< p > so UNIQLO does not depend on design or fashion, and how the core competencies sell these basic funds on the basis of gross margin.

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< p > < strong > 4. Is China's UNIQLO equivalent to Japan's UNIQLO? < /strong > < /p >

The brand image of P has changed greatly in internationalization, and the successful path of UNIQLO and UNIQLO in Japan is quite different.

Before 2005, Japan's UNIQLO could be regarded as Metersbonwe, but the age group was older, and it was a very low-end brand, which broke out completely based on cost performance.

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< p > but Japan's successful experience failed completely in the first five years of China (entering China in 2002). Of course, UNIQLO's globalization strategy itself was not clear enough. The New York store had not yet come out (New York flagship store opened in 2006), VI was also old, and Liu Jing Zheng (founder of UNIQLO) did not return to the front desk, which was badly beaten by Baleno, Giordano and other brands 06 years ago.

Later, we adjusted our strategy and aimed at the middle class.

The word "one win, nine defeats" may be a metaphor for everyone, but in fact, this is almost true ratio. UNIQLO is much faster than other Japanese companies in its trial and error speed, and has tried many wrong directions. But because the reaction is fast enough, it has been corrected before the great impact has been made, and the success rate of 10% is considerable.

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< p > so besides the biggest strategy may be forward-looking, other specific strategies are reasoning and rapid trial and error.

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< p > < strong > 5, can the success of UNIQLO be duplicated? < /strong > /p >

< p > I think all the domestic a target= "_blank" href= "//www.sjfzxm.com/" > clothing < /a > industry, if there is no way to achieve all SPA mode, you can not imitate UNIQLO, if you do not have all direct battalion, you can not guarantee the implementation of the sales level, so the price and cost styles are not established.

UNIQLO can sell basic funds to ensure that the unified price changes of all stores throughout the country vary by 20% per week.

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< p > the core competitiveness of UNIQLO is the year-end running in a very healthy and terminal sales capability centered on commodity planning.

This is also something that can not be duplicated by funds.

Simple control of cost and brand image, I believe there are corresponding ways to improve.

In fact, the secret of UNIQLO has been clearly expressed in the logo and group names of the group. Although the company has much to say about the cost and the process, the core of the company is fast retailing.

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