A popular fashion brand launches between 2,000 to 4,000 styles of products in a year. For brands that focus on basic design like GAP and Uniqlo, this number might be even smaller. However, ZARA launches more than 10,000 new styles every year, which are selected from over 40,000 designs created by its design team annually. Such a large number of new styles is aimed at catering to shorter product life cycles. As Uniqlo, which imitates GAP, how to compete differently with ZARA has become the biggest problem facing Yanai Tadashi. At this point, with further expansion, the number of Uniqlo stores worldwide has reached 848, and sales have also increased as a result. After a period of adjustment, Yanai Tadashi chose to position Uniqlo as an accessory supplier for clothing, meaning shifting from emphasizing the sale of clothes that everyone can wear to focusing on the "versatility" (Uniqlo suits all brands) of products. The target audience is the urban middle class who don't follow fashion trends closely, highlighting the features of easy purchase, high cost-effectiveness, and easy to match. This allowed Uniqlo to rediscover its own characteristics.
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