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Market Analysis: Looking At The Industry Prospect From The Unpopularity Of Employees In Japanese Clothing Stores

2020/9/23 14:11:00 2503

Clothing Industry

Since 2017, the operational quality difference of Japanese entity clothing stores has been widened. Under the multiple influences of e-commerce short-term and fast operation and consumption structure changes, the production and marketing cycle has been lengthened, the relative freshness has been reduced, and the efficiency has also been relatively reduced. As a result, the income of store staff has been stagnant for many years, lacking of employment attraction and lack of job vitality.

1. The relative decline of income and the lack of vitality of employees

One objective reason for the shortage of shop staff is the lack of employment population. According to Japan's official employment statistics, in recent years, the number of employed people aged 25-34 has decreased significantly. In December 2019, compared with 2009, the number of males decreased by 15.8%, and the number of females with relatively higher employment rate actually decreased by 5.2%.

Of all jobs, store sales are particularly unpopular. After 2016, the number of demand and the actual number of employment are close to 3:1, and the lack of regular employees promotes the hourly salary of part-time jobs to gradually increase. According to the survey of recruitment companies, the average hourly salary of part-time recruitment in three metropolitan areas reached 1012 yen in November 2017 and 1072 yen in December 2019. Shops are faced with the embarrassing situation of no one to use, forcing someone to give up shop or continue to operate.

The direct reason is that the income is low and has not increased for many years. According to the industry average annual income survey published by credents every year, the income of shop guides has hardly increased since 2014, and even declined in some age groups.

According to the survey data in 2019, the annual income of 25-29 years old is only 3.01 million yen, which is slightly higher than 2.93 million yen of the previous year and 2.84 million yen of 14 years old. However, the employees aged 30-34 are only 3.28 million yen, which is almost stagnant compared with the previous year's 3.24 million yen. The income of employees aged 35-39 is only 3.58 million yen, slightly higher than the previous year's 3.54 million yen, but it is still lower than 3.79 million yen in 2014 Yes. Shopping guides in their 30s are very experienced. They are the age to create value. However, the income data shows that the reality is very cruel.

From another point of view, clothing stores related to the income of several positions, shopping guide income is also the lowest. Compared with the design, buyer, VMD and other positions vertically, the measurable technical content of the shopping guide post is indeed low. However, they are the completion link to realize the sales value and represent the opposite service quality of the operator. Although it is difficult to measure the service quality, it does exist. How to evaluate the work value of shopping guide, and even try to use IA technology to replace the position of shopping guide, has become a hot topic of humanities.

2. Store environment beautification, low sales efficiency

From the perspective of direct factors, if the store performance is good, the employee's income will be higher, and the main index supporting the performance is the plateau effect of sales volume and sales gross profit.

From the comparison of the operation efficiency of UNIQLO stores, Direct stores and Shimura stores in Japan in 2019, it is obvious that the NPP is in a weak position.

For the good product plan, in addition to the number of shop staff, in order to pursue the effect of personalized store environment and comfortable display space, the decline of effective display Ping effect is a factor that can not be ignored.

The shops in the island village are mainly roadside shops, with relatively low property cost, relatively large shop area, and relatively few shop staff. In normal operation period, there may be less passenger flow, but it can maintain a high plateau efficiency. Especially during the epidemic period in 2020, due to the loose passenger flow restriction policy and the good price attraction, the sales performance has been rising all the way, which shows the power of outlet side stores, Even the person in charge of the good products program said that it was necessary to strengthen the opening of roadside stores.

Of course, if you compare the overall sales performance of stores per square meter, UNIQLO is 1.021 million yen, the domestic direct stores of liangpin plan are 706000 yen, which is only 70% of that of domestic UNIQLO, and that of Shimura is 246000 yen. The gap is still obvious.

From the overall trend of fashion clothing industry, if the average annual income of the shopping guide is 3.3 million yen, plus social insurance, welfare, transportation and other expenses, the per capita cost borne by enterprises is about 4.13 million yen a year. To ensure the payment of this labor cost, the annual sales of the store need to reach 25.81 million yen if the labor rate is 16%. According to the survey conducted by the Japanese Fashion Association (SPAC) in June 2019, the average annual sales volume of each member enterprise's stores is 22.56 million yen. The overall sales performance of the stores is low, and the sales efficiency is low. If the enterprise wants to increase the income of the shopping guide, it means to increase the income of the whole team, which is really under great pressure.

3. Improve the value of goods and stimulate the vitality of the team

Combined with the work requirements of Chinese clothing stores, the following three suggestions are put forward.

