New Retail Strategy Adopted By UNIQLO At Tmall

According to the world clothing and shoe net, there is an interesting part of the 2001 Hong Kong drama "delicious sentiment". The famous chef Lawrence Ng played a booth on the street.

It is delicious, famous, and customers are queuing up every day.

But celebrity chefs also set a strange rule: fish balls soup is absolutely not allowed to take away, only to eat on the spot, and only half a day business.

The reason is that the fish balls are not good as long as they are packed and taken away.

A small episode is a lot.

The essential characteristic of business models is that fame can even be found outside, but experience needs to be done on the spot.

The division and distinction between the inside and outside is exactly the same as the long win champion who keeps the brand and the steady growth of performance throughout the year.

The new retail strategy adopted by Tmall.

1, the new retail strategy of UNIQLO

One of the beauty of this is that this is not a concept created by Ma Yun Sheng, and then appeals to the whole industry to pform this concept.

But when all aspects have quietly begun to change, Ali in the big data gives the answer under the overall consideration of the momentum.

UNIQLO, which has won the Tmall double 11 clothing sales champion for several years, is one of the typical changes that spontaneously change quietly.

In the 11 years of entry into the ninth year, Tmall has been in the eighth year of Tmall's UNIQLO (including Taobao mall predecessor). It has officially launched the 11 double gifts for consumers this year.

Double 11 of offline stores is a day earlier than online Tmall.

That's not surprising, because this is very consistent with the new retail mode of UNIQLO.

In other words, UNIQLO's double 11 strategy is the same as the general strategy of Tmall online platform (the only external online platform of UNIQLO) over the past 8 years. It is based on Tmall's extensive contact with consumers, and the scenario of consumer scenarios, services and order fulfillment is imported to more than 500 stores in more than 100 cities across the country.

Yes, there is a business logic. It is natural to have fame on the outside and experience to come to the scene.

Just like the CMO Wu Pinhui of UNIQLO China in 2017, before the double 11, the media stressed that "UNIQLO's goods, services and experience are equally important".

This is the general program of UNIQLO's strategy of integrating online and offline in the Chinese market. Tmall can better touch the consumer and store can perform better.

From time to time, UNIQLO is in line with the new retail core's "up and down integration" action time, even earlier than Ali officially launched the "new retail" strategy.

During the Tmall double 11 in 2016, when the clock of 0 was still knocking, less than 3 minutes, the trading volume of Tmall flagship store in UNIQLO had already broken 100 million.

After noon, UNIQLO Tmall flagship store was sold out and would like to continue to enjoy 11 double discount customers, please come to UNIQLO entity store.

In this regard, the outside world is puzzled. Since it has been actively promoting the promotion with Tmall, it has also been fully open and sold on a quantitative and pragmatic basis. It has also guided the performance of the stores, which is in line with Tmall's activity discount rules. However, it will not affect the gross profit margin of the stores, and it will impact on the habit of ordinary customers.

Rather than waiting for all the answers from UNIQLO, it is better to think about the reasons for another major change in UNIQLO's double 11 in 2016.

All orders from Tmall during the double 11 period of UNIQLO, including orders normally from Tmall, can be made by customers near the UNIQLO store.

It includes any store in different places to pick up and collect goods from stores.

Yes! Is the answer unclear? UNIQLO, regardless of whether the society is shouting "new retail" or "O2O", or "Internet +", UNIQLO has completed its service for customers.

Wu Pinhui said bluntly: "the new retail concept that UNIQLO understands is how to make customers feel better about wired and offline integration."

Customers online, on cell phones, on Tmall, UNIQLO values this.

But if customers want to own UNIQLO, they will enter the store from Tmall.

The new retail strategy of UNIQLO is in line with the expectations of many Alibaba executives including Alibaba group CEO Zhang Yong.

The better the entity brand is, the faster the new retailer will adapt.

Conversely, the new retail is to help offline brand entities to do well in offline business, and new retail is not the enemy of "offline".

