International Giant UNIQLO Attaches Great Importance To The Chinese Market

Mention UNIQLO, had to mention its president Liu Jing Zheng.

Ryui Masa came from "

Many relatives run clothing stores in Kyushu or Yamaguchi Prefecture, and his father, Liu Jing, also opened a men's clothing store "small county business" in 1949, mainly selling suits, many customers are looking for decent bank or securities industry.

Ryui Masaari, an elder sister and two younger sister, is the only child in his family. He has been very strict with his father.

In 1984, Ryui Masa formally inherited his father's business and became president of small county commercial affairs. His career has also come to a real turning point.

At that time, the luxury of Japanese society prevailed. Liu Jing was looking at the common people and decided to fight for cheap and daily clothing sales.

In June 2nd of the same year, he opened the first "UNIQLO" store in Hiroshima, but the name was "UniqueClothingWarehouse", which was welcomed by all circles.

In 1991, Liu well renamed the "small county business" as "fast selling", and took it as the company's aim to create "fashion fast food".

In 1994, the company went public in Hiroshima.

In 1998, the slogan of "1900 yen and one casual wear" made UNIQLO popular in the hearts of the people. In the Japanese clothing market of tens of thousands of yen, UNIQLO had a whirlwind and sold 2 million pieces in one year.

After that, Liu was looking abroad, and UNIQLO grew into a multinational company.

Soon after entering China, UNIQLO suffered SARS in 2003, and consumers did not want to go shopping.

Since then, brands such as ZARA, H&M, C&A and GAP have entered the Chinese market. UNIQLO faces greater challenges.

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Insiders pointed out that several international markets are currently on the market.

The retail mode is almost all SPA mode, which is also a magic weapon to defeat those traditional clothing companies.

Among them, UNIQLO is considered to be one of the most successful companies to use this business model.

The SPA model was first put forward by GAP, an American clothing giant in 1986. Ryui Masa's UNIQLO library promoted it: including raw materials procurement, planning, design, development, production, logistics, sales, inventory management, and so on.

From sales and performance, the fleece sold in autumn and winter in 1998 pushed the UNIQLO to its peak, which sold 2 million pieces a year.

In the second year, UNIQLO made a TV advertisement for it. It originally expected to sell 6 million pieces of fleece sweater, and sold 8 million 500 thousand pieces. By autumn and winter of 2000, 12 million sales were expected to be sold, and finally 26 million pieces were sold.

Star products pushed UNIQLO to its peak, and its performance began to ride on roller coaster.

In August 2001, the total sales volume of the company reached 418 billion 500 million yen (about 24 billion 480 million yuan), and the pre tax profit was 103 billion 200 million yen (about 6 billion 40 million yuan), which was very alarming in that year.

In fact, even earlier, in order to lower the retail price, UNIQLO pferred its production to mainland China in the 90s of last century.

Such a model was not initially recognized in such a traditional society as Japan.

Like the Chinese market, according to the practice of apparel retailing, there are usually several agents or wholesalers who divide up profits between retailers and manufacturers.

UNIQLO's practice was once attacked in Japan, but Liu Jing, who did not take the unusual road, insisted that UNIQLO was developing rapidly.

People find that the price of clothes is becoming cheaper and cheaper, and they do not need quarterly discounts and holiday promotions.