#Children Video

[astrangetorpedo]

Julien Baker covers No Children by the Mountain Goats + an introduction from John Darnielle

➕

Excerpt from “I Hope We Both Die: How The Mountain Goats Wrote The Ultimate Anthem To Dysfunction” an interview with John Darnielle

[infoshakil260]

I fell into the automatic renewal trap again

"Have you been automatically renewed?" Now, users may be bound to the automatic renewal function unknowingly when they unintentionally subscribe or choose password-free payment. So, what kind of experience does the automatic renewal function bring to users? How well designed is this feature? Users have different opinions 

This is already my third "automatically renewed" fee this month. When I first received the deduction notice, I didn't know why I was being charged. After some operations, I realized that it was because the monthly subscription membership of the video app I had subscribed to expired, and the platform automatically renewed it. I have purchased memberships on 3 video apps. Because it is found that monthly membership subscription is cheaper than single-month purchase. For example, for a certain video app, single-month subscription is 25 yuan/month, and continuous monthly subscription is 19 yuan/month.

In order to save money, most people HE Tuber generally choose to open a monthly membership service package.

However, many users thought they could save some money through continuous monthly subscription, but unexpectedly fell into the trap of automatic renewal.

Many apps also set up first-month discounts to attract consumers to choose continuous monthly subscriptions. For example, if a new customer of a music app chooses continuous monthly subscription, the first-month membership fee is only 3 yuan, and the second month and subsequent months are 15 yuan, but if you choose a single-month subscription, it will cost 18 yuan.

"As long as you choose continuous monthly subscription, after the membership expires this month, the platform will automatically deduct the fee without any prompt. What's even more outrageous is that the deduction bill does not indicate which platform deducted the fee." A netizen suggested.

What do you think of the design of the forced bundle renewal function? For this reason, friends from Tiantianwen started a heated discussion. Let’s take a look at what the friends said~

Part of the content of the article comes from @yifan｜Design mind-reading @Xu and @Eayon @Nemo point @wangwangwangwangwangwangzi@crocodile ate 55 rabbits @global question @呵呲嘚@不正@Accompany and others’ wonderful answers .

1. How cool is this function of forced bundle renewal?

People's Daily Online commented that "automatic renewal" will not remind users, and the single deduction amount is not large, which is not easy for consumers to notice, and the water flows smoothly.

Such quietly "sticky charging" does not necessarily provide services to users. Even if users "wake up from a dream" one day, they will most likely only suffer "dumb losses".

From the perspective of App operators, "automatic renewal" has been "agreed" by users. Whether they didn't pay attention or forgot to turn it off, it seems to be the "user's responsibility". Many apps have very good intentions, and this blame is too "slip".

So, how does it induce users to operate?

"Automatic renewal" is often set carelessly. Users may not pay attention to this small line of fine print in the agreement, or they may not be able to proceed to the next step without checking the box. Users are confused and led by the merchant.

In the second month of the contract period, since the amount is usually small and difficult for users to notice, the merchant will charge quietly, adding up to a small sum. By the time users notice, merchants have already made a lot of money.

Many friends say they don’t like the automatic renewal function and will turn off this option before the system automatically renews. This option seems to force you to make a choice.

Some friends said: "I checked Alipay and WeChat before and found that I had silently opened more than a dozen automatic monthly renewal memberships... Looking back at the time, I opened automatic renewal just for convenience and cheapness, and mentioned "You can cancel at any time, for example, WeChat reading costs 30 per month, and automatic renewal costs 19 per month. In comparison, it must be activated! "

Only later did I discover that there was profit and loss in the dark.

What you earn: Enterprises and users who really need it.

Loss-making: A big mistake that was needed temporarily but was later not needed but forgot to cancel.

This wave of "secret warehouse" operations by merchants is really amazing. Let the users unknowingly turn on the automatic renewal of more than a dozen software, and when the time is up, the users will be "emptied" unknowingly.

