Liu Has Said That Fast Selling Will Become The "World First" Fashion Group.

Not long ago, the first half of 2016 showed that sales of global sales increased to 1 trillion 11 billion 600 million yen (about 60 billion 870 million yuan), but operating profit dropped 33.8% to 99 billion 300 million yen (about 5 billion 980 million yuan). At the performance report, Ryui Masa said: "the performance of this phase is not qualified, only 30 points."

According to the present development, the rising trend of overseas, especially China, is still undiminished.

As of November 30, 2015, the number of UNIQLO stores in Japan was 844, while overseas stores reached 864.

In China, UNIQLO opened 91 new stores in China in fiscal year 2015, and the total number of stores reached 436.

Ryui Masano thinks there are too many shops in the Chinese market.

"There are about 200 cities in China with more than 1 million people. If there are 10 stores in each city, there will be 2000 stores.

Considering the population covered by urbanization, 3000 shops are also reasonable.

In April 25, 2016, the joint sale of UNIQLO and New York artist KAWS led to consumers queuing up.

It has not yet been opened until 10:00, and hundreds of people have been queuing up at the global flagship store in Nanjing West Road, Shanghai.

Before the joint sale, the Internet began to warm up, and the bid price of Taobao's T-shirt doubled from 99 yuan to double.

Because the official restriction, only 30 pieces can be bought per person. The crowd in the flagship store of Nanjing West Road was in a state of turmoil. A yellow cow even hired 30 people to rush to buy, causing the dissatisfaction of ordinary consumers. "He took 900 pieces at once, and the people behind us could not buy it."

"There were cooperation funds before, but I have never seen this battle."

A field worker from UNIQLO company said.

If Liu Jing, the president of fast retailing group, is watching the scene at the scene, he should laugh.

This will probably partially dispel the haze of the first half of the first half of the fast forward group's earnings report: declining performance and poor local performance.

If the time comes back to fifteen years ago, it will be found that at that time, Liu well proposed to become an international company, so it is no doubt to open a shop abroad.

China is the second country that UNIQLO has launched overseas stores after Britain. Although the failure in Britain is still vivid, in 2002, the first Chinese UNIQLO shop still chose to open in Shanghai in September.

Wang Lan, who once held a leading position in UNIQLO China's start-up team, recalled that he had been told by Japan's biggest headhunting company after graduating from university. UNIQLO wanted to recruit staff in China, even if it was not related to the profession, the company was willing to recruit and recruit, so long as the recruiter had the will and interest to enter the retail industry.

What impressed him most deeply was that after entering UNIQLO, the parents of these young people were sent to Shanghai from all over the country to tell them what their children are doing at present.

"Not tall enough, and his good friend Sun Zhengyi almost, of course, should be a little higher.

For the garment industry is very proficient, solid basic skills.

He can see at a glance how many suits you wear.

He described Ryui Masa in his impression, "doing things in a coherent way, being very strict with himself and his subordinates. He asks us to do everything, even sweep the floor."

However, soon after entering China, UNIQLO fell into the problem of all retail stores at that time: SARS in 2003 made people reluctant to go shopping.

Fortunately, there is always a turning point.

As the market returned to normal, the Spanish fast fashion brand ZARA officially entered the Chinese market in 2006.

Since then, H&M, C&A, GAP and so on have also entered.

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.

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

According to Ryui Masa, in order to ensure the quality of UNIQLO clothing, Japanese fabrics must be used, and the processing links are placed in China with lower labor costs.

At one point, 90% of the company's products were made in China.

Such a pattern was not initially recognized in such a traditional society as Japan: as in the Chinese market, according to the practice of dress retailing, there are usually several agents or wholesalers who divide up profits between retailers and manufacturers.

UNIQLO and its leader, Liu Jing Zheng, were once attacked in Japan: "it is just the product of deflation caused by the collapse of Japan's bubble economy."

Once the Japanese economy is out of the mire, as a representative of "cheap goods", UNIQLO will not be able to base itself on the Japanese market and will surely die.

"UNIQLO will bankrupt the country" and "UNIQLO is the degeneration of consumption civilization".

