UNIQLO CEO Pan Ning: How To Maximize Profits?

and Fast Marketing Group Penning is about half of what penning spent on recruitment and talent training. As the second CEO in the Greater China region of UNIQLO, Penning has been working hard for nearly ten years. UNIQLO finally ushered in a large number of fast opening stores in the mainland of China.

According to the plan of UNIQLO, by 2020, the company plans to open about 1000 shops in the mainland of China, currently only 200. UNIQLO is entering the period of "great leap forward". The following is Pan Ning's interview.

　　 Strict assessment of urban development potential for preparing shops

Whether in the second tier cities or in the three or four tier cities, the locations are strictly chosen. Second tier cities must have the potential to develop into shops in the first tier cities. Why? First, because consumer purchasing power is here; second, the desire to accept external brands or information is high, and at the same time, these cities are not only their own market, but also have an impact on the surrounding market.

Like UNIQLO, there are 44 stores in Shanghai, which not only serve the consumers of Shanghai, but also play a certain role in the surrounding Zhejiang, Jiangsu and even the whole country.

The same is true for the expansion of the three or four tier cities. We must assess the current consumption potential and development potential of these cities. Every new store will report to me, and our brand founder, Mr. willow willow, will look at every new store. It looks like the decision chain is very long, but our decision is very fast. We will not wrangle. Our company's name fast retailing (fast sales) shows that speed is the foundation of sales.

We will be very fast, because Uniqlo Is a very strict company, not only rely on people to manage, but also rely on excellent management system and management mode.

At the same time, we will be exposed to the businesses of the first tier, second tier, three tier and four line cities. The future development plans of these cities are already available at the early stage of contact. But when and where to open shops, we should find the best and best combination point according to the development of these target cities and the way our brands have gone through.

If this combination point has arrived, we will immediately take the horse and go through it at once. Our sales rhythm is weekly, not only for goods and commodities, but also for opening stores. Every week we have shops reported, weekly shops are approved, new stores are shot every week. We do this all over the world.

　　 Don't be afraid of leasing gold.

The high rent is a very obvious feature of China's retail industry, not only in such cities as Shenzhen, Guangzhou, Shanghai and Beijing.

But UNIQLO is a brand with strong sales ability and strong ability to assemble. When we cooperate with Chinese owners, the owners will not only see how much rent we can pay, but also expect our total sales to bring more consumption stream to him. Therefore, although the choice is limited, the new owners will feel secure because they understand the stability of UNIQLO's sales.

Another point is that we are actually a very conscientious, step by step, no exaggerated enterprise. I analyze the data in my office every day and meet with our staff to solve the problem of sales and shop expansion. So we have a very quick response in sales because we spend the most time.

　　 Zhou as a management cycle, self managed inventory control mode.

Inventory is what I see. First of all, brands differ greatly from their business models.

UNIQLO has almost no franchisees. We are not not franchisees, but few. UNIQLO has a franchisee in Japan, and this franchisee is our own staff. Our employees, for example, in the field of store manager for more than ten years, he has accumulated some experience and wealth, then we will let him become a franchisee, and give him a shop or even a few stores in UNIQLO, so that he can truly become a boss of an enterprise, owning his own business and his own store, and joining in Japan.

Outside Japan, we usually own stores. In addition to individual areas, such as Singapore, Malaysia and South Korea, GIV is the way to choose a partner, like in Korea, UNIQLO and Lotte collaborate. In addition to these areas, UNIQLO is 100% self-employed.

What are the advantages of self employment? Although the initial investment is relatively large and requires a lot of talent reserves, the process is also very difficult, but self control can control everything. So the fast selling group and the UNIQLO brand not only have good business models, have strong desire for growth, excellent management and management, but also can unite everyone into a very strong distribution system. In this system, we can quickly find problems and solve problems.

As for UNIQLO's own inventory, we actually felt wrong in 2012, feeling weak from the sales data, starting from March 2012. It is reasonable to say that March is a good time to list large quantities of products in spring and summer. But we felt that the situation was wrong, and we began to promote sales and strengthen sales promotion.

Others may start to wonder, but in the process of promotion, we are the fastest. Finally, the inventory problem has plagued many enterprises, but UNIQLO has not been "entangled". This is closely related to the support that we can get from the sales data of the whole store and every product.

Another important point is the management system. We take every shop, every commodity and every data very seriously. Our management cycle takes weeks as a unit. Every week, we make a summative analysis of the specific sales situation, every shop, every SKU (inventory unit) of the previous week, and finally how we should adjust this week and what plans should be made to deal with it.

　　 Boss's secret book

Providing global products:

Internationalization and internationalization have brought new perspectives to Chinese consumers, and also bring new needs to users of UNIQLO. They need to enjoy foreign things in China, too. UNIQLO provides globalized things to consumers to feel new and get recognition.

　　 The third generation of private brand retailers:

UNIQLO basically does not do external Join in Most of the shops are self operated, so they need to recruit and train a large number of retail talents who are familiar with clothing performance, fabric, comfort, style, beauty and other information and are good at communicating.

　　 Grow together with supply chain:

A team of "craftsmen team", who has been engaged in product development and financial management, has not only given orders to cooperative enterprises, but also provided opportunities for them to grow and help cooperative enterprises improve their existing management and management capabilities, so that they can have better space in the future and develop better and larger.