Why Is Japan'S Retail Brand Unafraid Of Electricity Suppliers?

When we mention the retail industry, the first thing that comes out of all the smart heads is TaoBao 。 As an e-commerce retailer, Taobao is known as the "all-purpose treasure box" at a low price and many product categories. Looking at the entire Chinese market, the traditional retail industry has no competition in front of the electricity supplier. Japan's traditional retail industry has no fear in the hot electricity market. The popularity of its chain retailing in the world and the huge profits it gains is even more amazing. Now, please look up at the headlines and take you with you.

　　 MUJI Product Secrets

MUJI is a wonderful existence. Without logo, advertising, spokesperson, complex colors and styles, its performance is still soaring: from 2010 to 2012, its net sales increased from 169 billion 700 million yen (about 10 billion 780 million yuan) to 187 billion 700 million yen (about 11 billion 920 million yuan).

In December 12, 2016, Muji opened 200th stores in mainland China in Hangzhou, which has become a milestone for MUJI to enter China. What kind of product secret does it have in order to be so popular? Technology is important, but attitude also plays an indispensable role.

1, insight into consumer demand

In 2003, MUJI implemented the development plan called "observation". The development team would visit consumers directly, observe their daily lives, take photos of every corner of the room, and even each product, and the photos were then submitted for discussion and analysis, so as to tap potential consumer demand.

2. Abnormal requirements for details.

Standardized displays not only require neat, full and impact, but also consider customer shopping habits. For example, all the pen covers in the stationery area must face the same direction. The bottle cap and label of all kinds of bottles for hairdressing and skin care must also be unified. The rubbing bathing cotton and bathing flowers hung on the high side must be arranged by cardboard as ruler and kept at the same level. Xiaobian once had a brief part-time job in MUJI, so when it comes to this topic, Xiaobian can not help but keep on chatting with everyone! The company has strict rules and every garment must be displayed in strict accordance with size. There are also standard overlay panels for staff to assist in garment folding. It is said that occasionally there will be "private visits" by Japanese headquarters to check the stores. In short, Xiao Bian felt that the Japanese really did the best things, and there was nothing wrong with them.

3, attach importance to every consumer and strive for perfection.

The Management Secrets of the results are all in Kimi Masaki's mobile phone mailbox. One of the most cherished emails comes from the Institute of life products - every customer's feedback will go directly to his mailbox.

"These are customers who do not know. They do not know that these views will be seen by the president himself. Every minute, every second, I will see these opinions. " Kimi Masaki said cunningly. The peak of such mail arrived on Wednesday, with a total of more than 100 pieces, usually between 30 and 50. It is alleged that a clothes hanger will become brittle due to ultraviolet radiation. Some people complain that the latest slippers are "too small".

4, the concept of environmental protection and moderation

Japan is a country with very few resources, so there are many countries in Japan. Design They are all famous for their minimalism. Including the most popular Zen in Japan, we also pay attention to the "minimalist life". In our current words, "very simple life", the concept of MUJI, the chief designer of the design, was originally described in the design of the design: "not so good" but "so good".

It gives value to acceptable quality: temperance, concession and spancendental rationality, which can be called "global rational value", a philosophy advocating the use of resources and objects in extreme rational perspective. The idea of MUJI is to point out the "foundation" and "universality" of everyday life.

5. Minimalism and convenience.

The pursuit of product nature and convenience makes MUJI's product development process quite different. Each product needs to be checked at all levels from planning, design, manufacture to sale, and designers are involved. Even if the product design scheme is finally passed, the product will face more severe hurdle. The external advisory committee, composed of top Japanese designers, strictly discusses whether goods conform to the "MUJI concept".

Rigid indicators include commodities can not catch up with the trend of fashion, so as not to be out of date with the wind, and goods must be able to enhance brand image. Only after the collective approval of the external advisory committee can the product be finally put on the shelves. "The most common reason for elimination is that designers do not consider whether products can be sold." Kimi Masaki explained.

Kimi Masaki emphasized the restraint and anti epidemic. Kimi Masaki believed that excessive consumption would lead to the loss of many simple things. As a popular antithesis, MUJI pursues long-lasting, highly universal design and material, and the right price, without increasing the design and color that is very good.

In order to drive MUJI to achieve "ease of use", Kimi Masaki established two core management departments and personally managed them. One is the life quality research institute, which focuses on consumers. Users can provide advice on the stages of commodity development, trial sale and official sale. Kimi has opened personal mailboxes to adopt suggestions to urge progress. The other is the Development Department of the commodity category that the designer takes the initiative to find the demand. Under the door, there are three branches, such as life, clothing and food department, which regularly inspect and update the product.