But stubborn Ryui Masa wants UNIQLO to become a "breaking the social status quo" business, "not to follow the conventional path of heresy", this stubborn, as a child when he called others nickname, he never compromise to insist on the habit of singing the opposite.

Over the past ten years, many companies like UNIQLO have developed rapidly in the Chinese market.

It has been found that the price of clothing is becoming cheaper and cheaper. There is no need for quarterly discounts and holiday promotions. When a shop goes in, pick up two pieces and buy them at the original price.

A Henan garment factory owner who took orders from UNIQLO believes that over the years, UNIQLO's explosive products have beaten some of China's major clothing companies, such as lightweight down garments.

"With the warming of the climate and the popularity of heating, how many people are going to wear that thick and heavy down coats nowadays?" he said. "Their prices are really too low.

Why can it be so low? One is 100 thousand.

In addition, because they have shops in many countries around the world, if the winter in the northern hemisphere is over, they can sell the goods to the southern hemisphere, which is just winter. "

In the past few years, UNIQLO began to become popular in China.

As of the first half of 2015, over 700 overseas UNIQLO stores, of which 60% were in China.

CEO Pan Ning of China's Greater China region of UNIQLO said that, in the past three years, uniqo has increased more than 80 new stores in mainland China every year.

In fact, in the past thirty years, the company's business is not always so smooth, though it has been ambitious and full of control.

Japan, Hiroshima.

1984, June 2nd.

It was a rainy season, but Liu well remembered clearly that the sun had a smiling face early in the morning.

Even in a small alley, the business called UNICLOCLOTHINGWARE-HOUSE was surprisingly good on that day.

Early in the morning, there was a long queue at the front door of the shop. As time went on, more and more customers came to the market.

Ryui Masa later recalled that in order to prevent confusion in the store, he had to limit the number of people entering the shop several times.

"UNICLOCLOTHINGWARE-HOUSE" is the starting point of the famous UNIQLO now.

After graduating from college, Ryui Masa worked in a supermarket for 10 months. After his resignation, he lived a long life. Then he inherited his father's western-style clothes shop, which was founded by his father in 1949.

In the year when the first UNIQLO store came out, Ryui Masa was 35 years old and served as a special director in his father's company.

At that time, he had been in his father's company for twelve years.

His father's suit shop is quite different from the later Ryui Masa's main leisure clothing UNIQLO.

The quality of men's suits depends largely on the skills and attitudes of customers.

Similarly, if you sell a piece of clothing, you may sell it.

On the contrary, even the business that should be done will run away.

Therefore, the sale of Western-style clothes, whether in marketing or quantity measurement, has high requirements for sellers in terms of technology and experience.

But casual clothing like UNIQLO can be sold without tailoring customers.

However, the hot clothes are often sold out of stock, and the selling clothes can not be sold in any way.

Besides, men's suits are very gross, but the turnover period of goods is very long. They can only turn around two or three times a year.

Young Ryui Masa thought at that time that he was like a taxi driver who only wanted to pull long distance guests, waiting for the opportunity to come for a long time.

People say that the 2008 financial crisis made UNIQLO and Ryui Masa a success.

The assets of financial predators have shrunk dramatically, but in any case, people (48.840, 0, 0.00%) always need to buy clothes.

Ryui Masa said: "we advocate" joking ".

We have good quality, low price and low price. This is the key to win in the economic crisis.

Honor is also coming.

In 2009, Forbes's fortune list pushed Liu well to the front of the glare.

That year it happened to be his 60 year old birthday. He sent the gift of "the richest man in Japan" to heaven, and then he was reelected.

In the same year, the American Sales Association awarded him the "International Award". This made him the fourth Japanese entrepreneur who won the honor after the war in 1972, Itou Suzumiro, President of Sakamoto house in 1972, President of Yong Wang Group in 1985, and Itou Masato, vice president of Itou Masato in 1998.

The media gave him the new generation.

The title of Konosuke Matsushita, founder of SONY, founder of SONY and Inamori Kazuo, founder Inamori Kazuo of Japan, were honored by Japan's post World War II business circles.

Since then, the valuation of UNIQLO has been rising with the stock price.

It was not until 2015 that the crown was put on Ryui Masatou again.