Some friends found that when it comes to how to choose "activate membership", the order of options is very particular. Most apps prioritize consecutive monthly, quarterly, and annual subscriptions at preferential prices, while members that do not require automatic renewal are placed at the end, and you need to carefully swipe the phone screen to find them.

2. It’s fun to bind for a while, then renew the crematorium

1. Reasons why users do not cancel automatic renewal

1) Forgot to cancel automatic renewal

We did not notice the automatic renewal setting in the software when subscribing to the service, or forgot to cancel the automatic renewal option after subscribing, resulting in a successful deduction for the next month's renewal.

Some friends complained: "Many times I sign up for membership 'passionately', just to watch a drama right away or because I have an urgent need for time. I often forget to turn off automatic renewal afterwards, resulting in continued deductions."

When there are other more attractive things to take away our attention, "cancel automatic renewal" will naturally be forgotten.

2) The steps to unsubscribe are cumbersome

In addition, “Another reason is that it is difficult to close and cancel the payment setting, and the closed entrance is not easy to find.”

Some limited-free functions will be used as bait in the APP. If you accidentally agree to use them, you will enter the fast payment channel. The platform will stipulate a limited time period, and if it is not canceled after the time, it will be deemed as automatic renewal. Turning off automatic cancellation requires a special period of time to find it. Some users give up when they can't find it for a while.

When product designers make any design, they should put users first, put themselves in the shoes of users, and understand the psychological changes of users. Only in this way can the products designed be loved by users, otherwise they will only lose their reputation.

2. Users’ trust in merchants decreases

Users may behave as follows when facing these situations:

1) Feeling confused and anxious

Users may feel confused and anxious when they realize they forgot to cancel automatic renewal or cannot find the cancellation portal. They may worry that they will be inadvertently charged, or feel that their rights and interests have been violated.

2) Find help and solutions

Users may actively seek help, such as consulting product documentation, contacting customer service, or asking questions on forums to learn how to cancel automatic renewal or find the cancellation entrance. They may want a quick resolution to avoid further distress and loss.

3) Have negative emotions about the product or service

If users have difficulty canceling auto-renewal or have a bad experience, they may develop negative feelings about the product or service. This can lead to them having less trust in the brand or company and even considering switching to a competitor.

"From an interaction point of view, any kind of "automatic" that can help users ease operations is the value that designers pursue. But some hidden factors, changes in user psychology, trust, dependence, these sensitive points are In the whole process, due to the lack of channels for speaking out or being too profit-oriented, they are often artificially ignored. Designers should make objective judgments on the user's intentions and should not adopt aggressive approaches." Some netizens suggested.

3. If you sign the contract, I will wait for the payment.

From the perspective of merchants or enterprises, renewing contracts for different users can bring the following gains:

1. Stable income stream

Renewal means that the user is willing to continue using the product or service and continue to pay. This provides businesses with a steady stream of revenue, helping with financial stability and business growth.

2. Improved user stickiness and loyalty

Through successful renewals, companies can enhance users' stickiness and loyalty to their products or services. Users are willing to continue using and paying fees, indicating that they are highly satisfied with the product or service and are willing to establish a long-term cooperative relationship with the enterprise.

3. Reduce user churn rate

Renewal can help companies reduce user churn rates. In a highly competitive market environment, retaining existing users is more cost-effective than attracting new users. By providing quality products and services and building good relationships with users, companies can increase user retention and reduce churn.

4. Data analysis and product improvement

Through the user data collected during the renewal process, companies can conduct in-depth data analysis to understand user needs and behavior patterns, so as to improve and optimize products. This helps companies continuously improve product quality and user experience, meet user needs, and further increase renewal rates.

A friend said: "From the perspective of the company's business purpose, it is very good and brings revenue to the company. If your product provides a good user experience and solves problems, users will still activate it again even if they are unbundled; From a product perspective, it provides users with memberships and does not require users to manually renew, which provides convenience. Users will also enhance their interaction with the product by opening memberships, and at the same time complete the business purpose, which is a good IDEA."

