UNIQLO Co.Ltd - 柳井 正 Yanai Tadashi - Presented by
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UNIQLO Co.Ltd
Global Management
Presented by:
Jason Chan
Frendy
Shizen Nakagawa
Seounghyun Seong
Batdorj Davaajargal
On Takahashi
24th July, 2013 柳井 正 Yanai Tadashi
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
1000
900
800
700
Total Assets
600
Yen in Billion
Net Sales
500
400 Net Income
300 Amount of cash and cash
equivalents
200
100
0
2008 2009 2010 2011 2012
Source: UNIQLO financial statements 2008-2012Major Global Specialty Share Retailers of
Private Label Apparel (SPA)
Sales (¥
Company Name (Flagship Brand) Country End of Fiscal Year Sales (Billions of dollar) Change (%)
Trillion)
Hennes & Mauritz Sweden Nov. 2012 1.61 18.6 9.8
INDITEX(ZARA) Spain Jan. 2012 1.58 18.27 10.1
Gap USA Jan. 2012 1.26 14.55 -0.8
FAST RETAILING (UNIQLO) Japan Aug. 2012 0.93 10.73 13.2
Limited Brands USA Jan. 2012 0.9 10.36 7.8
Polo Ralph Lauren USA Mar. 2012 0.59 6.86 21.2
NEXT UK Jan. 2012 0.48 5.55 -0.4
Abercrombie & Fitch USA Jan. 2012 0.36 4.16 19.9
Esprit Hong Kong Jun. 2012 0.34 3.89 -10.7
American Eagle Outfitters USA Jan. 2012 0.27 3.16 6.5
2012 Sales (Billions of dollar)
4% 3% Hennes & Mauritz
4%
6% INDITEX(ZARA)
20%
Gap
7% FAST RETAILING (UNIQLO)
Limited Brands
11% 19% Polo Ralph Lauren
NEXT
11% Abercrombie & Fitch
15%
Esprit2012 Business Performance by
Group
Source: http://www.fastretailing.com/eng/about/business/group.html3. 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 yenGlobalFlagship Store
HEATTECH4. ORGANIZATIONAL CULTURE
Organizational Culture
• U N I Q L O - Department and position
“the office needs only passion.”
UNIQLO CEO:Tadashi YanaiOrganizational Culture •UNIQLO - Personal phone and notebook
Organizational Culture •UNIQLO - Chair of the meeting room
Organizational Culture •UNIQLO - Overtime
5. ORGANIZATIONAL CHARACTERISTICS
Corporate Social Responsibility
Social
-Clothes for smiles
-All product recycling
initiative
-Uniqlo recovery
assistance project
-Social business
-Special olympics
-Charity projects
Environmental Working environment
-Setouchi Olive -Employees with
foundation disabilities
“Making the world a better place”
“Sharing the power of clothing”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
Reinvest in Average T-shirt in
initiatives of local Bangladesh costs 150 yen
social business
Target middle Low-cost, high quality
to low materials from partner
income production factories.
owners
Affordable
clothing for
everyone
Sales boost in Partner factory located
urban areas, in Bangladesh produce
fund used to high quality product
support
Grameen
ladies6. 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 workplaceAre 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 stressTHANK YOU FOR YOUR ATTENTION
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