But this "offline" is not a rigid line that can stick to decades.

Just like UNIQLO has changed itself, if traditional enterprises do not change their commercial links and internal mechanisms, do not want to embrace the Internet, enjoy the bonus of new retail era, and imagine that Tmall can better enhance the performance of offline stores.

The essence of UNIQLO's self change is basically the following four points:

First, the nationwide cash free payment (including Alipay and WeChat payment) is not only to meet the trend of mobile payment, but also to lay the foundation for customer data acquisition.

Second, the national stores and Tmall stock get through, and support cross province to shop self mention.

Not only should we overcome the problem of clothing's natural multiple specifications (multiple SKU, i.e. the same size and color of the same dress), more than 500 stores in more than 100 cities across the country will try to synchronize the inventory changes and location changes with Tmall in real time.

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Third, we should break through the internal business growth and performance appraisal barriers in the store and large areas, and form an internal operation mechanism of the "UNIQLO" in the whole country.

That is to say, there is no conflict between internal performance appraisal and profit distribution between Tmall and store outlets.

As Wu Pinhui emphasized, UNIQLO attaches great importance to One team Work. There is no conflict, communication and coordination between departments, businesses, projects and organizations.

Fourth, because there is no need to store goods and deliveries all with Tmall data, UNIQLO does not participate in Tmall's "smart store" program, but in its own stores, it will launch the "intelligent buyer" electronic screen (built-in sensing system, active say hi 5 meters of customers, set up concessions, new products, collocation, interactive four functions), so that customers who come to the shop still feel the technology, fashion, personalized modern store experience.

That's the reason, because Tmall's "smart store" has no direct integration relationship with its commercial scene and links.

With the above four basic programs as basic guidance, understanding the strategy of double 11 of UNIQLO is equivalent to understanding half of UNIQLO's new retail strategy.

UNIQLO's double 11 strategy includes all the strategies of the dual 11 industry wide annual promotion strategy.

Double 11 for UNIQLO is not only a prescribed action with the trend of the industry, but also a rebate and welfare activity for consumers. It is better to meet the needs of the hot season in the cold market during the double 11 period, or to wake up the sleeping customers and test the best time for the new products to respond to the market in the last quarter.

But it is by no means the same as some brands want to do, relying on double 11 this day, finishing this year's business.

Because UNIQLO's usual store's performance is not much different from that of double 11.

You know, Tmall's flagship store has up to 11 million of its fans. The clothing category is not the first but the first.

In fact, Tmall also yearn for the relationship between brand and double 11. This is a highly perfect interaction relationship.

Xiaoyao Zi has said many times: "the peak of double 11 per year is normal in the next few years".

Or in Wu Pinhui's original words, UNIQLO's participation in double 11 is "satisfying the quality life of consumers and guiding consumers to smart consumption experience".

Moreover, as part of the apparel industry, UNIQLO, like other clothing brands, changes its season every year, and makes many discount activities in the store.

Moreover, the clothing commodity is originally very gross, and has the space of discount and profit.

To participate in the double 11, UNIQLO's discount is originally an apparel industry's inherent part of the product sales cycle.

Without affecting gross gross profit, UNIQLO's double 11 will neither affect the price system nor divert store performance, but also help guide new and old customers to the store through the shop itself.

When customers come to the store, they are easy to handle.

The rest of the store will naturally try to keep the customer.

2, the way of UNIQLO's offline stores

How can the stores of UNIQLO store customers? Or, why do they want customers to go to stores to deliver orders? Just like tyrants customize clothes, they have to come to size and choose fabrics themselves.

UNIQLO is also one of the brands in the global apparel industry that strongly insists that the brand value lies in customer experience.

This is exactly the opposite of Tao's clothing brand.

UNIQLO guides Tmall customers to stores, and is confident that they can retain customers in stores, and insist on the general strategy of completing services in stores, or for brands.

For the clear cognition of UNIQLO's brand value in the mind of consumers, the brand connotation is consistent and stable.

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