The Japanese economy has been sluggish in recent years, causing many stores to run difficulties, and even some hundred years old shops are bankrupt.

UNIQLOUNIQLO, which specializes in the management of its unique products, is a store specializing in casual wear. It specializes in a jacket with the name of "UNIQLO" as its brand. The characteristics of this jacket are: 1, environmental protection: the use of recycled plastic beverage bottles to make polyester fiber as raw material and then make clothes, in line with the growing public psychology and public opinion of environmental protection.

2, low price: from raw material processing to fixed-point factory clothing, reduce all intermediate links and direct sales, so that their clothing than other department stores similar clothing average price of 60%.

3, quality: the business philosophy of UNIQLO emphasizes the low price and low quality, and introduces various styles suitable for different consumer groups. The fabric has a variety of colors and checks and checks strictly on processing and acceptance. Therefore, in the Japanese market, it has become a well-known clothing brand recognized by consumers quickly due to its civilian price and high quality requirements.

4, direct selling: UNIQLO has launched a brand new distribution mode from production to sales. The development speed is amazing. Since the opening of Hiroshima in 1984, Japan has opened 459 branches, and has set up its own commercial website to launch e-commerce. It has set up a record of 380 thousand orders in a week, ranking third in online sales in Japan.

With these advantages, UNIQLO has achieved a 158% increase in sales in the light of the general lack of clothing business in Japan, and its brand clothing has been rated as the second top second hot commodity in Japan.

In Japan, one in every ten people wears jackets and casual wear sold in the shop.

SIMAMURA, a special business model, is at a competitive disadvantage in the Japanese retail industry and small and medium-sized supermarkets, which are squeezed by large supermarkets. SIMAMURA has been growing at an annual rate of 10% to 15%. Its branches have reached nearly 800 stores and have opened branches overseas. The secret of its success is different business models.

　　1、特定商圈：SIMAMURA把開店選址作為一項重要決策，要求在市場調(diào)查的基礎上選擇為5000戶人家、1.5萬人的小商圈，是一般大型連鎖店商圈1／5－1／3。因而日本人口較少的鄉(xiāng)鎮(zhèn)都可達到這個要求而開設分店，避開了在高度競爭的商業(yè)繁華大城市面對大型市場的對抗，同時通過小商圈選址開店可多發(fā)展店鋪，擴大市場覆蓋面，提高市場占有率。

　　2、鎖定目標顧客：SIMAMURA把25－45歲的婦女作為目標顧客，根據(jù)其需求，經(jīng)營的服飾局限于家庭成員流行的日常服飾。根據(jù)日本市場調(diào)查資料，目前日本平均一個家庭的服飾購買金額為24萬日元，以5000戶人家推算為12億日元的消費需求，如一個分店的市場占有率為33％，則一年即可達到4億日元的銷售目標。

　　3、標準化的操作：硬件標準化。即所有的SIMAMURA服飾店統(tǒng)一為825平方米的標準店鋪，內(nèi)部裝潢、商品陳列、標簽的位置和商品的配置都有統(tǒng)一要求，使商店在消費者心目中樹立起統(tǒng)一而深刻的印象。同時，硬件標準化可降低購置成本及費用支出。

　　4、獨特的人事制度：SIMAMURA的人事制度非同尋常，規(guī)定每家分店只設店長一位正式員工，其他人員都是計時工作者，相當于我國的鐘點工。全公司計時工作者占全部員工數(shù)的85％。并且規(guī)定如果計時工作者表現(xiàn)優(yōu)秀也能任命為正式員工，并擔任店長職務。靈活的用工制度一方面降低人力資本，另一方面激勵人才脫穎而出，這在日本零售業(yè)中是非常少見的創(chuàng)新。