Quasi world first

Liu has said that fast selling will become the "world first" fashion group.

He feels that he must set a higher goal for himself, "the easy goal is not a good goal."

It was about the habit of being a child. Ryui Matsushi himself was always demanding.

In memory, a severe father seldom praises him, often rebukes him for all sorts of trivial problems, always teaches him to "be the first and the first place," and always expects to be praised by his father as a child.

But business is always ups and downs. The first place is not that good.

Opening a completely different new shop may be the common aspiration of the two generation who wants to start their own career after inheriting their parents' family business.

The original "UNICLOCLOTHINGWARE-HOUSE" is different from the familiar UNIQLO now. It is a retail discount shop.

Shopkeepers wholesale some imported clothes from their manufacturers to sell them in their stores, because low prices and novelty attract many people to spend.

But the problem is: if the vision is good, the incoming goods are popular, then it is easy to sell the goods out of stock; otherwise, if they are not welcome, they will be faced with unsalable sales.

In addition, the quality of incoming goods can not be guaranteed.

This sales model was not completely changed until the end of the last century. Fortunately, goddess favored Ryui Masa, and UNIQLO finally became a pure SPA mode company.

The fleece sold in autumn and winter in 1998 pushed UNIQLO to its peak, which sold 2 million pieces in that 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.

UNIQLO's sweater is selling crazy.

Century's explosive products pushed UNIQLO to its peak, and its performance began to ride on roller coaster. The company's overall performance in August 2001 was excellent. Its total sales amounted to 418 billion 500 million yen (about 24 billion 480 million yuan), and its pre tax profit was 103 billion 200 million yuan (about 6 billion 40 million yuan).

But after the hot sale, the performance began to decline.

In 2002, the first reduction and reduction of profits occurred after the listing of the company. From the earnings report, there was a reduction in profits in 2002 and 2003 in the two final accounts.

Since then, in 2004, UNIQLO hit bottom and rebounded. The following year, Ryui Masa, who has been in office for three years, has finally been unable to restrain himself.

Since then, the company has launched in the market such as lightweight down garments, breast hats, harness jeans and hot HEATTECH underwear.

Slowly, UNIQLO changed from "suburban store" to "City store", the area increased from the original 200~300 Ping (661~991 square meter) to 800~1000 Ping (about 2644~3305 square meters).

At first, those who complained to the president of the Dongli company complained that "why a big company like Dongli will do business with a small company like UNIQLO" should shut up now.

Of course, there are still good things to watch. For example, when HM first entered Japan in 2007, there were good people who said, "the black giant H&M from Sweden is heading into Japan. The first attack will be UNIQLO".

Not long ago, the first half of 2016 showed that sales of global sales increased to 1 trillion 11 billion 600 million yen (about 60 billion 870 million yuan), but operating profit dropped 33.8% to 99 billion 300 million yen (about 5 billion 980 million yuan). This decline was attributed to the low sales of Japanese native soil.

At the performance report, Ryui Masa said: "the performance of this phase is not qualified, only 30 points."

His high standard of company performance is just like memory, and his father is generally strict with him.

According to the present development, the rising trend of overseas, especially China, is still undiminished.

As of November 30, 2015, the number of UNIQLO stores in Japan was 844, while overseas stores reached 864.

UNIQLO opened 91 new stores in China in fiscal year 2015, and the total number of stores reached 436.

Ryui Masano thinks there are too many shops in the Chinese market.

"There are about 200 cities in China with more than 1 million people. If there are 10 stores in each city, there will be 2000 stores.

Considering the population covered by urbanization, 3000 shops are also reasonable.

He believes that these stores will not compete with UNIQLO's global flagship stores, but can form a reasonable coexistence structure.

Fortunately, the close companion of UNIQLO, the Dongli company that provided support to UNIQLO in the fleece age, has reached a strategic partnership with both sides. The two sides propose that the total volume of pactions between them in the next five years (2016 ~2020) is expected to reach 1 trillion yen (58 billion 500 million yuan).

At the same time, the two sides announced that they are working together to speed up the globalization and digitalization process.

In this way, Ryui Masa's confidence in "the world's first" clothing Empire should be more adequate.