Such design process is often rather costly. "Matsui Chusan once said that when designing commodities for collection, it was actually appropriate to swing between two lines. It's a bit like adjusting the volume of the radio, you may not know what kind of volume is suitable for you, so you will tune it up, come back a little, and come back and go back a little bit, that's the process. " MUJI China General Manager Wang Wenxin explained.

For example, MUJI, a cold bucket used for making cold water in a refrigerator, has undergone four spanformations. Designers found that Japanese refrigerators were generally small and large cold water tanks could not be erected vertically, so that the sides were designed to be flat so that they could not be rolled in the fridge, and the buckets were sealed to prevent water overflow from the flat.

Some female consumers reflected that the bucket was too heavy after filling the water, and it was difficult to put it out. The designer added an arc groove on the side of the bucket to increase the force point. The cold water can also serve as a teapot for tea making. Since then, consumers have proposed to improve the filter screen for two times, and designers will eventually accept it.

In order to work out the best solution, there is often a need for e-mail communication. The busiest and even the design discussion at the airport is for each of them to rush to their next destination after the discussion.

In March 2012, Narikawa Takuya was stationed in China as a business reform. He went to IKEA and China Furniture City to record the size of the bed sold in each store and the number of products in each dimension, and put forward proposals for improvement to the Japanese headquarters. The proposal and the continuous "big bed" requirement overseas prompted MUJI to sell 1.6 m and 1.8 m wide beds in China in January 2013. In addition to the bed, a table that matches the local market and special size also appears in China.

Localization of commodity development is also critical to pulling sales up. Narikawa Takuya, who was responsible for the development of grocery products in Japan headquarters, went to China on business in the early years. He once heard Chinese employees complain that the size of the Japanese design bed is not in line with China's national conditions.

In Japan, the living space of their citizens is small, and the size of their homes is also small. Usually the design width of the bed is 1.4 meters, while in China and Europe and the United States, the width of the bed is usually 1.6 meters or 1.8 meters. "After all, size is part of China's demand. If we don't have this size, sales are basically impossible." Narikawa said.

Another problem of localization is how to estimate product sales and order quantity. For new products with sales reference, Cheng Chuan will calculate the order quantity according to the sales performance of similar products in the past. For new products lacking reference, Cheng Chuan will listen to the opinions of Chinese staff and draw up collective sales plan.

"We don't want Chinese workers to worry about what to do if they can't be sold, but consider how the product can be sold better." Narikawa Takuya explained. Take the quilt set that MUJI had never sold in China for example, after consulting with Chinese staff, Cheng Chuan decided to introduce it and boldly let shops sell as recommended goods for half a year. Today, the product, priced at 650 yuan, is the second best seller of textiles. Such decisions are sometimes based entirely on feelings.

Kimi Masaki is also aware of this. In October of this year, the MUJI AWARD design competition will be held in Japan by China. Kimi hopes that it can collect practical design and commercialize it to Chinese designers and ordinary people. The Institute of fine life also plans to set up a China branch to collect customers' opinions through the official website and develop sophisticated designs that conform to China's local habits.

If you have been to MUJI in Japan, you may find that the price of MUJI in China is different from that of Japan MUJI. Is this the difference between the market and the market? Even though, since 2014, MUJI has started the "new pricing" activities. But after the 5 round of price cuts and the appreciation of the yen, its price in China is still 10%-30% higher than that in Japan. "A pen will sell for 20 yuan", the price is still the main factor of consumer discussion. Xiaobian was also surprised at the price of some products when he was part time working in MUJI, but it did not shock Xiaobian, it was the enthusiasm of consumers as always. Immediately, Yang heaved and sighed, "everyone is so rich, T_T." According to the China Electronic Commerce Research Center (100EC.CN), in order to adapt to the Japanese economic downturn, MUJI will reduce its price in the Japanese market in 2017, when the two market prices will double. So, will you still join us, boss?

2 double 11 half day time how to do the whole store sold out?

In last year's double eleven, Xiaobian considered a strong purchasing power of everyone, really 6 to no way. In less than half a day of double 11, UNIQLO Tmall stores sold out. This is not only the first time in the history of double 11. What is this concept? This is a terrible concept!

According to the world clothing and shoe net, UNIQLO is the fourth largest retailer in the world, only after Gap, H&M and Zara. Its parent company was already the largest clothing retailer in Asia as early as 2014. China is the largest overseas market of UNIQLO. Its ultimate goal is to surpass its competitors and become the world's largest apparel retailer by 2020. As of 2016, UNIQLO opened more than 1800 stores worldwide (including more than 500 in China and 800 in Japanese stores).