The emergence of forced automatic renewal is mainly based on the economic interests of merchants, because automatic renewal can ensure that they continue to receive income after the user's subscription expires, and reduce the possibility of user churn. For merchants, forced automatic renewal has indeed bro

[wearenotjustnumbers2]

This child in gaza is screaming:

"I wish it was a dream. Oh, mom and dad. I wish it was a dream and my mom and dad are still alive" after being rescued from underneath the rubble to find his parents killed by Israel.

Share this, we are not numbers. Let our voices be heard in hopes that this stops.

[tossawary]

I just know in my heart of hearts that in "Star Trek" at one point, there was some moral panic somewhere on Vulcan (among the uppity sorts) because Human culture was "infecting" the local youth with their overly emotional, destructive, unproductive, frivolous, and uneducational ways.

And what was actually happening was that a bunch of Vulcan kids got really into 23rd-century "Minecraft" or something.

Small Vulcan child @ another Vulcan child: (in a tone that sounds flat to Humans but angry as hell to Vulcans) "You have compromised the optimization of my fortress. I am having an emotional urge to blow up your house... in Minecraft."

[jellolegos]

And your dearest fantasy Is to grow a baby in me I could be a good mother And I wanna be your wife So I hold you to my knife And I steal your letter

Not a lot, just forever

[maybmila]

Poor kid

[wicketcityart]

fallen star 💫

[stupiderat]

The Trickster, The Fool, and The Lost Children

Harpy Hare Where have you buried all your children? Tell me so I say!

part 2 of this post

[l0velybugg0]

Had to stop my candle run for a moment to make this idea a friend of mine came up with:

im crying help,,

[rvllybllply2014]

May her son now have a full belly and all the toys to play with. Sudan is in a starvation crisis

[abdquffa9]

❗️🇵🇸🍉 Please don't skip❗️🍉🇵🇸

This is my little niece 🫂

An indescribable scene, this little girl is trying to get food to feed her younger siblings,❗️❗️ and she is sad because she did not provide them with the appropriate amount, is it the fault of these children that this happens to them? And can the world watch these scenes and remain silent?

Can you stand by us and support🍉 us? Please 🙏🙏do not ignore this appeal🙏🙏🙏🙏🍉🍉🍉🍉🇵🇸

Donation Link go found me ⬇️⬇️

PayPal donation link 🇵🇸 ⬇️⬇️⬇️⬇️⬇️⬇️⬇️

✅️ Vetting Done ✅️

My campaign vetted by

@a-shade-of-blue ;September 21 link vetted

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link vetted

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link vetted

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@gazavetters my number verified on the list is ( #67)

My brother's and sister account

(@ahmadquffa)

(@mumenquffa)

(@shahdquffa)

@90-ghost @el-shab-hussein @nabulsi @sar-soor @sayruq @queerstudiesnatural @appsa @communistchilchuck @fairuzfakhira @neptunerings @just-browsing1222 @appsa @akajustmerry @feluka @marnota @annoyingloudmicrowavecultist @tortiefrancis @flower-tea-fairies @tsaricides @riding-with-the-wild-hunt @vivisection-gf @belleandsaintsebastian @ear-motif @animentality @kordeliiius @brutaliakhoa @raelyn-dreams @troythecatfish @violetlyra @the-bastard-king @tamaytka @4ft10tvlandfangirl @troythecatfish @skatehan @northgazaupdates2 @northgazaupdates2 @baby-girl-aaron-dessner @friendshapedplant @mangocheesecakes @commissions4aid-international

[somnoir]

Bats and Phantoms - Part 4

Part 3 | Masterpost

Damian and Specter

Many strange things have been happening lately. First, it was Todd suddenly becoming obsessed with a scholarship student of Gotham U. Damian had witnessed the disgusting display of infatuation from his elder brother whenever he stalked the young man. Something had happened and it surely involved the death of the joker.

