Japanese clothing giant Uniqlo has plans to take over America.
To accomplish this goal, the brand, which has 1,500 stores around the world, is going to great lengths to attract male shoppers.
Apparel retailers have traditionally gone after women, who tend to shop more often and seek out trendy designs.
“We take the men’s business not as a secondary business, but a primary one,” Steven Sare, chief merchandising officer, told Business Insider.
While the brand is already the biggest apparel chain in Asia, executives are currently going after the Western market and have opened nearly 40 stores in America. That number could eventually expand to 1,000.
Sare said that half of Uniqlo’s customers are men, while its specialty retail competitors tend to have more female customers.
Here are a few reasons why men love shopping at Uniqlo.
Uniqlo started in Hiroshima, Japan in the mid-1980s as a unisex clothing company. As a result, many of its designs are simple and classic.
Tadashi Yanai, Uniqlo’s founder, reportedly studied and emulated Gap’s business model. But while the American retailer has tried to market trendy clothing as of late, Uniqlo stuck to the basics.
“The clothes are fairly basic and you don’t have to be a fashionista to figure out how to wear them,” Laura Gurski, a partner of the Retail Practice at consultancy A.T. Kearney, told Business Insider. “Men like this because they can mix and match fairly easily, and don’t have to think too hard about it.”
Uniqlo offers the same men’s shirts in dozens of different colors to simplify the process for men, Sare said.
“Men can find a work shirt that fits, buy it in a couple of different colors, buy some jeans, and be done,” he said.
He said that male shoppers tend to come in less frequently than women, but spend more money per trip.
Business Insider technology editor Steve Kovach said the simplicity of the store has made him a loyal Uniqlo customer.
“I know my size, and can blast through the store in 15 minutes and get the same shirt in just about every pattern,” Kovach said.
Shift is a bi-weekly educational talk show on SABC 1.
Move Shift to being an interactive content platform that serves as an extensional approach to further accomplish their mandate as an educational program.
We created a website that allowed topics from the show to be discussed further after the show was off-air. Also included in the website was an “Opportunity” page that allowed people to find opportunities posted by the show and affiliates.
Jägermeister is a popular alcoholic herbal liquer drink, famously to be consumed in ice-cold ‘shot’ measures.
THE CHALLENGE Jägermeister
Create a competition to give away a custom Jägermeister-branded Smeg fridge.
THE JOURNEY Jägermeister
Originally tasked with creating a competition in order to prize a Jägermeister drinker with a branded Smeg fridge, we interrogated the opportunity in the brief and settled on the objective, with client, being to increase the number of drinking occasions with the target market. The insight came from the fact that most Jägermeister drinkers drink it at clubs only. We saw the opportunity to inspire people to drink Jägermeister across occasions. This was portrayed in the campaign artwork (Facebook timeline covers which were changed weekly throughout the 6 week duration of the competition).
THE SOLUTION Jägermeister
Adding strategic objectives to the brief, our aim was to increase the drinking occasions for Jägermeister from primarly club occasions to include all conceivable occasions.
As such, the competition asked Jägermeister fans to send in photos of all the places they enjoy Jägermeister.
The competition artwork featured 7 “Jägermeister occasion” timeline covers, including; braai, fishing trip, boys night, poker night, pub gaming, picnic, and house party.
The most outlandish place Jägermeister was enjoyed won – the winner took a picture with their Jägermeister in Antarctica.
Facebook competition-themed timeline covers
Digital media brokering and placement
THE RESULTS Jägermeister
Over 6000 visitors to the competition website (8 week competition) – link confusion?
Over 3300 visitors to the Facebook application – link confusion?
Increased Facebook ‘likes’ by 35% (3206 page likes)
Identified 768 Jägermeister 768 brand advocates and logged their information
Brands are the sum total of varied interactions and experiences accrued over time. We believe that well-managed brands have the ability to drive incremental business growth. There-in lies an inextricable link between brand, business and marketing, so we have done away with puff terms like ‘brand equity’ and ‘brand love’ that cloud the clarity of purpose; to drive incremental growth through a well-managed brand. However, brands are built for and by those who consume and interact with them, so although our definition of brands and their value stays fixed, the Zeitgeist will determine the methods and techniques that generate leads and ultimately translate to increased revenue. With our fingers on this pulse we have through research and experience come to our organisation’s raison d’être based on these beliefs.
At Bamboo we grow brands through incremental innovation, substantial innovation or transformative innovation. This is why…
In the web 2.0 hyper-connected world consumers are the new brand custodians…
Social media has ushered in an era of vocal consumers who will be your greatest advocates and simultaneously your harshest critics. From Time magazine naming ‘you’ the person of the year, to Obama’s re-election, to the Kony protest, and Gangam Style becoming the world’s number one song, the power of consumers is irrefutable. According to many savvy marketers and business leaders have acknowledged this, and have been rewarded handsomely for it. ‘s move to Content 2020 (a strategy to achieve double digit volume growth through storytelling), isa bold move in a direction that empowers consumers to follow and share stories centered around a big brand idea. In reality, the majority of businesses and marketers have latched onto buzz keywords like ‘digital’, ‘social media’ and ‘viral’, with little understanding of the seismic shift in paradigm and its underlying causes. Hence in practice it ends up being a billboard featuring a icon or a catchy handle, or a TV advert uploaded to YouTube, or truckloads of money spent on paid online advertising with the hopes that they’ll become ‘viral’. In truth, if one spends time uncovering the reasons and patterns that underlie 2.0 consumer behaviour we can harness the potential of these empowered and connected consumers.At Bamboo, we have worked tirelessly to understand this not only by studying these patterns, but immersing ourselves in them as well. We have come up with a few key concepts to understand and live by:
“They know more than you think.”
