The Genuine Revolution Of VS Zara Of The Fake Revolution Of UNIQLO "Liu Bu Si"

In China, if a company wants to learn from apple, or its competitors are apple, or even surpass apple, the boss of this company will usually be called "X booth" by netizens.

Millet "rebusi", music as "Jia busi", all the same.

The true "buss" and "Si" people are dead, and the false "booth" is usually attached with a layer of satire.

However, in the East, there is actually another person who can really approach Jobs, who likes to compare with Jobs and apple first -- "Ryui Masa".

Jobs has become a world-renowned technology company with several products of MacBook, iPod, iPhone and iPad, and Liu Qiming's UNIQLO is also the largest in Japan, China and Asia because of its fleece, HEATTECH, UT and light down.

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China's "Lei busi" and "Jia busi" may not be very good recently, which may also be the pressure to bear outside the "booth". Similarly, the days of "Liu busi" are quite difficult.

In mid March, Xun held a press conference in Japan, and Ryui Masa announced him.

The brand revolution plan, but from the perspective of the whole strategy, I do not seem to see any signs of "revolution". On the contrary, it is learning from Zara, the boss of the industry.

This may be the fate of all the "fake" buss. They want to match the real "booth", but Jobs has only one. Other fake can only become imitators, some are clumsy, some are lifelike, that's all.

At the press conference, Ryui Masa advocated UNIQLO to respond to consumer demand as soon as possible through data technology to the production end, hoping to win quickly, reaching 10 days of delivery time, 7 days production and 3 days of freight.

Is this not the best industry that Zara is doing, doing the best in the industry, and letting the world's apparel retailers learn?

At the end of 2016, Pablo Isla, the chief executive of Inditex SA India Textile Group of Zara parent company, commented on the success of the commentary group. It is not because of any magic patterns or superstars, but by the ability to respond to the data and turn it into a fashionable product and pass it on to consumers.

Is it the same?

Paradoxically, Ryui Masa even told Zara at the press conference that he was just selling fashion instead of focusing on customer needs.

In fact, the new headquarters of UNIQLO, known as Uniqlo City Tokyo, can be seen as an imitation of La Coruna Zara headquarters, open space, anytime and anywhere discussions, and quick product decisions.

The fact is, Zara is one of the world's most customer oriented clothing companies.

So why did Ryui Masa admit to learning from Zara? It is known as a revolution in the business mode of a company, and this "revolution" basically takes Zara as a template.

In the interview at the end of last year, Pablo Isla also denied that Zara was "fast fashion".

He said that analysts paid too much attention to the supply chain of Inditex SA India India Textile Group, which did not reflect the brand's response capability to time and design - "no design, nothing."

Ryui Masashiya has also consistently denied UNIQLO.

Brand, and even always known as brand technology gene, but the company's name is called Fast Retailing fast marketing.

In the middle of this month's conference, he kept repeating quickly, quickly and quickly.

Fast fashion has been regarded as an innovation in retailing, but in recent years, with the increasing concern about environmental protection concept and corporate ethics and social responsibility, fast fashion has been labeled with a Foxconn style original sin. It not only stimulated consumers' desire for material goods, but also resulted in great waste. At the same time, the production process was accompanied by sweatshops and pollution.

With the passage of time, fast fashion is getting faster and faster, but this mode has become a common mode of operation in the industry, and has no avant-garde significance.

However, no matter which enterprise will always hope for innovation, Zara or Uniqlo will pursue innovation.

But how can innovation be so easy? Creating a concept may be easier, such as Ma Yun's "new retail". UNIQLO presented the concept of "Digital Consumer Retail Company" at this month's conference. Ryui Masa previously claimed to be a retail technology company.

Is the question Apple Inc. Apple Corp, a technology company or a retail companies?

IPhone represents the smart phone, so thoroughly changing the habits of global consumers, and even can not be called revolution, even computer technology can only be regarded as 1/4 of the technological revolution.

In the retail industry, a most traditional, oldest, and physically based industry, there has never been a real revolution in the retail industry. Every change and mode innovation is only an improvement in efficiency. Fast fashion is undoubtedly the latest and largest scale improvement in the efficiency of the Zero selling industry.

Even in the fast fashion industry, it can be divided into two camps. One is Zara and H&M, which are known for their fast and efficient operation. One is the Gap and UNIQLO as the representative of the fast and easy to meet consumers.

