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柳井 正 Yanai Tadashi
UNIQLO Co.Ltd Global Management
Presented by:
Jason Chan Frendy
Shizen Nakagawa Seounghyun Seong Batdorj Davaajargal
On Takahashi
24th July, 2013
Contents
1. Mission, Objectives, Vision & Basic Information
2. Financial Performance 3. Management Style 4. Organizational Culture 5. Organizational Characteristics 6. Problems, Crisis and Facts 7. Q&A
1. MISSION, OBJECTIVES, VISION & BASIC INFORMATION
Basic Information Japanese casual wear designer, manufacturer and retailer. Originally a division of Fast Retailing Co. Ltd. On November 1, 2005, it was restructured as a separate
wholly owned subsidiary called Uniqlo Co. Ltd
Origin of name In May 1985, they opened a unisex casual wear store in
Fukuro-machi, Naka-ku, Hiroshima under the name "Unique Clothing Warehouse".
It was at this time that the name "Uniqlo" was born, as a contraction of "unique clothing". In September 1991, the name of the company was changed from "Ogori Shōji" to "Fast Retailing"
Brief History 1949
Yamaguchi-based company, Ogori Shōji had been operating men's clothing shops called "Men's Shop OS" in Ube, Yamaguchi.
May 1985 Opened a unisex casual wear store in Fukuro-machi,
Hiroshima
April 1994 Over 100 Uniqlo stores operating throughout Japan.
Brief History 1997
Adopted a set of strategies from American retailing giant The Gap, known as "SPA" (Speciality-store/retailer of Private-label Apparel), meaning that they would produce their own clothing and sell it exclusively.
November 1998 Opened their first urban Uniqlo store in Tokyo’s
trendy Harajuku district, and outlets soon spread to major cities throughout Japan.
Brief History 2001 Over 500 retail stores in Japan and begin to expand
oversea. November 2005 Listed on the First Section of the Tokyo Stock Exchange. Present UNIQLO international has 234 stores as of January
2012. There are 30000+ employees in the company.
Objective “Our clothes are made for all, going beyond
age, gender, occupation, ethnicity, and all other ways that define people. Our clothes are simple and essential yet universal, so people can freely
combine them in their own unique style.”
Missions Yanai Tadashi said, “UNIQLO clothes are MADE FOR
ALL–highly finished elements of style in clothes that suit your values wherever you live. This unique concept of clothes sets us apart from apparel companies whose sole purpose is the pursuit of fashion trends.”
Can clothing change the world? UNIQLO not only believes it can. We’re already doing it.
2. UNIQLO FINANCIAL PERFORMANCE
UNIQLO Financial Summaries 2008-2012
0
100
200
300
400
500
600
700
800
900
1000
2008 2009 2010 2011 2012
Yen
in B
illio
n
Total Assets
Net Sales
Net Income
Amount of cash and cashequivalents
Source: UNIQLO financial statements 2008-2012
Major Global Specialty Share Retailers of Private Label Apparel (SPA)
Company Name (Flagship Brand) Country End of Fiscal YearSales (¥ Trillion)
Sales (Billions of dollar) Change (%)
Hennes & Mauritz Sweden Nov. 2012 1.61 18.6 9.8INDITEX(ZARA) Spain Jan. 2012 1.58 18.27 10.1Gap USA Jan. 2012 1.26 14.55 -0.8FAST RETAILING (UNIQLO) Japan Aug. 2012 0.93 10.73 13.2Limited Brands USA Jan. 2012 0.9 10.36 7.8Polo Ralph Lauren USA Mar. 2012 0.59 6.86 21.2NEXT UK Jan. 2012 0.48 5.55 -0.4Abercrombie & Fitch USA Jan. 2012 0.36 4.16 19.9Esprit Hong Kong Jun. 2012 0.34 3.89 -10.7American Eagle Outfitters USA Jan. 2012 0.27 3.16 6.5
20%
19%
15% 11%
11%
7%
6%
4% 4% 3%
2012 Sales (Billions of dollar)
Hennes & Mauritz
INDITEX(ZARA)
Gap
FAST RETAILING (UNIQLO)
Limited Brands
Polo Ralph Lauren
NEXT
Abercrombie & Fitch
Esprit
2012 Business Performance by Group
Source: http://www.fastretailing.com/eng/about/business/group.html
3. UNIQLO MANAGEMENT STYLE
Price High Quality
SPA* (Specialty store retailer of Private label Apparel) Product development based on customer
feedback Material procurement from around the world Expanding the women’s line of apparel
Japanese Apparel Market Total = 10.7 trillion yen Women’s market = 7.1 trillion yen Men’s market = 2.9 trillion yen
Children’s market = 0.7 trillion yen
Global Flagship Store HEATTECH
4. ORGANIZATIONAL CULTURE
- Department and position
“the office needs only passion.” UNIQLO CEO: Tadashi Yanai
• U N I Q L O
Organizational Culture
- Personal phone and notebook
• U N I Q L O
Organizational Culture
- Chair of the meeting room
• U N I Q L O
Organizational Culture
- Overtime
• U N I Q L O
Organizational Culture
5. ORGANIZATIONAL CHARACTERISTICS
Corporate Social Responsibility
“Making the world a better place” “Sharing the power of clothing”
Social -Clothes for smiles -All product recycling initiative -Uniqlo recovery assistance project -Social business -Special olympics -Charity projects
Environmental -Setouchi Olive
foundation
Working environment -Employees with disabilities
Clothes for Smile
Help children by raising 10 million $ fund
donated to UNICEF for projects in education-based project(Philippines, China, Serbia, Bangladesh)
All product recycling initiative
◦ Uniqlo is shareable ◦ Clothes aren’t disposable ◦ You’re not their final destination
Grameen Uniqlo
Support social business in Bangladesh Average T-shirt in
Bangladesh costs 150 yen
Low-cost, high quality materials from partner production factories.
Partner factory located in Bangladesh produce high quality product
Sales boost in urban areas, fund used to
support Grameen
ladies
Target middle to low income owners
Affordable clothing for everyone
Reinvest in initiatives of local
social business
6. RECENT PROBLEMS AND IMAGE IN JAPAN
Senkaku Dispute Uniqlo stuck banners
on their shops supporting China’s claim on the islands. ◦ Strategic in avoiding
damage ◦ Criticism back home
“Black” Company
Competitive working condition ◦ 50% of employees quit in the first 3 years ◦ Performance-based salary ◦ No differentiation between new employees ◦ Recruitment of foreigners and Zainichi over
local Japanese
The use of English in the workplace
Are the criticisms fair? Japanese stores were advised by local police to
stick the “Chinese support poster” as to avoid vandalism. ◦ UNIQLO has no-politics policy. ◦ Store owner acted on own accord (performance-based)
Isn’t the “Black Company” model the “normal”
business model for most global companies? ◦ Performance-based salaries ◦ Multi-cultural workforce ◦ Non-continuity due to stress
THANK YOU FOR YOUR ATTENTION
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