UNIQLO parent company sells fast: it has experienced 4 growth stages, its industry status, growth and stock price performance are outstanding.

　　 Uniqlo The parent company has been selling for 13 years, earning 69 billion 600 million yuan, the global market share of sixth, and the Japanese market share of first. It has been divided into UNIQLO Japan, UNIQLO international and global brand divisions (including GU, Theory, CDC, PTT and J Brand), which account for 60%, 22% and 18% respectively, and 2449 stores in 13 years. 1299 brands of UNIQLO brands (mainly direct, Japan 853, overseas 853), other brands, more than 100%; annual income, net profit and number of stores increased by, respectively, and by the end of the year, the stock price has increased by 10 times, and Ryui Masa holdings.

Fast marketing development can be divided into 5 stages: the 4 growth period performance drivers and operational characteristics are significantly different: (1) the first growth period (1991-1995): the extension of the store drive performance, the low price is the core competitiveness; (2) second growth period (1999-2001): the same store growth driven performance, SPA mode is the key, Xingxing Xingxing single product is the core competitiveness; (3) third growth period (2005-2009): extension acquisition, big shop transformation, category extension to promote growth, the main brand of UNIQLO is upgraded again; (4) growth period (2012--): overseas market expansion and GU brand volume are key performance variables.

The reasons for fast growth are: entrepreneurship, customer orientation, UNIQLO mode and channel upgrading.

　　(1)柳井正冒險(xiǎn)精神、勇于試錯(cuò)是企業(yè)不同市場(chǎng)階段保持成長(zhǎng)性的關(guān)鍵;(2)客群定位基數(shù)遠(yuǎn)大于快時(shí)尚(H&M、ZARA等)與青春休閑(美邦(專(zhuān)題閱讀)、森馬等)，必選消費(fèi)屬性提升滲透率與消費(fèi)頻次，鎖定亞洲塔基潛力消費(fèi)群體，優(yōu)衣庫(kù)主品牌兩次升級(jí);(3)少款多量的優(yōu)衣庫(kù)模式源自明星單品(FLEECE搖粒絨與HEAT TECH為代表的持續(xù)放量功能性產(chǎn)品)與高效供應(yīng)鏈(與東麗合作使供應(yīng)鏈管理切入纖維原料環(huán)節(jié)、匠工程嚴(yán)控質(zhì)量、海外供應(yīng)鏈實(shí)現(xiàn)最低成本、彈性生產(chǎn)體制);(4)有效匹配不同階段發(fā)展模式的渠道升級(jí)：直營(yíng)渠道執(zhí)行SPA模式、門(mén)店面積經(jīng)歷500、800、1600、3000+平方米持續(xù)提升，大店模式下平效經(jīng)歷初期走低再提升過(guò)程。

UNIQLO in China: timely, homeopathic, brand, channel, product and supply chain.

China Casual wear market It has a huge volume of 800 billion, but in recent years, it has gone up to the next level and is in the period of inventory and transformation. UNIQLO experienced 2002 stages of failure, 2006 success and 2011 expansion in China. In the 13 year, China's revenue and operating profit were 76 and 800 million yuan, respectively, accounting for 11% and 10% of the company respectively. In the 13 year, there are 225 stores in China, which are H&M 1.5 times, ZARA1.9 times, and the most fully subsiding. In the future, the plan for opening 100 stores in China has increased by nearly 30%.

UNIQLO has achieved success in the Chinese market, especially in the downturn of the industry. The reasons are as follows: in line with the changing trend of the domestic market, share premium with the international brands such as H&M and ZARA; the expansion of the channel and the outbreak of shopping centres and electric providers; the high cost performance products correspond to the changing trend of consumption in the Chinese market; the efficient supply chain and Asian location are better than the rivals.

Looking for China's "UNIQLO": short Hai Lan's home is the most similar. Long term American dress has potential.

At present, the characteristics of China's clothing industry are similar to the first stagnation period (1996-1998 years) of fast selling. The first stagnation period is fast selling. After the ABC reform, the SPA mode has been thoroughly implemented into the second growth period, and the star products with high cost performance have been launched.

The growth momentum of fast growing second is for reference, in search of China's "UNIQLO": (1) Hai Lan's home: short term closest to "UNIQLO" type second growth period characteristics; (2) American Apparel It has the typical reform characteristics of fast selling first stagnation period. It has the long-term growth potential of "UNIQLO" type for a long time because of its outstanding entrepreneurial spirit, large portfolio of brand portfolio, imitation of UNIQLO mode, implementation of cost leadership strategy, high channel direct operation and upgrading, and (3) Semir clothing: multi brand strategy is successful, and now it is transforming to the whole industry chain of children. Despite the different development priorities and children's clothing, Semir's brand operation is the same. In the supply chain, customer orientation and products, it also starts to "UNIQLO" mode.