Over the past five years, Zara and H&M have been proven to be superior to Gap and UNIQLO, and even Gap has recently emphasized fast and data driven, and affirmed the advancement of Zara in retailing.

UNIQLO is precisely because of imitating Gap, and Gap merit CEO Millard Drexle is Ryui Masa's "mentor".

So today, Ryui Masa emphasizes fast, hoping to reduce inventory, basic funds, drive by users, learn from Zara, and to some extent, its original learning object has collapsed.

Why is Zara and H&M so advanced and why Ryui Masa should start a new round of learning in 2017? This may be a more worthwhile way to explore the retail industry.

The fashion retailing industry never seems to be around the year 2012. This year, the Chinese government changed its membership to fight corruption and slow economic growth.

In 2012, "a competitor of UNIQLO is apple". A representative of the garment industry has to speak for science and technology. It seems that UNIQLO has been lucky and bad luck since then.

Although the Chinese media likes to put this sentence on Ryui Masa, the boss of UNIQLO and once the richest Japanese Tadashi Yanai, the word "detonating the media" was actually first heard by the British CEO Takao Kuwahara in an interview with the Wall Street journal.

However, what Ryui Masa said does not seem to be wrong.

Ryui Masa has repeatedly talked about Apple Corp and "Steve Jobs" admiration in public, while Australian CEO Shoichi Miyasaka of UNIQLO said in an interview with media The Sydney Morning Herald that the boss had said so.

It can be imagined that in the internal meeting of UNIQLO and fast selling management, the reference rate of Ryui Matsushi Apple Corp may be the highest. Without the boss's "learning", it is impossible for Japanese companies with strict management speed to imagine that their subordinates can express such extreme sensitive topics of competitors.

As early as in 2010, Japanese media compared UNIQLO to Japan's apple, and the owner of natural UNIQLO was Japan's Jobs "Liu buss".

Before the eighteen largest Chinese Communist Party, "the only competitor of UNIQLO is apple". This famous quotation was thrown out 4 months later. On the anniversary of "918" 81, China had the most serious "boycott Japanese goods" campaign in the past 10 years. As the "Japanese goods" UNIQLO, it encountered the biggest crisis in 10 years.

During the boycott of Japanese goods in 2012, UNIQLO not only covered red cards for the big signboards of its flagship store in Sanlitun, Beijing, but also temporarily closed 19 retail outlets, while others reduced business hours.

It is rumoured that the shopkeeper of a shopping mall in a shopping mall outside Shanghai has stepped closer to the Anti Japanese demonstrations. According to the instructions of the local police, the slogan "supporting the Diaoyu Islands is the territory of China" has been posted for 40 minutes. The Japanese popular language broadcast in a UNIQLO store in Hefei has been cancelled, leaving only the welcome words in both Chinese and English.

However, a turning point is a reversal.

The "918" experience not only prevented Liu from expanding in China, but also deepened its decision to accelerate its expansion in China.

In contrast, the recent "Saad" incident, Lotte's encounter with fire protection problems in China has been compared with the previous boycott of Japanese goods. You feel that the boycott of Japanese goods is false, or at most public opinion.

Checks and balances and cooperation between China and Japan are far reaching.

In the 2012 fiscal year ending August 2012, UNIQLO had only 145 stores in mainland China (178 in Greater China), nearly half of which were newly opened in the 2012 fiscal year. In the 2012 earnings report, Ryui Masa proposed a growth plan for 80-100 stores in mainland China, ending in the 2016 fiscal year, and the number of UNIQLO stores in China reached 560, with an average annual growth rate of 95.5.

In addition, in the 2012 earnings report, the famous "failed 2020" target of "5 trillion yen, over Zara and H&M" was mentioned for the first time.

After the financial crisis, China has provided great opportunities for the global retailing industry. On the one hand, it can expand in China. On the one hand, Chinese tourists spend all their time in the world. Without China, the luxury industry may even decline so far, so far, there is no return to life at all.

So is the fast fashion industry.

Look at the report of fast selling in fiscal 2016 and fiscal year 2012, revenue almost doubled, but profits barely moved.

What does this mean? This means that China has made room for mistakes in the retail industry. UNIQLO can make a huge profit in China, and on the one hand, it can expand in the US.

