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BNA_G6_TP Plan(Uniqlo), 1131_BNA_G6, CR(Customer Relationship) 1…

- - - - Material Selection and Resource Reduction
        
        UNIQLO emphasizes the use of sustainable materials and minimizing resource waste, such as adopting recycled fabrics or low-carbon technologies. This aligns closely with environmental conservation goals.
      - Product Longevity
        
        LifeWear focuses on designing durable and high-quality clothing, encouraging customers to use garments longer, reducing waste, and supporting a circular economy approach.
      - Water and Carbon Footprint Reduction
        
        UNIQLO works to minimize water usage and lower carbon emissions in production processes, demonstrating its commitment to combating climate change.
    - - Universal Value and Inclusivity
        
        LifeWear’s core philosophy is to provide practical, comfortable clothing for everyone, reflecting a commitment to fairness and accessibility.
      - Workplace and Employee Rights
        
        UNIQLO prioritizes safe and dignified working conditions, ensuring fair treatment and welfare for supply chain workers, aligning with social responsibility standards.
      - Community Contributions
        
        The brand actively engages in community initiatives, such as donations and outreach programs, to support underprivileged groups and address societal challenges.
    - - Transparent Operations
        
        UNIQLO publishes regular sustainability reports, openly sharing its goals and progress on environmental and social issues, showcasing strong transparency and accountability.
      - Sustainable Supply Chain Management
        
        The company enforces compliance with sustainability standards among suppliers and monitors their performance to maintain robust governance frameworks.
      - Stakeholder and Consumer Engagement
        
        LifeWear encourages collaboration with consumers to foster sustainable consumption patterns, demonstrating its attentiveness to stakeholder needs.
  - - - In 2016, UNIQLO's sales of warm clothing in Taiwan were weak due to the impact of a mild winter, resulting in weaker than expected growth.
      - At the time, Tomokazu Kurose (Chairman and General Manager of UNIQLO in Taiwan) was challenged to think about how to overcome climate impact and enhance brand appeal.
    - - Localization of commodity strategy
        
        The product design is more in line with Taiwan's climate, such as the launch of functional products such as UV resistance and AIRism series.
        
        Extend the sales hours of summer products to meet the seasonal needs of Taiwanese consumers.
      - Listen to the voice of the customer
        
        By collecting tens of thousands of consumer opinions, we continue to optimize product supply and design.
      - Strengthen "on-the-spotism
        
        Kurose and his team regularly visit stores to get direct feedback from frontline staff and customers and adjust merchandising strategies in real time.
      - Store License
        
        Authorize the store manager to flexibly adjust the product configuration and marketing strategy according to the business district and customer needs
- - - - The only award-winning apparel brand.
- - - - background
    - - mention about Lifewear
- - - - efficient inventory management
    - - process more streamlined
  - - - eliminate the middleman
        
        integrate supply chains to reduce logistics costs
      - fully integrated logistics system
        
        ensure sufficient supply of merchandise in stores
      - analyze reasons for customer returns
        
        understand the needs&adjust the design
    - - regional practicality
        
        each store caters to the specific preferences of its customer base
    - - low cost strategy
        
        emphasis on customer value
        
        high quality products
        
        rely on economies of scale
  - - - Data as the main axis
- - - - Uniqlo intends to shut down 150 underperforming stores in the next three years, averaging 50 closures per year.
    - - currently accounts for 20% of its sales in the Chinese market
        
        higher than the 15% in Japan
    - - tailor its inventory based on local climates.
    - - 2018：Launched the "Ariake Project"
        
        big data analytics
        
        strengthening O2O (online-to-offline) integration
    - - simple and high-quality clothing.
  - - - consumer spending :arrow_down:
    - - extreme value for money
        
        Choosing lower-cost alternatives.
    - - extreme value for money
    - - price advantage :arrow_down:
    - - UNIQLO's products do not align with consumer demands.

Channels

1.offline store
2.online store

KA(Key Activities)

clothing production/promotion