Second, it was Richard who was utterly besotted with a mysterious meta that went by the name Wraith. They had found mentions of him, wherein some heroes commented on how he had helped them with issues that would have them contact the JLD.

Third was Cassandra who had been the one to meet the strange redheaded girl who shot the Scarecrow with an unknown weapon in the form of a gun. She was right to be wary but Cassandra, like their brothers, was actively seeking this girl out. (She was no longer in Gotham from what he understood.)

But nevermind that. For all he was an Al Ghul, he was still a Wayne. He was Damian Wayne at the moment, not Robin. So getting kidnapped was... Well, he cannot understand how Drake deals with this. He recalls the number of times Todd has had to save Drake from mediocre kidnappers who needed to be taught a lesson on how to kidnap people.

But his captors seemed to be slightly better than that of Drake's. He can hear his father telling him not to bite any of them. They were foolish oafs that pressed the barrel of a gun against the side of his head. Damian glared, snarling at the man who seemed startled that the youngest of the Wayne's could react in such a way.

Before he could inact his plan, Damian caught sight of the strangest thing. There was a hand passing through the wall, waving right at him. The hand pointed to the ceiling and Damian hesitated to look up. He stared, nothing happened, and then he saw it.

A girl passed through the ceilings, wispy white hair and Lazarus green eyes boring into his soal. She smiled, pressing a finger to her lips and all he can do is nod.

She floats down, lingering just behind his captors and moving left and right so she wouldn't be seen. A mischievous grin spread across her face before she disappeared and then reappeared in front of the men.

"B̶̢̯̮͙̳̫̯̜̠͎̟͔̱̺̦͎̓̃̑͑̄̐̈́͋̐̅̽̿́͋̆͗͊̾̐̊̂̋̑̎̈́̐̄̾̈̇̽̄̂̇͜͜͝͠͝͝͝Ơ̷̧̨̛̛̳͎̜̪͎͚͓̱̜͔͈̜͇̳̬̼̯̦̽͛̇̇̈́̀̄́̃̏͊̓̃̌̀̏͋̌́̂̕̚͠͠ͅͅͅO̵̡̜̖̭͕̟̞̼̐̎̐͛̍̊͛͂̊́̓̂͆̍̾͊̾̈̄̿͑̾̊̎́́̐̂̈̾̿̿̈́̉̇̈́̈̍̚͘̕̚̕͝͝͝͝͝͠!"

The noise she made startled the man, making them drop theirs guns before she directed the most beautiful uppercut he has ever seen. Damian was in utter awe as she mocked his captors, flying around them and giggling as they were led in circles until they were tripping over their own feet.

"Woops. Kidnapping people is bad, y'know. Don't do it." She scolded, taking their guns and throwing it against the wall. "Skedaddle!"

The men—cowards—ran like hell and he was left with the girl. Damian froze when she turned towards him, before she's hurriedly untying him from the ropes and peering at him with a curious look.

"Hello there, I'm Specter." She introduced, offering her hand to him.

Damian accepted, feeling her cold skin through her gloves. "Damian Wayne. Thank you for saving me, Miss Specter." Even though he clearly didn't needed it.

The way she spoke and acted reminded her of Grayson—loosely.

"All in a day's work!" Specter huffed, looking utterly proud with herself before she's dragging Damian out the warehouse. "Okay, so. Since you're safe and all... I need a bit of help. See, I saved some kittens on the way here and I can't keep them since I ain't from Gotham. But since you're a Wayne and all, would you mind?"

She spoke fast, almost without breathing, before she's rushing away and bringing back a box of kittens. Three to be exact.

Damian stares, and stares, and then looks at Specter strangely.

"Please?" She pouted, pushing the box towards him. Damian's doesn't even hesitate to take it, sighing and shaking his head in exasperation.