As a fast fashion benchmarking enterprise, some people use "irresistible" to describe the development of UNIQLO. In China, whether online or offline, UNIQLO is very busy every day. Including Xiaobian and his friends, and even some elders, go to UNIQLO for a few laps every time they go shopping. Some people think that UNIQLO has an unspeakable charm. When you walk into UNIQLO, you will come out with a big bag of red bottoms and white pockets. UNIQLO's O2O spanformation accurately grasped the market direction, seized the opportunity of the development of the times, and explored the integration from online to offline. Cao Lei, director of the China e-Business Research Center, believes that UNIQLO's control of brand positioning and price is the key reason for the public's favor. Comfortable and cheap, the style is not bad. Who wouldn't like it?

O2O spanformation process in UNIQLO

1. Online exploration stage

In 2008, UNIQLO launched UNIQLOCK, which is the way to explore online from here. In 2009, UNIQLO launched UNIQLOCALENDAR; 2010, Facebook built the official home page of UNIQLO, and in December of the same year, UNIQLO hosted a famous "UNIQLO LUCKYLINE" on social networking sites. In 2012, UNIQLO introduced UNIQLOWAKEUP, which features the ability to bind social networking sites and share information with fans or friends; in 2013, UNIQLO launched the official mobile app UNIQLOAPP.

2, online for offline service stage

UNIQLO accurately grasps market dynamics and quickly establishes brand APP and WeChat public numbers. At present, most stores in UNIQLO are in a second tier city, while users of UNIQLO APP, WeChat public and Tmall flagship store all over the country. At the same time, in order to avoid the conflict between online and offline channels, UNIQLO promotes the competitiveness of the entity stores and implements the same price between online and offline. For UNIQLO, online channels are only one of many retail outlets. The difference between online channels and traditional stores is only a feature that spancends time and space.

UNIQLO's O2O spanformation strategy

1, establish trust relationship through interaction with customers through the Internet.

In the various online activities launched by UNIQLO, the first thing to consider is how to interact with users and establish trust relationships. In the UNIQLOOKS platform, UNIQLO is playing the most important role in the interaction between brands and consumers: UNIQLO calls on users to share their own UNIQLOStyle through this activity. Users can upload photos of individuals not only, but also observe the netizens of all parts of the world. If you see your favorite netizens wearing a style, you can point out a "Like" or you can leave a personal opinion on the message. The platform will rank the popularity according to the number of photos "Like".

This kind of street patten sharing through the real experience of consumers makes consumers feel the reputation of UNIQLO and trust them. Moreover, creative and interesting activities can help to narrow the distance between brands and consumers.

2, make use of consumer's conformity psychology.

In a group, the behavior of group members often has the tendency to follow the behavior of other members in the group. UNIQLO's "queuing marketing", which is made by the crowd effect, compares the boring queuing behavior in real life to the "LUCKYLINE" to attract the participation of many online users. It attracts more and more users to participate in the activities through many huge awards. Online users' mutual communication and communication attract more and more potential consumers.

3, the use of new media technology, user experience as a starting point.

The spanformation of UNIQLO is the first to consider the concerns of consumers, all in order to bring better consumer experience to customers. UNIQLO digitalized posters of its own products through new media technology, and consumers can connect the mobile phone terminals and various posters in the store to get product related information. It is the use of new media technology, UNIQLO greatly saves their own labor costs and data acquisition and analysis time.

UNIQLO's O2O strategy is the result of interaction between businesses and consumers. O2O strategy affects consumer behavior, and consumer behavior reflects their needs. These needs guide UNIQLO's O2O strategy. It is through interaction with consumers that the O2O spanformation of UNIQLO is written step by step.

UNIQLO focuses on establishing an interactive relationship with consumers. O2O's spanformation strategy takes consumers as the starting point, and grasped the essence of retailing. The change is to provide customers with better shopping experience.

3 is the key to the near metamorphosis of Japanese retail details?

In addition to Muji and UNIQLO, convenience stores and department stores in Japan are the benchmark of retail industry. Returning to the essence of retailing industry, they still have one side in the era of e-commerce. Then what is the essence of retailing? The answer is: provide quality service and goods to customers. In Japan, the refinement of service is reflected in almost abnormal retail details.

This is the most basic meticulous, which has created the splendor of Japanese retail industry. At present, China's physical retail industry is facing many challenges such as reduced passenger flow, declining customer orders, rising costs, strengthening competition and slowing growth. How should China's physical retailing upgrade and upgrade its customer experience? Look at the situation of Japanese retail industry. Maybe you can get some inspiration from it.

More interesting reports, please pay attention to the world clothing shoes and hats net.