Other fast fashion brands such as H&M and Zara have also given Uniqlo a run for its money with aggressive market expansion, high product turnover and strong online presence. It means Uniqlo needs to keep up and the company knows it. “We need to be fast,” said Chairman Yanai. “We need to deliver products customers want quickly.”ĭespite both being fast-fashion companies and having a similar production strategy, Uniqlo and Zara are still vastly different. “We will sell products that are rooted in people’s day-to-day lives, and we do so based on what we hear from customers.” “Zara sells fashion rather than catering to customers’ needs,” he said. Not only has Uniqlo vowed to increase clothing production, it has also focused rigorous interest on emerging countries. Rumours arose a few weeks ago regarding Uniqlo holding recruitment days in Ho Chi Minh City – a market already occupied by fast fashion labels such as Zara and H&M, the latter announcing a store opening later this year. Uniqlo was also the first in Japan to implement a ‘SPA’ model – short for “specialty-store retailer of private label apparel” meaning it encompasses every aspect of the business, from design, production to the final sale.
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This gives the company the ability to test new in-store technology such as attaching radio-frequency identification ( RFID ) tags to all products so the store system can identify which items need restocking and free up time for sales clerks to tend to customers.īold marketing initiatives and branding included its partnership with Muslim fashion designer Hana Tajima, to naming world professional wheelchair tennis star Gordon Reid as a global brand ambassador. Uniqlo fashion show at EmQuartier shopping mall in Bangkok to promote its new denim styles. Uniqlo is declaring to audiences around the world that it’s not afraid to stand up for a cause. THE STRATEGYĪs reported by Nikkei Asian Review, Masanobu Kusaka, previous manager of Uniqlo’s Fifth Avenue store in New York in 2015, realized that Uniqlo’s true rivals were somewhere else. He also witnessed the sudden closure of some of those shops. Kusaka began by improving the company’s existing digital assets starting with the app first. OMNI AIR CHECKERS CHALLENGE PROFESSIONAL.
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