The Two Secrets Of UNIQLO'S Success Are Low Price And High Forcing.

While the garment industry is in a bad situation, it can still develop steadily, and Liu Jing is inseparable from it. To become the richest person in general is very fierce, but Liu Jing is not the same. He is very hot.

The first knife: the sword of humanity: the richest Japanese

First of all, he was very cruel to himself. He wrote two books, one called "one win, nine defeat", meaning that a victory was accumulated by nine failures.

There is also a book called "one day can be discarded successfully", which means that the past success is very disliked.

He is also very poisonous to his employees.

He often calls names inside the company, and there is also a cursing and harsh word that "people who can't swim will let him drown".

Ryui Masa was afraid that the staff would not understand, and the slogan was put on the wall of the company.

Even in Japan, UNIQLO is known as "black factory".

Because in accordance with Japanese standards, its staff turnover rate is too high - less than three years, half of all new recruits leave.

This has something to do with Liu's early business experience, and every day he repeats the nightmare of company failure.

Of course, Ryui Masa's hot and sour style brings great benefits to consumers.

Everyone knows Japan.

The quality control is very strong, and the quality control of UNIQLO is abnormal.

I saw a number and I was surprised.

Many of UNIQLO's garments are made in China. The average rate of defective products in the industry is generally 2-3%. UNIQLO requires factories to reduce the defective rate to 0.3%.

Moreover, UNIQLO's rules for evaluating defective products are very strict. What are inferior products? For example, on the surface of T-shirts, even if there is only one thread thread of 0.5 mm, it is considered defective.

Let me take a breath.

Ryui Masa is very suitable for Chinese people.

What does that mean? It looks very gentle, and it is destructive inside.

For example, Ryui Masa subverted a traditional law. In general, enterprises will follow this law. I call it "the law of death in the middle", or do the highest, or do the lowest, and the middle part is not easy to die.

Generally speaking, there are two kinds of clothing and clothing: one is super brand, the brand is very good, the price is very expensive, the other is that there is no brand, it is very cheap, the quality is not good, and the polarization is very serious.

Ryui Masa said: I want to do the middle part, the price is cheaper, the quality and the quality are very good.

Now many competitors also emphasize that we also have very good quality, and the price is very low, but the only thing that can really do this is UNIQLO.

UNIQLO's business model has never been a secret.

It is high quality and low price, that is, fast fashion.

I don't think so.

In my opinion, Ryui Masa's biggest, fiercest and most ferocious move is that he grabs the cheap at one hand and tries to force the case at the same time.

In other words, UNIQLO even made the low price high.

This is almost impossible in the past.

We dissected UNIQLO under the knife of destructive human nature to see what ruthless destructive knife is there.

Second, knife: destructive knife: low price can also be highly forced.

What is a product B?

To put it simply, it is the style that products can be shown.

I think the first B brand in history originated in Paris in the late nineteenth Century.

A tailor named Voss can be called the father of B.

At that time, all the tailors were selling skills. Only worth, he first created a model to wear his design clothes to display.

All along, B has nothing to do with one thing, that is high price.

However, Ryui Masa broke the spell, which is extremely low in price, and also has a high B lattice.

All enterprises in China should learn from UNIQLO, because they are good at low price and are not good at B.

The early impression of UNIQLO was "cheap but not good", but Ryui Jungyong's vicious action corrected all this.

It also gives us a new path, that is, low price can also be used as a high forcing case.

In other words, too much quality and low price is the only way to make a price low.

I think this is the most revolutionary significance of UNIQLO.

In fact, UNIQLO began to enter China in the first place. It was a failure. Despite the high quality and low price, Chinese consumers were most aware of the low price.

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This brand is classified as a category and is classified as a cock Silk Camp.

UNIQLO entered China in 2002. Before 2006, it was Baleno.

It was a terrible fight.

UNIQLO's way is to enhance the grid and target the users in the middle class.

Take a small example of UNIQLO upgrading B. UNIQLO's store in Hongkong is written in Japanese.

Of course, this is the Chinese way of thinking. The Japanese do not understand why. Why do Chinese people explain that it is important to let them know that they can speak Japanese once more.

This value is B lattice.

