Like Inditex, the Spanish firm that owns the Zara brand , Mr Yanai is betting bigon Asia. He plans to open 100 stores in Asia this year, rising to 200-300annually in a few years time. His target is for Uniqlo to generate most of its revenuesabroad within four years. Last year Uniqlo s Japanese sales were ¥600 billion ;foreign sales were less than a sixth as much.
和坐拥Zara服装品牌的西班牙公司Inditex一样,柳井正先生在亚洲区下的赌注颇大。今年,他计划在亚洲区开设100家品牌购物店,在随后的年份里面以每年200-300家店铺递增。他的目标是,四年内使优衣库品牌服饰在海外市场利润额得到大范围增加。去年,优衣库服饰在日本的销售业绩是6000亿日元;其海外销售业绩低于国内销售业绩的六分之一。
Uniqlo s approach is quite different from Zara s. Whereas the Spanish firm chases everyfleeting fashion, Uniqlo relies on large volumes of high-quality, cheap items, such as fleecesand jeans, that last all season. But it is far less global. According to Yukimi Oda of MorganStanley MUFG in Tokyo, sales of Fast Retailing, Uniqlo s parent, are about 60% of those of itstwo biggest rivals, Inditex and H M of Sweden, but operating profits are only a third thesize. Ms Oda reckons more scale in Asia will bolster margins. Next year she expects Uniqlo snumber of stores in China to surge ahead of Zara s and H M s, as they have donealready in South Korea.
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