MUJIstrategicdevelopment精选.pptxVIP

Strategic Development of MUJI;Agenda; China is MUJI’s largest overseas market. ;;Business objective Review;Business Objective; 1. Aim to achieve consolidated net sales of 200 billion Yen(2013) 2. Build infrastructure to realize solid growth(Step) 3. Set up more stores in order to increase penetration and profit.The number of its Chinese stores to 200 over the next three years. 4. Broaden the MUJI world by opening flagship store in China ;;;Key Financial Data;Key Financial Data;Strength;Opportunity; The Business mode and key problems With MUJI, about 121 wholly owned subsidiaries in China right now. HM and Zara each have 130 to 150 stores. Uniqlo has 250 stores. In this new market, Uniqlo’s capacity to innovate is overtaking all these brands that lead the world. They maintain their innovative capability and wield a brand that is recognized by the mass market. MUJI is fighting for market share with Uniqlo. Now MUJI is facing a problem of how to localize its production in China. 50% of MUJI’s overseas sales rely on import from Japan and tariffs account for 25% of their prices, making them 30% more expensive than that in Japan. ; Threat of Entry apparel industry is a buyer-driven industry buyers decision-making especially when brand names enter China earlier;Strategic development;Future Plan of MUJI;;Development strategies;Flagship store in Sino-Ocean Taikoo Li, Chengdu (2014) ;2. Improve the supply chain ;Improve the supply of merchandise to overseas stores;3. Product diversification Increase product variety from existing products catalogs to China (Step 1) Add some Chinese factor when design (Step 2);Uncertainty and risks ;Source: /hl/?from=CNYto=JPYq=100 ;The External risks Economic factors Fierce competition Pricing pressure: such as high rent/test cost… (rent cost occupied 15% of its sales revenue in China, comparing 12% in Japan) Natural factors (negative impact on raw materials) Political factors (compliance and regu