This is not known as the information age for nothing. Trillions of bytes move around the world daily. One of the most important things to realize about this is that information does not follow the linear institutionalised flow of information. “MIT computer programming” and you will find free lectures from the world’s foremost technological university. Perhaps you could “Strategic Marketing pdf”. The point is people are learning what they want, where they want, when they want, with man’s insatiable appetite for knowledge, what makes you think he won’t?
So remember that people know about brands, marketing, business, ethics, etc., we are not magicians, the public wants to be fooled, and they choose when to be. So never make the mistake of underestimating the intelligence of your audience.
“Don’t tell them to feel something, make them feel something.”
What do all of these have in common?
They all stir emotion. These images are some of the world’s most viral. How come? Well it’s simple. Some behavioural studies have shown as much as 90 percent of our decisions are made emotionally. This is very important. We act based on what we feel. Which makes complete sense; cute kittens, fails and porn, all share a similar characteristic – they illicit a physiological response, a “ncaww”, or laughter or sexual arousal, so the acid test for virality or success can no longer be what we want to say and how we want to say it without considering how the audience will feel when they see it. We chase “aha” moments, tears, laughter, awe, fear, etc., because this is what sticks and what ultimately influences decisions.
“Innovation is viral.”
The new world is hungry. Reddit, has proven that the world has an insatiable appetite for the new and novel. Visit 9gag.com which has become one of the most popular sites on the internet – it’s a home for user-generated content. What makes it different is that innovation is at its heart. Innovative toys, to costumes, perspectives and humour, it is simply a content feast! And this content is shared worldwide by millions. Innovations are viral. On the right is an example of this; one of the hundreds of thousands of “Harlem Shake” versions (Youtube “Harlem Shake” and see what the fuss is about if you don’t know already. It’s even funnier when you see the original “Do the Harlem Shake” to give you context of how it all started).
Memes are a biological unit of cultural information transferred, resulting in shared behaviour. The phenomenon of Harlem Shake proves that we live in an age of consumer innovation, and consumer driven virality.
A study on global leaders by IBM shows trends in outperforming organisations. Their study indicates that to drive outperformance, CEO’s are doing the following: [threecol_two_first]
Empowering employees through values.
For CEOs, organisational openness offers tremendous upside potential – empowered employees, free-flowing ideas, more creativity and innovation, happier customers, better results. But openness also comes with more risk. As rigid controls loosen, organisations need a strong sense of purpose and shared beliefs to guide decision making. Teams will need processes and tools that inspire collaboration on a massive scale. Perhaps most important, organisations must help employees develop traits to excel in this type of environment.
Engaging customers as individuals.
The pursuit of customer knowledge is as old as business itself, but where and how those insights are found and used, are radically changing. To effectively engage an individual, consumer, client or citizen, organisations must weave together insights about the whole person – from sources they likely haven’t consulted in the past. They will need stronger analytics capabilities to uncover patterns and answer questions they never thought to ask. Client-facing staff and channels must be equipped to act on those insights. And since customers are increasingly mobile, organisations must be active there too, ready to engage in the context of the moment.
Amplifying innovation with partnerships.
Rising complexity and escalating competition have made partnering a core innovation strategy for many organisations. But to enable sustained, fruitful innovation partnerships, organisations will need deeper, more integrated relationships. Partnering organisations will have to share collaborative environments, share data – and share control. And even when the organisation is performing well, CEOs must occasionally break from the status quo and introduce new external catalysts, unexpected partners and some intentionally disruptive thinking.
Companies such as Procter & Gamble, Cisco Systems, Genzyme, General Electric and Intel are examples of how one can attain market leadership through open innovation strategies. They tapped into knowledge that resided outside their own structures and thus out manoeuvred and outperformed their competitors with in-house approaches to innovation.
“This is some of what global leaders have to say about how to lead in this interconnected world:”
“This is now a continuous feed-back kind of world, and we need the organisational nimbleness to respond.”
– CEO, Financial Markets, United States
“We are focused on empowering employees to be more creative and active in creating the company’s future. We need to mobilise our collective brain power for innovation.”
– President and CEO, Consumer Products, Canada
“Of course we need better information and insight, but what we need most is the capability to act on it.”
– Unit Head, Government, Hong Kong
“Each customer has distinctive traits we need to understand. To manage this complexity, we must be a digital cheetah.”
“Social Networking has and will continue to significantly change how we do business. The way we collaborate with our customers will be transformed.”
“We recognise that innovation is also happening outside of our organisation, and we need to align with the right partners and thought leaders.”
“We are not as good at innovation as efficiency. The HR function should help to build an innovative culture, create forums, develop leaders and find ways to measure and reward innovation.”
– Senior Vice President, Human Resources,
“The HR function should be taking a leadership role in identifying tools for collaboration. It should also set up and facilitate ‘communities of practice”.
– Chief Human Capital Officer,
Traditional agency stuctures aren’t built for the 3.0 world
When you look at this picture, you realise how traditional agency structures are not built to respond to this new 3.0 world. This is why Bamboo goes a step further by having at its heart a social network of consumer innovators who feed us information, help us solve problems and push us to create better work. To take it a step further; our network is also our pool of skills, information and insight. This gives us the edge.
So while the core agency remains small, the organisation could rival the biggest in size and talent. We also create groups within the network that clients can be anonymously a part of, not only watch their ideas come to life, but also to contribute to the group their own valuable insights, knowledge and expertise. Delivering true open innovation for incremental growth.