Uniqlo e-commerce has already paved the first step in the physical retail O2O. The online and offline same-sale prices have also made it possible for the second-step online and offline membership benefits. For consumers, what they only think about is how to contact such brands as Uniqlo. Whether it is a store or an online store, they can achieve A-shop purchase, B-shop exchange, C store return, and membership system maturity. Super China any retail brand.
Two days ago, I had a respected e-commerce teacher told me the following story.
A few years ago, he and Fortuna (Mr. Sun Yuyu) went to Uniqlo. In the conference room, they met the then-head of e-commerce in Uniqlo China. The wonderful place came, and the Japanese in front of them took out a "booklet" booked out of A4 paper. Then they prepared two pens and began to ask Alice on the A4 paper.
That is a Taobao rule!
The Japanese is sitting there very seriously. There are two pens on the hand. They are red and green. They understand it and use a green stroke to draw a line. If they do not understand, they draw a red line.
The God of Wealth was forced to be mad. He himself may not remember when these rules came out, what works under what circumstances, and for what reason, what problems are to be solved.
At the time of the return trip, the God of Wealth lamented the rigorousness of the Japanese people's work, and the teachers of the same company commented that the Japanese said, "Knowing what is happening, and knowing why it is, is terrible."
This is the attitude of Japanese people doing business. It is the same as doing e-commerce.
Understand the attitude of the Japanese, let's look at what miracles the Uniqlo e-commerce department has created.
Uniqlo's global e-commerce department employs only about 13 people, of which about 7 are in China. Of these seven people, two were Japanese and five were Chinese. Uniqlo's e-commerce department has 13 service providers working for them in China. The entire e-commerce department in China only has a "brain." The torso part is entirely in charge of the outsourcing company, and the brain coordinates the entire business forward. On the 11th day, Uniqlo. Is the fastest sold brand, double 11 TOP1 15 minutes before. It is not amazing how to think of UNIQLO’s achievements in the Chinese market without sacrificing any brand image online!
Moreover, this is not the brightest point.
The highlight is that Uniqlo's O2O is the only brand that can see results in the e-commerce market today. During this time, the army was fortunate enough to have contact with a large number of professional managers. Everyone was saying that the biggest bright spot this year was Uniqlo. This year's most noteworthy is Uniqlo. The most worthy of studying this year is Uniqlo.
Because, Uniqlo e-commerce has paved the first step in physical retail O2O, online and offline with the same price, but also made the second step online and offline membership interests open. For consumers, what they only think about is how to contact such brands as Uniqlo. Whether it is a store or an online store, they can achieve A-shop purchase, B-shop exchange, C store return, and membership system maturity. Super China any retail brand.
Therefore, some brands did not achieve the same price with the same paragraph online and online. How to do O2O physical retailing? This is a ridiculous dream. O2O is a bitter and dirty work, but also a major trend, brand owners can not escape.
But Chinese retail brands are also very depressed. After all, they are not willing to face the current malicious background.
For only a few decades, China’s reform and opening up has gone from being a brand blank stage to a bonus output stage to a scaled output stage. The history of foreign brands that have spanned several decades and decades has already been exhausted. The Chinese retail brands are mostly over 10 years old. When they were underage, they encountered the impact of e-commerce and therefore this era The difficulties and pressures faced are also unrivalled in history.
On the other hand, UNIQLO did a good job. It was not a Chinese brand that could quickly imitate it. He realized the independent development of fabrics. This high starting point, and now Chinese brands can't quickly imitate, the great investment is second only. The time required is the most. Importantly, a strong scorpion is a horse that can't be chased by a galloping horse. Presumably, no Chinese brand can match the financial strength and R&D strength of Uniqlo in a short period of time.
In addition, I feel that the pattern of Japanese companies is high execution, and that the hierarchy is serious. The current model of UNIQLO is surely to find a model that suits itself better. Therefore, fashion brands that follow the design route may not be suitable. If a brand company wants to learn UNIQLO, it cannot be copied. It needs to be viewed in many ways. What can be imitated is the idea of ​​Uniqlo's e-commerce business and the rigor of management. In comparison, our Chinese companies are really inefficient and too scattered.
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