ニ

MANAGEMENT | MID-TERM | GROUP 4 MACRO ENVIRON. MICRO ENVIRON. INTERNAL ENVIRON. SWOT STRATEGIES
ク
s
ロ
i
n は

NS VALUE CHAINS VALUE CHAINS VALUE CHAINS VALUE CHAINS

c 、
e SUPPORTIVE ACTIVITIES
世
Stores & Managers - Headquarters
1 界 FIRM [25] Competitive, streamlined operations

MACRO ENVIRONMENT "Global one": Global merchandising + Global marketing

5
9 STRUCTURE
R&D centers in Tokyo and New York
4 に
HR Personnel policy
9 カ Supervisor - Block leader – Super – Store -
TECHNOLO- MANAGEMENT Manager - Franchise owner
POLITICAL
GICAL
ジ [6,7,8]

T
[3] As an MNC, political issues affect all Fabric technology

P
TECHNOLOGY Raw material development : High-performance materials

FORCES
countries that trade with UNIQLO
ュ
BIGGEST
Robots Product development
DEVELOPMENT
The political system seems stable and
consistent in both economic and foreign Automated warehouse
one of the ア policies

ENVIRON-
fashion retailers ル ECONOMIC
Items for different weather
MENTAL The number of competitors are very few, but large in size. PRIMARY ACTIVITIES
Yamaguchi Foreign Exchange Rate: Number of [9,10] conditions (Autumn/Winter Collection) The industry is growing every year and is expected to

E E
[4] companies that have incurred losses continue a few years ahead. [14]
な

24
Sustainability caring for the
because of forex risk The products produced are highly differentiated.
countries worldwide Demand Shifts from Goods Economy to
environment: signed the Fashion
Industry Charter for Climate Action
INBOUND Products are sent from the partner factories overseas
Third-party transportation service provider to ship
着 Service Economy in January 2020
company's competitive rivals LOGISTICS
… こ
GDP Trend & Rate of Economic Growth Launching REUNIQLO project

LEGAL
[30]
merchandise

Strategic and trust-based relationships with the suppliers

SOCIAL The economies of scale are fairly difficult to achieve.
Improve social security systems and The capital requirements within the industry are high. [15] PROCUREMENT Procurement of raw materials on a global scale
な worker environment (LIO)

L
[12,13] The access to distribution networks is easy for new entrants.

S
[5]
Fashion industry being changed by Protect intellectual property (IP)
young people system by WIPO Madrid System.

UNIQLO
new market entrants [27] Combined e-commerce and retail store services
し Attitude towards Leisure
Comply with local tax laws, OPERATIONS Enabling customers to shop conveniently at times
international tax laws, and OECD and places that suit them

is a を
Transfer Pricing Guidelines. Brand reputation attracts and maintains long-term
relationships.
A highly qualified R&D and innovation team reduces the [31] Instill RFID (radio frequency identifier)
dependence on suppliers.
OUTBOUND Joint venture with Daiwa House Group to build a new
イ
INTERNAL
logistics center for an efficient and fast distribution
Labor is available in large numbers. LOGISTICS
modern Japanese company that ン
INTO suppliers Bargaining power of suppliers is low
Marketing
network in Tokyo

Collaboration with worldwide ambassadors

High Dedication to Innovations
strategies

INSPIRES An innumerable number of substitutes and competitors are Made for all
ス 1. ORGANIZATIONAL CULTURE available at a negligible switching cost for customers.
Marketing
campaigns
UNIQLO Uncover magazine
Consumers’ price sensitivity, high market knowledge and Competitive price
purchasing standardized products in large volumes.
MARKETING Pricing
パ [16] High-quality at an affordable

the world to dress casual

& strategy price
[32]
customers Bargaining power of customers is high SALES
Sale New Promotion &
AI system and a customer creation team ▶
イ Advertising
Gauge customer preference and style