First, improve and improve the income of clothing store staff, stimulate team vitality, root in the value of goods.

Since 2000, the oversupply of Japanese clothing production has become more and more serious. In 2019, the total supply and consumption will be about 2.9 billion pieces and 1.35 billion pieces respectively. From the operational point of view, in order to reduce costs, increase the seasonal order volume, thus losing market accuracy, sales efficiency decline. From the perspective of the evolution of consumption trend, the survey data of Japan's Ministry of general affairs (see the figure) shows that, taking the household men's clothing consumption as an example, on the whole, the consumption of suits is declining rapidly, and the consumption values of social clothing have changed. Therefore, the premise of improving store income is to increase commodity value and meet new consumption demand. It includes seasonal booking of design goods, monthly update of hot spots of stores, cross category combination of commodity elements and so on.

Second, adopt flexible management to stimulate the vitality of store managers

Under the condition of perfect network technology, enterprises are more convenient for centralized management of stores. On the one hand, they can intuitively see the dynamic of shop items, monitor each link in the distribution process, and carefully analyze the purchase behavior of each member. However, this also brings a problem, is to suppress the vitality of the store manager. Originally, the management of employees is a process of humanistic interaction when they are open to business every day. The efficiency of employees is not stimulated by data. The result of human-computer interaction is that the store manager loses the motivation of emotional work. Many jobs are waiting for the back-end network transmission instructions, or regional barber instructions. The personalized ability of store managers is constrained and their vitality is reduced.

In addition to the guidance data given by the system, the store manager should flexibly use each person's specialty, combine the sales rhythm, passenger flow conversion rate, adjustment of goods in and out, regional display and other elements, absorb temporary and hourly workers and reasonably adjust hourly salary in combination with actual work intensity and time period, and organize innovative team to carry out online sales Online and offline business. Fourth, we should organize recreational activities for team members and adjust their emotional rhythm.

Store managers should be respected and given adequate incentives. Otherwise, when the network data depresses the vitality of human nature, people will become technical tools and passive slaves.

Third, the introduction of digital tools to simplify communication

Clothing store work is roughly divided into commodity supply, data settlement, management and maintenance, hospitality sales, on-site maintenance and so on. In addition to the hospitality sales, other operations have no direct relationship with the sales volume. Many of the work is repetitive or administrative activities imposed outside the store, which objectively reduces the sales opportunities of hospitality services.

The use of digital tools is to solve and replace the work links that have no direct relationship with reception and sales. For example, the reception function near the entrance of the active line is not suitable to be replaced by robots. At present, some domestic shops introduce voice robots, and they are placed in the main position of reception and reception. The image is ugly, the voice is rigid, and the editing dialogue is illogical, which makes the service quality of shops lower.

Some clothing enterprises introduce electronic labels to save labor in the process of incoming inspection, mid-term inventory, delivery settlement, commodity anti-theft, etc., while others introduce artificial intelligence technology to measure human body size, provide relevant data, and assist in manually providing commodity service plan, which can increase the reliability of reception service and improve the efficiency of reception and sales.

The introduction of digital tools can also analyze the cross frequency of customer behavior and shopping guide behavior in combination with the brand commodity attributes and store spatial pattern. From the two directions of purchase intention and sales intention, the shop dynamic line and commodity display layout can be optimized to help improve the staff's behavior efficiency and commodity sales efficiency.

This is an interesting subject of artificial psychology and behavioral intervention. According to the analysis of general experience, the key to the layout of clothing stores is not commodity allocation, but the configuration relationship among the cash register, fitting room and storage room. How to design the operation and shopping routes of shopping guides and customers is probably not enough only by empirical data. Using the new tools, it is necessary to design the operation route of the shopping guide as short as possible, and not cross with the customer's purchase line, but also to reflect the "three convenience" principles: easy to find, easy to choose and easy to use. The guide's mobile route is based on the line connecting the reception desk and the fitting room, shuttling through different types of space. While considering physical and behavioral factors, we should also consider the effect of psychological changes, such as the surrounding design of leisure area, related display, color and light design, etc.

The traditional experience and enthusiasm, in the new network purchase factor popularization today, has been unable to do as expected, is facing the elimination, must introduce the digital tool, the reorganization design and the rapid improvement shop essential product disposition, helps the artificial enhancement shop management efficiency, is not on the contrary, suppresses the artificial vigor with the technical tool, when the shop management efficiency improves, the real income increases, the staff The purse will be full.

In the face of data, the problems faced by Japanese garment enterprises are also the problems we are facing.



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