CL UNIQLO Case

Topics: Retailing, Fashion, Department store Pages: 36 (10394 words) Published: April 11, 2015
«AT THE PEAK
OF FASHION»:

Developing a Leadership
Strategy for a Large Fashion
Retailer UNIQLO
Immerse yourself in the case and find out how to become
a manager in practice. Suggest the best possible solution — how to lead hundreds of people and plan a range of 1000 items? You need to develop a new strategy for the best store of UniQlo — the leader of the fashion industry! Suggest how to meet the needs of thousands of people a day, leave customers satisfied with their purchase, and charge them positively for the rest of the day! Do not forget to think about the ideal planning of the range, the inventory, marketing, and promotions.

1

«AT THE PEAK OF FASHION»: DEVELOPING A LEADERSHIP STRATEGY FOR A LARGE FASHION RETAILER UNIQLO

CONTENTS

Changellenge >> Capital team wrote this case
solely for education purposes. The author
did not intend to illustrate either effective or
ineffective handling of a managerial situation.
The author may have disguised certain names
and other identifying information to protect
confidentiality. The data represented in this case
is not necessarily actual or true and may have
been changed to preserve confidentiality.
Changellenge >> Capital prohibits any form of
reproduction, storage or transmittal without its
written permission. Reproduction of this material
is not covered under authorization by any
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please contact info@changellenge.com.

INTRODUCTION

3

UNIQLO HISTORY: FROM THE
FIRST STORE TO THE GLOBAL
EXPANSION
6

UNIQLO: UNIQUE CLOTHING
& STORE ENVIRONMENT
8

2

COMPETITORS’
BUSINESS MODELS
15

CHALLENGES GOING
GLOBAL
18

UNIQLO IN RUSSIA
AND RUSSIAN FASHION
LANDSCAPE
21

UNIQLO BUSINESS MODEL
AND PROMOTIONAL
CAMPAIGNS

APPENDIX

11

24

«AT THE PEAK OF FASHION»: DEVELOPING A LEADERSHIP STRATEGY FOR A LARGE FASHION RETAILER UNIQLO

INTRODUCTION

INTRODUCTION

INTRODUCTION

Today, Karina, the managing director of the
first UNIQLO store in Moscow, came in to
work a little earlier than usual. Anticipating
the imminent arrival of her colleagues,
Karina left her belongings in the manager’s
room, and made her way to the salesroom.
As usual, she went along the control route,
past the shelves that were neatly stacked
with clothes, expecting the arrival of the
first customers. Jeans, trousers, even
piles of colourful T-shirts, stands with
perfectly ironed shirts, soft and comfortable
hoodies... Karina herself loves the products
of UNIQLO – they are of high quality,
comfortable to wear, attractive, functional,
and most importantly – free of anything
superfluous. That is the essence of UNIQLO.
Soon, the colleagues began to arrive.
Exchanging cheerful greetings and brief
news, they were all in a hurry to get changed
and start preparing for the new day at work.
Karina had plenty of responsibilities of her
own. She was responsible for the store’s
main financial indicators, managed her
team’s work, made sure that customers
were satisfied, planned the stocks of goods,
and organized the retail space and local
marketing campaigns.
Karina’s work had been very highly rated
by the heads of the company, as she always
stood out through her perfectionism. It was
the desire to be the best and to work in one

4

of the most successful companies in the
fashion retail business that led her to the
UNIQLO Manager Candidate leadership
programme, and then to Japan, where
she learned a lot and found close friends,
and finally, to central Moscow – one of the
fashion capitals of the world, where she
soon became the head of Russia’s first
UNIQLO store.
Karina moved into fashion retail at a time
when global consumerism came to be
replaced by the newer trend of more targeted
selection of new products. In view of the
changing economic situation, consumers
began to attach greater importance to the...
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