Case Study On The Operation Problems Of Uniqlo's SPA Business Model

With the rapid development of economic globalization, as well as people living standard rising, the competition between enterprises is increasingly fierce.The rising cost of Labour, the change of the terminal customer demand, products' innovation input, etc., are put forward unprecedented challenges to the enterprise's survival development. Among the enterprise's many strategies, the strategy of business model is the root of an enterprise development. So for the enterprises which are engaged in the clothing brand industry should choose a suitable business model firtstly and apply the model effectively.Uniqlo, originates from Japan, is a garment brand which is using SPA's business model. Because of the SPA business model, up to now, uniqlo has developmented to the Top one in Japan on the sales amount from a garment shop in the suburb. Around the world, Uniqlo ranked fourth, second only to Zara, Gap and H&M. Uniqlo is the only Asian brand to enter the world's top five. But uniqlo's SPA business model in actual operation is also meeting the problems.Ini the thesis, by analyzing Uniqlo's competition context and the comparation with Zara which is also using SPA's business model, Uniqlo's problems has been found out.Based on the theory, the thesis puts forward the improvement measures,hopes Uniqlo can improve its insufficient respects and continus to develop forward.In this thesis, it is using case analysis, comparative analysis, literature analysis, to analyze Uniqlo's SPA business model. The conclusion is:SPA is a vertically integrated business model which is from the design of the products, production to sales. Compared with the traditional business model, the SPA model can enhance the core competitiveness of enterprises.However,to gain a competitive advantages compared with competitors, the enterprise needs to apply the model more effectively.If Uniqlo wants to achieve the goal of 5 trillion sales in 2020, it needs to find out its own problems and to put the improvement measures into effect, from the three stages of the design, production and sales, respectively.