”
promotional content accordingly
strategy
TANGIBLE

CONCEPT
GENERAL
Uniqlo: selling high-quality products at an affordable rate Weekly promotions that are divided by
ア where the main focus is on comfort and casual. gender
Flat internal organizational hierarchy Substitutes: focus more on the latest fashion and keep up
with the ongoing trends: H&M, Zara, GAP,... Online Customer Satisfaction Surveys
Logo: Uniqlo focuses on Japanese elements
す as a global business strategy.
For customers
For employees
AFTER-SALE Customer Service Centers
Using Data to Create the Best Products and
Slogan: Made for all ▶ Uniqlo's clothing is
For internal corporate substitute products SERVICES Services for Customers
made for all people.

Approaching Respecting る
issues from the and
customer supporting モ
perspective individuals

OUTER FACTOR
to foster ダ 50%
CORE growth Corporate statement 90% ユ
ン
Changing clothes
OPPORTUNITIES THREATS
VALUES Changing conventional wisdom
Change the world
Inner factors + Digital media marketing + Socioeconomic factors ニ
VALUES

INNER/ + Government agreement + Intense competition

な Mission Unlocking the Power of Cloth the leaders, the employees, the working

Value
culture, and business strategy
Outer factors
+ Trends of minimalism
+ High opportunity in the
+ Rising pay level
+ Imitation of counterfeit and low quality
ク
Comfortable shopping
Embracing Committing to 日 Low price
competitors, people’s fashion
campaign in various sports products
innovation & ethical
High quality and function
preferences, politics
events ロ
challenge standards and 本
correctness STRENGTHS S-O Strategy S-T Strategy は
の
2. RESOURCES & CAPABILITIES + Effective operational strategy + Have more chances to enter + “More for the same” - offer a higher 、
of outsourcing the manufacturing emerging markets and expand quality product with a competitive price
企 work from Asian countries markets due to government + Promotional pricing strategy in order to 世
PHYSICAL [19]

Empowering Headquarter Brand value: Uniqlo brand

HUMAN [18]

Women and 2021,valued at about innovation: + Discounted prices because of agreements attract more customers during the recession
INTANGIBLE
in
FINANCIAL

Persons with Yamaguchi,

$13 billion [20]

業 Disabilities Japan INTANGIBLE HeatTech, AIRism,

cost efficiency + Develop new product to satisfy + Gain a competitive advantage over the
界
UNIQLO
+ Strong distribution network the need in sports events competitors in terms of the availability of
Broadening 2,372 09/2021 - 05/2022: and Lifewear
+ Product innovation. + Reach potential customers by stocks, order cycle time, lead time, and
841.2 ¥ (HeatTech synonymous

で
Potential for
Performance and
stores all
over the billion
Revenue with Uniqlo). + Strong brand value promotions through social media distributing regions に
Sustainability Growth world + Automation of activities + Strengthen brand’s image to win + Applying new and unique innovations into
brought consistency of quality minimalists’ hearts the products to minimize the process of
す Safety and
Support for
Operating profit
¥ 132.7 billion[21] + Strong dealer community copying the others カ
The Power of clothing ユ
All Employees

WEAKNESSES ジ
MARKETING [28]

International Commitment to Develop products Promotional campaigns: High quality W-O Strategy W-T Strategy
PRODUCT & SERVICE

clothing retailers innovation ~ customer product's uniqueness

requests UNIQLO apps, email, social Private label + Take advantage of social media + Regionalize and release the items that
+ Lack of strong brand loyalty
ュ
R&D [27]

星 社 人 ニ +2,000
Culture: media, national newspapers,… Casual wear to promote regularly and spread meet the demand of the target customers
UNIQUE