In this way, many cosmetics are learning, for example, domestic cosmetics such as Han and so on, in order to enhance their B, deliberately printed the packaging text into Korean.

These are just the opposite.

Ryui Masa, a small boss of town and township enterprises, was the first to become the richest.

There is a set of rules for money, which is also the kingly way of Ryui Masa B.

We have a student at the minimally invasive college, a global OEM manufacturer of UNIQLO, and a top factory in China.

I call it Ryui Masa's three axe to build B grid:

First, Axe: do subtraction, substantially reduce SKU and win by exploding mode.

Ryui Masa has had an internal Manifesto: use the strongest products, because the strongest products will drive everything.

What is the strongest product? It is to show the customer the reason for buying.

Japan UNIQLO research expert Tsukiizumi Hiroshi once exposed a UNIQLO data: 500 kinds.

This is the number of new products launched by UNIQLO every quarter. Even in the flagship store of UNIQLO, the area of 5000 square meters is 500.

500, what's wrong?

This is a very small number, with other fast fashion brands ZARA.

The number of UNIQLO products is less than 1/10 of their total.

This method can be called "less varieties and large stocks".

A good sale is a great profit.

If it doesn't sell well, the stock will pile up.

Second axes: design together.

UNIQLO is really a paragon of frequent defeats.

The early overseas development of UNIQLO was disastrous. Why? Without B, early UNIQLO was in the suburbs of the United States shopping center, opened several stores, were not successful, out of the market.

What can I do to reverse it?

It depends on the design of a very tall building -- the flagship store in the world.

This global flagship store is first built in a prosperous gold location, followed by a large store area, at least two times more than the standard store.

UNIQLO will invest the highest level of product marketing strategy and visual merchandising strategy in these stores.

For example, the Chinese have the most B consumption, and UNIQLO has opened the world's largest flagship store in Shanghai.

Located in Shanghai's most prosperous Huaihailu Road, its business area is more than 8000 square meters, or even called UNIQLO cosmological flagship store, because it is too big.

UNIQLO shops generally do this. Now choose the most expensive section of the largest city, open up a new store, attract consumers' attention, improve the popularity of UNIQLO, the key is to upgrade the B grid, then open other branches, and rely on these branches to attract gold.

But there are many two ways that many companies can learn.

Liu Jing is the most vicious third Axe: using abnormal technology flow to upgrade B grid.

The growth history of UNIQLO is also a history of technology development.

In 2000, the super explosive fleece was introduced.

In 2003, the product of HEAT TECH was released, and the series sold 12 million pieces later.

In 2004, BRA-T products were released for female users.

In 2007, thermal insulation underwear for men and women was released.

In 2008, machine washable machine washable sweaters were sold.

In 2009, ultra-thin down clothing was on sale.

These products are also causing a frenzy in China.

One of the tricks of UNIQLO's abnormal technology flow is to fight fabric technology.

For example, the cross-section of HeatTech fiber is divided into circular and six angle stars, which enlarges the fiber surface area, and blocks many air layers, which can keep warm and drain moisture.

Another way for UNIQLO is to spell craft.

Our trainees broke the news that UNIQLO was using a luxury standard to produce a parity product. In other words, it produced 99 yuan products with a standard of 999 yuan.

UNIQLO even has a special team to cooperate with the factory to improve the production process. In China, UNIQLO will not necessarily choose the largest scale, but it will definitely choose the most skilled factory.

Many factories are also looking for uniforms, because UNIQLO can guarantee output and provide stable orders.

I bought a pair of jeans from UNIQLO, only 299.

It used red ear tannin, which is the pronoun of advanced denim fabric, which is 20% lighter than traditional jeans.

Of course, this B lattice also creates a strong barrier.

Moreover, this technology flow has seldom been used by clothing companies in the past, but has been played by the best of UNIQLO.

Therefore, both low price and high B grid are the real secrets of UNIQLO.

A company is a Chinese disciple of UNIQLO, who is a customer.

Van guest has encountered a lot of setbacks, that is, low prices, but failed in the B grid.

In the past two years, every guest has made great efforts to make pformation. An important improvement is to enhance B.

Are all customers doing the subtraction, the explosive products and the introduction of the designer?