"Thank you! Oh, I've already names them. This one is Johannes, this one is Galileo, and this one is Henrietta. Please take care of them. I have to go now!" Specter bid her farewell, petting the fussy kittens before she flashed Damian a toothy-fangy smile.

She vanished soon after, leaving him to contemplate it she was even real in the first place.

Elle had only wanted to visit her brother but when she saw a bunch of men dragging an unconscious boy into a warehouse, she just had to help. Jazz taught her better than to abandon people in need. She had to set down the box of kittens she had found in a corner close to the warehouse, before rings of light appeared over her body and everything became inverted.

The boy was familiar—maybe a celebrity since he was getting kidnapped. He'd have to search him up later.

It wasn't hard saving him, the kidnappers were easily spooked. When the men ran, she stuck her tongue out and blew raspberries at the cowards before turning to the boy. He had green eyes—natural ones unlike hers and Danny's that were only present in their ghost forme.

"Hello there, I'm Specter." The Hero name Jazz had helped her with rolled of her tongue so easily. It made her brighten up in seconds as she offered her hand to the boy.

"Damian Wayne."

Ah, so he was a Wayne! Danny mentioned them to her. Speaking of Danny, he really needed to check up on him.

She remembered the kittens pretty quickly, and since Damian was a Wayne, he'd have more space for them than Danny. So she grabbed the kittens, all named after scientists that were related to astronomy, and she entrusted the cute things to him.

Template: WHERE ARE YOU????

The superior copy: I just saved a Wayne

The superior copy: Do you know Damian Wayne??

Template: The youngest

The superior copy: I just gave the kittens I found!

The superior copy: On my way tho

She was going to miss Johaness, Galileo, and Henrietta, even if she only had them for a brief moment. Maybe she'll get to meet them again in the future.

(Later on, Damian lurks in the shadows, waiting for Dick to finally leave the batcomputer alone so he can stalkinvestigate his saviour.)

Part 5 | Masterpost

[infoshakil260]

Review of the new retail formats that emerged in Japan after the 1990s

A review of the mainstream tracks that have emerged in Japan's retail industry since the 1990s shows that the several new retail formats that emerged at that time all highlighted their cost-effectiveness advantages. So, what are the reasons and background behind this phenomenon? Let’s take a look at the interpretation of this article, which may inspire students who want to understand new retail.

In the early 1990s, Japan's economic HE Tuber growth was sluggish and the unemployment rate was rising. Domestic commercial consumption entered a stage of negative growth. However, at the same time, the change in residents' consumption concepts also gave birth to a series of anti-cyclical new retail formats that are more in line with cost-effective consumer needs.

Cost-effective retailing has been a mainstream trend in Japan’s retail industry since the 1990s, with soft discount stores, 100-yen stores, and low-price retail stores being the main representative subdivisions.

The following content is mainly from the China Merchants Securities research report "What are the common characteristics and capabilities of Japan's retail formats that emerged after the 1990s?" ", compiled and edited by "Zhuangshuai Retail E-commerce Channel". ‍‍‍‍‍

Soft discount store: It was born in Japan in the 1980s. Its business model is to sell expired products, last-minute goods, slightly defective products, etc. at a discount. It is an important channel for brands/manufacturers to clear their inventory. It originated from outlets in the United States. Business format. Products in the soft discount format are highly priced and therefore generally have strong anti-cyclical capabilities during economic downturns.

The soft discount model attracts customers by selling off-quality and defective goods at a discount due to product defects. During the economic downturn, it is driven by supply and demand to achieve high growth.

From the demand side, residents’ income and consumption willingness have declined, and soft discounts and cheap genuine products are more popular;

From the supply side, during the period of economic slowdown, the era of increment turned to the era of stock competition. The oversupply of regular-priced goods led to inventory backlogs among retailers, and the rapid product iteration model of convenience stores that emerged at that time also generated a large number of surplus goods. Don Quijote A type of soft discount stores have become their effective outlets.

