Business Plan For Fashion Retail – UNIQLO is able to produce such an incredible number of unique products because our business model integrates the entire garment-making process – from planning and design through production, distribution and retail. UNIQLO’s market share is expanding worldwide as it develops radical new materials together with the world’s best fabric technology innovators and creates basic designs using premium natural materials. UNIQLO LifeWear is high-quality, innovative clothing that is universal in design and comfort. It’s made for everyone, everywhere. UNIQLO takes advantage of today’s increasingly digital world to communicate directly with customers and quickly transform their wishes into actual products.
An important part of research and development at UNIQLO is developing products that respond to customer demands while identifying new and emerging needs. Accordingly, our R&D centers are constantly researching global fashion trends and new materials, striving to anticipate future shifts in our customers’ lifestyles and needs. One year before the planned product launch, the R&D department holds a concept meeting with a diverse range of representatives from the merchandising, marketing and materials development teams to determine the right design concept for the season. Our designers then begin the process of preparing designs and refining samples. Even after a design is decided, its color and silhouette can be refined several times before the design is ready for completion.
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The retailer’s team plays a key role in the product creation process, from design to production. Deciding on product offerings and quantities throughout the year is an important aspect of the department’s work. To achieve this, retailers communicate closely with R&D, production and other departments to determine the designs and materials needed for each season’s products. In close collaboration with other key departments, they also manage the launches of our strategic products. Many UNIQLO products are produced in batches of approximately 1 million units, and the merchandising department monitors the latest sales conditions and issues instructions to increase or decrease production during the season – another key responsibility of the team.
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UNIQLO is able to ensure stable supplies of large quantities of premium quality materials at a low price through direct negotiations with material manufacturers worldwide. Taking advantage of our economies of scale allows us to obtain more favorable terms than any other manufacturer. The materials we use for our core products are particularly important. Our in-depth research and experimentation creates improvements in the functionality, feel, silhouette and texture of our garments. For example, we work closely with Kaihara Corporation to source denim to specific spinning standards and dyeing specifications. We also work with the world’s leading synthetic fiber manufacturer, Toray Industries, to create new innovative fibers and materials such as those found in our HEATTECH range.
UNIQLO does not own any factories. Instead, we outsource the production of almost all of our products to factories across Asia. Over many years, we have built a strong relationship of trust with our partner factories and organize annual conventions to encourage dialogue with factory managers. We run monitoring programs in our sewing shops and major fabric suppliers to prevent human rights abuses, ensure a good working environment and protect the environment during the manufacture of our products. If necessary, we help factories implement improvements. UNIQLO continues to produce high-quality products by maintaining a win-win relationship with partner factories. As we expand globally, we continue to expand our network of partner factories in countries such as Vietnam, Bangladesh, Indonesia and India.
We assign production department members who manage product quality and production progress and Takumi (skilled craftsmen) to production offices in Shanghai, Ho Chi Minh City, Dhaka, Jakarta and Bengaluru. Production office representatives visit partner factories weekly to resolve any issues. The production department quickly addresses any quality concerns raised by customers and implements improvements as needed.
“By offering instruction on dyeing technology at UNIQLO’s partner factories, I can encourage workers to adopt a new production management philosophy and improve the factories they work in. Our cultures may be different, but our goal is the same – to make really good products. I am proud to pass on expert Japanese techniques to the next generation of technicians.”
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The stock control department maintains ideal stock levels in the store. It does this by tracking sales and inventory on a weekly basis and then dispatching inventory and new products to fulfill orders. At the end of each season, dealers and the marketing department work together and coordinate sales promotions to help reduce remaining inventory.
Each season, UNIQLO runs promotional campaigns for key products such as HEATTECH, Ultra Light Down, AIRism and Bratops. During these campaigns, UNIQLO highlights the unique features and benefits of each product on television and in other media. In Japan, we use UNIQLO apps, email, social media and flyers delivered with national newspapers to inform customers about limited-time discounts, usually 20% to 30%, on new seasonal offers.
UNIQLO Japan had 810 stores (including 30 franchise stores) across Japan at the end of August 2021. UNIQLO International has expanded to 1,502 stores, including 932 stores in the Greater China region, 134 in South Korea, 270 in South Asia, Southeast Asia and Oceania, 109 in Europe and 57 in North America. We are accelerating the opening of new stores, especially in China and Southeast Asia.
The importance of our e-commerce operation is growing as more and more customers enjoy shopping both online and in-store. In fiscal year 2021, online sales accounted for approximately 18% of total sales. Geographically, online sales accounted for approximately 20% of total sales in the Greater China region, 10% in South Asia, Southeast Asia and Oceania, 30% in Europe and 40% in North America. We will further improve the combined e-commerce and retail services and build systems that allow customers to conveniently shop at times and places that suit them.
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Our customer centers analyze large volumes of customer requests. Customer feedback helps us improve core products and develop new products such as front-opening underwear and highly absorbent sanitary underwear. In April 2021, we added a new customer center at our Ariake headquarters in Tokyo, complementing our existing Yamaguchi center. This allows us to connect customer insights directly to management and use them to develop products and services in real time. Business engineering is a fundamental discipline built by . It combines different disciplines in one powerful course so you can become a much more effective businessman!
In 2011, I enrolled in the International MBA. Coming from a law background, an MBA was a way for me to quickly change direction.
I wanted to make a business career (more like an entrepreneur than a manager). I wanted to quickly find a career path to move to the US (I’m originally from Italy).
Fast forward to 2013, after finishing my MBA, I managed to get a job in California as an analyst, focusing on corporate finance and business strategy.
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However, instead of becoming an entrepreneur, I was anchored in a certain career path where, just like in the military, I was supposed to take a few linear steps and wait a few more years to move up the ladder.
Fast forward four years since starting my MBA and three years into my new life in California. The career path I embarked on through my MBA was not satisfactory for me.
That’s not why I enrolled in MBA. So I quit, moved back to Italy and started my own digital company (a lot of things happened in between, like I moved to NYC for a few months, but for the sake of brevity, let’s skip that part for now).
I found that most of the things I learned in business school were very applicable to an otherwise linear corporate career path.
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They weren’t as useful to me as they were to a digital entrepreneur. So I had to go back to studying on my own, experimenting a lot and learning a bunch of new things from scratch in the process.
To make things more interesting, in 2016 I also joined a high-tech startup for which I still lead the Enterprise unit.
This is a true journey into the business world and a collection of resources I’ve learned the hard way over the years to help you thrive in an uncertain business world.
FW is not about quick business education for its own sake; it is a minimum dose of business education that leads to action and not paralysis;
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It is original and independent research, the fruit of thousands of hours of analysis, study and critical thinking.
The name might trick you into thinking you can learn everything you need to know in four weeks.
Instead, the concept is about starting a journey where you can learn and apply basic to advanced business concepts in the real world in a matter of weeks.
Personally, it took me years to master some of the concepts I covered on this blog, and often the transition involved forgetting things that no longer mattered or never had.
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The real world is highly contextual. Things that work in one context will either not work or be disastrous in a new context and environment.
So I try to remain agnostic. There are tons of tools, frameworks and
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