UNIQLO Launched Third "Attacks" Against The US Market.

According to the world clothing shoes and hats net,

Began to launch a third "attack" against the US market.

In the United States, the operation of UNIQLO is ups and downs, in order to win long-term occupation of the US market.

The brand has once again adjusted its strategy.

One of its strategies is to close its stores in the us suburban stores and concentrate on large stores in big cities.

"This is probably the best way to get people to know what kind of clothes UNIQLO is selling," says Masahiko Nakasuji, chief marketing officer of UNIQLO. "We are very well known in Asia.

But in the US, we need to make people understand our products. "

Constantly open shop, close shop, trying to occupy the market.

More than 10 years ago, UNIQLO entered three shopping malls in New Jersey mall, trying to enter the US market.

But UNIQLO tended to open flagship stores in SoHo District of Manhattan, so it soon withdrew from New Jersey shopping center.

In the next 10 years, UNIQLO expanded its stores to 20 places. Until 2014, the brand speeded up its expansion, and the city occupied nearly doubled in a short span of a year.

However, because of its strategic mistakes, UNIQLO closed stores in Pennsylvania, Danbury and Connecticut.

Although UNIQLO has taken back its expansion plan, it has decided to give up its goal of opening two hundred new stores in the US Shopping Center three years ago.

But Nakasuji still says UNIQLO has many business opportunities in the US.

Indeed, because most American consumers do not yet understand the brand of UNIQLO.

"Our sense of presence in the United States is very, very low," Nakasuji said.

Last Wednesday, UNIQLO displayed a costume designed for the upcoming autumn in a show in downtown Manhattan.

This is the first time that UNIQLO has held this type of exhibition in New York. The company says it shows its determination to occupy the US market.

Prices and styles are similar. UNIQLO has these problems.

Jan Kniffen, chief executive of Jan Kniffen, a business research and consulting firm, said the problem facing UNIQLO is that they did not make other efforts to understand the quality and function of their products in addition to such exhibitions.

Because the price of UNIQLO goods is similar to that of other fast fashion companies, such as H&M or Forever 21, which makes consumers think that the quality of UNIQLO products is poor.

At the same time, UNIQLO's clothing style is "extremely limited", which makes the species highly repeatable.

Kniffen said that with the increasing opening of stores in UNIQLO, such problems will become more and more obvious, he added.

"If the price is unreasonable and the style is bad, UNIQLO is hard to sell as a good selling point," Kniffen said.

Kniffen said, "the timing of UNIQLO's reopening has also made it harder to rally.

It's not just that online retailers like Amazon attract some of the American consumption, but also because the fast fashion circles are getting more crowded.

Traditional brands like GAP are also losing customers and closing offline stores.

For UNIQLO, the occupation of the US market will not be more and more simple, it will become more and more difficult, and they will miss the right time.

UNIQLO's revenue in the international market is increasing.

But UNIQLO did not want to give up and launched its first global advertising campaign in the United States.

Last autumn, the company opened a denim innovation centre in Losangeles.

The short term goal of the center is to shorten the time from design to production, from three to six months to 1 to 2 months, and finally to two weeks, so as to better cater for the needs of customers.

UNIQLO's parent company, Fast Retailing, did not explicitly analyze the performance of UNIQLO in the US.

But in its latest quarterly earnings report, it said that if the exchange rate was not considered, the income of all the international departments of UNIQLO would be increased.

At the same time, a more substantial profit margin has made up for us operating losses.

"I think we have made great progress," Nakasuji commented on the brand's US expansion plan.

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