Over the past four years, the store has calculated that China is already the second largest market of Indo textile, the third largest market of H&M (the end of this year should be the first), the sales calculation China is the fifth largest market of H&M, and Zara is not disclosed.

After the scramble for the Chinese market, what is the most beneficial to the four groups? Undoubtedly the Zara parent company. The Indo Textile Group's growth rate was H&M and UNIQLO before its rapid expansion in China, but it reversed after 2013.

You can not say that the Chinese market is a complete factor of all this, but it is clear that the topic can not continue without the Chinese market.

UNIQLO is also very successful in China. The success is that the market is too big. If there is an accident, the market will be very harmful.

If we want to observe the luxury market in Japan, it is even more obvious that the impact of Chinese tourists even exceeds the exchange rate. Of course, there is a great relationship between them.

In the 2016 fiscal year, UNIQLO recorded a rare profit decline in the Chinese market.

The rate of pfer determines efficiency and efficiency determines profit margins. In the past year, the profit margin of fast selling profits was only 1/3 of fast sales.

The basic accounts must be faced with the inventory problem. UNIQLO Japanese market has been blamed for the bad weather. This is the reason for the bad weather. In the warm winter season, the Heattech and Ultralight of the UNIQLO can be said to serve the cold weather. The sales of these two technologies are over 100 million yuan, even for the fleece.

Of course, these technologies are really powerful and highly functional, avoiding the choice of consumers, or even the best and the most cost-effective, which is the foundation of the advantages and success of UNIQLO.

Although these technologies are not original by UNIQLO, Japanese companies usually have the ability to bring the technology of the market to the extreme, and then achieve the ultimate cost performance.

UNIQLO was born in the Great Depression of Japan. Ryui Masa is the real entrepreneur category. This is why I have always said that China has no entrepreneur for a time.

In 2015, UNIQLO occurred two great things in China. One was the sex screen of Sanlitun fitting room, the other was Jingdong.

The former public opinion and the voice are obviously the same as the latter, but the latter is obviously more worthy of the attention of the retail industry.

The anecdotal rumor is that in April, UNIQLO opened a shop in Jingdong. Ma Yun was shocked and rushed to Japan to find the richest man in Japan - Sun Zhengyi, Softbank, from which he coordinated.

Also heard that the year before Zara on Tmall, some special treatment makes UNIQLO unhappy.

Of course, all these are hearsay. There is a fact that the growth of China's clothing market and the growth of Tmall's GMV are all telling the decline. One official data at 10%, a data below 20%, which Alibaba may deny.

Eventually, UNIQLO left the Jingdong for just 3 months.

In 2016, the double 11, UNIQLO, was sold in Tmall, which is known as "Digital Consumer Retail Company", which is famous for its basic funds and has a large quantity of stock.

And Jingdong's water trial, and the double sale of 11 in 2016, of course, no one would really believe that, like the annual double 11 Tmall list and sales data, I believe it is a fool.

The loss of cooperation with ALI is slowly reversing, participating in the double 11, basically spitting blood to make a cry, selling more and earning less. Therefore, the double 11 price increase and the reduction of prices are more than enough reasons.

After a double 11 sale, the Fast Retailing said at the end of January that it had successfully controlled sales promotion in China.

The biggest setback against UNIQLO in 2015 is, of course, the policy of raising prices.

UNIQLO's supply chain is concentrated in China. The rise in costs has led UNIQLO to consider raising prices.

Jingyuan group, the former owner of the Jinghua group, has publicly praised UNIQLO's attention to quality in its interview with Hong Kong media.

However, consumers will never consider the cost of your business, so this directly leads to the profit of fast selling in the 2016 fiscal year back to four years ago.

The cost is high, the price rises, the price can not be sold, the price is reduced, the discount is not only what UNIQLO needs to face, but actually the whole clothing retailing industry is facing. The promotion strategy of department stores and electric suppliers has already shaken the pricing strategy of the entire retail trade.

So, in the 2016 fiscal year,

Ryui Masa is no doubt a huge blow, like a reporter who has made a deep report, not only finding the original readers love mi Meng, but worse, his newspaper office has been closed.

Do modern consumers need special quality funds? Of course.

But do you like it? No.

Everyone loves UNIQLO, but everyone doesn't like UNIQLO.