Identifying new, + Apparel sensitivity

customer-centric,
BASIC

stores
worldwide[24] emerging needs: 100% Low prices[23] + Low brand recall (low market values + Diverge the product mix of the company
giving back to
ク [23] society, self-
trends,
materials
recycled
fiber
share in the US market) + Do more collaborations, + Review and abandon some of the low- ア
Over 25 markets disruptive [25,26] 84th the World’s + Not highly successful at especially with sports event profit markets to cut off logistics and
Most famous - HeatTech: 2003, Most Valuable Brands integrating firms with different operational cost
ロ Platform: Brick- HEATTECH,
The R&D
department
1.5 million shirts in (Forbes)
work cultures. + Drastically marketing in the target ル
会 and-mortar stores AIRism,
2012,
+ Limited success outside core market to increase brand awareness
- Website LifeWear, UV Cut 130 million shirts
は business な
.planet .society .people 、 着
(1) A non., 20 22. Uniq lo: A Supp ly Chain Go ing Glob al Case Stu dy Solut ion | EMBA Pr o. [onli ne] Avai lable at : < https ://e mbapr o.com /fron tpage /cas estud ysolu tion/ 3983- uniq lo-su pply> [A ccess ed 22 Augus t 202 2]. (2) "Vy , T ., 2021. Pe stel un iqlo mkt 301 | Studo cu. [onl ine] Ava ilab le at: <htt ps:// www.s tudoc u.co m/vn/ docum ent/t ruong -dai -hoc- kinh- te-ta i-chi nh-t hanh- pho-h o-chi -minh /mar ketin g/pes tel-u ni qlo-mkt 301/1 8959 540> [Ac cesse d 2 1 A ugust . 2 022]. (3 ) A non. , 2 017. Uni qlo debu ts new fabr ic techn olog ies at Art and Sc ience of Li fewea r e vent | Fash ion Net work . [onl ine] Ava ilabl e a t: <http s:// w w.fashi onnet work .com/ news/ uniql o-deb uts- new-f abric -tech nolog ies- at-ar t-and -scie nce-o f-li fewea r-eve nt,88 4332. html > [A cces sed 23 Augus t 2 022]. (4 ) J onath an, C., 201 9. Uniql o w areho use robo ts can pi ck up an d pa ck t-shi rts just as we ll | M ailon line . [onl ine] Ava ilabl e a t: < http s://w ww.da ilyma il.co .uk/ scien cetec h/art icle- 7824 495/U niqlo -ware house -rob ots-p ick-p ack-t -shir ts-j ust-h umans .html > [ A ccessed 21 Au gust 202 2]. (5) Kei ichi, F. , 20 22. Uniq lo paren t e xpand s a utoma ted- wareh ouse net work int o C hina | NIKKE IAsi a . [on line] Av ailab le at: <htt ps:// asia .nikk ei.co m/Bus iness /Tec hnolo gy/Un i qlo-par ent-e xpan ds-
automat ed-wa reho use-n etwor k-int o-Chi na> [Acc essed 23 Augu st 2 022]. (6) Ano n., n.d. Wint er t echno logy | A utum n/Win ter 2021 Life Wear coll ectio n - Uniq lo | UNI QLO. [on line] Ava ilabl e at : <h ttps: //ww w.uniql o.com /eu/ en/co ntent s/fea ture/ cata log-2 021fw /tech nolog y-fo r-win ter/> [Ac cesse d 21 Aug ust 2022] . (7 ) An on., n.d. Sust ainab ility Rep ort | In trodu ctio n | UNI QLO. [on line] Ava ilabl e at : <h ttps: //www.u niqlo .com /jp/e n/con tents /sust aina bilit y/rep ort/2 022/> [Ac cess ed 2 3 Au gust 2022 ]. ( 8) A non., n.d . A New Life for UNI QLO Cloth ing - RE .UNIQ LO | UNI QLO. [on line] Ava ilabl e at : <h ttps: //www .un iqlo.co m/jp/ en/c onten ts/su stain abili ty/p lanet /clot hes_r ecycl ing/ re -un iqlo/ > [A ccess ed 2 2 Au gust 2022 ]. ( 9) A non. , 20 19. Fast Reta iling Par tners wit h In terna tion al L abour Org aniza tion for or Socia l Prot ectio n an d Im prove d En viro nment s fo r Asi an W orker s | FAST RET AILIN G CO ,. L TD . [onl ine] Avai lable at: <ht tps:/ /www. fast retai ling. com/e ng/su stai nabil ity/n ews/1 90904 0900 .html > [A ccess ed 2 3 Aug ust 20 22]. (10) Ano n., n .d. Fast Reta iling Co. , Lt d.: One of th e Wo rld 's L arges t Ap parel Ret ailer s | WIPO . [on line ] Ava ilab le at : <h ttps: //ww w.wip o.int /ipad vanta ge/e n/det ails. jsp?i d=116 44> [Acce ssed 2 4 Au gust 2022 ] .
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Japan brand ing: Uniq lo’s logo des ign | Gol den Ninja . [o nline ] Av ailab le a t: < https ://go lden ninja .word press .com/ 2013 /01/0 3/jap an-br andin g-un iqlo- logo- desig n/#:~ :tex t=A%2 0 br ight% 20 s atura ted%2 0red% 20circl e> [ Acces sed 26 A ugust 20 22]. (38) "An on., (n.d .). CORPO RATE PHIL OSOPH Y | UNIQ LO | GLO BAL M ANAG EMENT PRO GRAM in J APAN | F AST RETAI LING CARE ER O PPORT UNITI ES. [onli ne] Avail able at: <htt ps: //www.f astre tail ing.c om/em ploym ent/e n/un iqlo/ gradu ate/g mp/co mpan y/#:~ :text =Thro ugh%2 0the %20cr eatio n%20o f%20t ruly > [Ac cess ed 26 Aug ust 202 2]. (39) "Ano n., ( n.d. ). CO RPOR ATE P HILO SOPHY | U NIQLO | G LOBAL MANAG EMENT PRO GRAM in JAPAN | F AST RETAI LING CARE ER O PPORT UNITI ES. [onli ne] Avail able at: <htt ps:// www. fastr etail ing.c om/em ploy ment/ en/un iqlo/ gradu ate/ gmp/c ompan y/#:~ :text =Thr ough% 20the %20cr eation% 20of% 20tr uly> [Acc essed 26 Augus t 2022] . (4 0) A non., 202 2. UN IQLO . [on line ] Ava ilab le at : <h ttps: //ww w.uni qlo.c om/us /en/s pl/s ustai nabil ity> [A ccess ed 2 5 Aug ust 202 2] ( 41) Shaw, A., n.d. SWOT Anal ysis of U niqlo | SWOT & PE STLE Anal ysis. [onl ine] Avai lable at: <ht tps:/ /swot andpe stlea naly sis.c om/sw ot-an alysi s-of -uniq lo/> [Acc essed 24 Augus t 20 22]. (42) Anon ., 2 020. Uniql o SW OT A nal ysis, Compe titor s &
USP | MBA Skool. [online] Available at: <https://www.mbaskool.co m/bra ndgui de/li festy le-a nd-re tail/ 4960- uniql o.ht ml> [Accessed 22 August 2022]. (43) Anon., 2022. UNIQLO SWOT Analysis Matrix [step by step] Weighted SWOT I FERN FORT UNIVERSITY. [online] Available at: <http://fernfortuniversit y.com /ter m-pap ers/s wot/1 433/1 147- uniql o.php > [Accessed 24 August 2022]. (44) Anon., n.d. Individual Assignment #1 – SWOT Uniqlo. [pdf] Available at: <http://blogs.ubc.ca/201 6com m101/ files /2014 /05/A ssig nment 1_Exe mplar 1.pdf > [Accessed 23 August 2022]. (45) Abdul, M., 2022. Uniqlo SWOT Analysis 2022 | PESTLE ANALYSIS. [online] Available at: <https://pestleanalysis.c om/u niqlo -swot -anal ysis/ > [Accessed 23 August 2022].