The soft discount model itself is just a low-price marketing selling point rather than competitiveness. Affected by unstable supply and difficulty in dynamic sales management, most soft discount players in Japan during the same period have not been able to stay in business.

Retail E-commerce Channel" research found that soft discounts are used to attract customers at ultra-low retail prices through the sale of off-stock goods. The core is an intermediary role in communicating supply and demand and digesting production capacity. The particularity of products often causes them to face unstable upstream supply. , The large variance in product sales leads to difficulties in management and operation.

In fact, in the early 1990s, thousands of soft discount stores appeared in Japan in response to the trend of rational consumption, but they failed to open stores on a large scale.

For example, Rogers, which pioneered the soft discount model earlier, once achieved annual revenue of 4 billion yuan in 1991. However, it gradually became silent after the end of the low-price-first era. It still has only 12 stores, mainly due to the unstable supply of tail goods and It has not established its own supply chain and operating system, resulting in insufficient supply of good-selling goods and a backlog of unsalable goods after reaching a certain scale, making it difficult to balance scale and profitability.

Therefore, the supply chain and operation management capabilities under the model are the key. Don Quijote uses "reasonable product mix and pricing strategies to balance low prices/sources/SKUs/profits", "first-mover and account period advantages in the supply chain of tail goods" "Achieve stable supply of goods + build private brand supply chain to increase gross profit" and "efficient operation and management to reduce costs and improve efficiency" solve the pain points of the business and achieve sustainable expansion and profit growth.

Don internal slogan is "Sell the products that are cheap, sell them at a high price, and sell the products that are expensive, sell them at a low price." That is, products whose value is widely recognized are sold at a lower price (to deepen the low-price mentality), while products whose value is not widely recognized are sold at a lower price. To tap higher value (increase overall profitability), for some ordinary regular products, the price will be 10% to 30% cheaper than convenience stores, Ito-Yokado and other channels, while special products with low-end products will be lower than the regular price. above 50.

Don Quijote introduced the food category to attract traffic, and then acquired GMS Nagasaki House Supermarket and UNY Supermarket Chain Group in 2007 and 2018, thereby adjusting the product structure and increasing the proportion of non-food categories to increase gross profit (food gross profit margin is about 15% , daily gr product portfolio logic consists of three parts:

The first is 30% off-stock products: defective products are sold cheaply and at low cost. On the one hand, they can bring higher gross profits (non-food gross profit margins can reach about 35%). On the other hand, extremely low-priced products have stronger traffic flow. attributes, stimulating consumers’ impulse to pick up wool.

The second is 55% ordinary goods: the quantity of defective goods is limited and the supply is unstable, so they are sold together with ordinary goods to enrich SKUs (up to 60,000-100,000 in a single store) to meet consumers' diversified shopping needs.

The third is that 15% of private brands improve profitability and make up for the gap between supply and demand. On the one hand, they increase gross profit margins, on the other hand, they can meet the needs of potential customers that cannot be covered in past purchases, and monitor hot-selling and limited-supply products for self-ownership. Production achieves sufficient supply.

In terms of marketing strategy, Don Quijote takes advantage of consumers' unplanned psychology in shopping, visually impacts consumers through dense displays of massive SKUs, and bombards consumers with continuous low-price information to weaken their rational purchasing thinking and enhance consumers' desire to buy impulsively.

In addition, Don Quijote labels its products with vivid copywriting to indicate the reason for the low price, conveying the value of the product and enhancing consumer trust.

Under the soft discount format, Don Quijote’s cost-effectiveness mainly stems from:

Product Selection and Pricing Strategy: -30% of low-end products are naturally priced to attract traffic, and some ordinary products are sold at a discount to strengthen the low-price mentality;

Low purchase price: low price and relatively stable supply of tail goods;

Low operating costs: Entrusted inventory management reduces inventory management and turnover expenses, and order-based store opening reduces store opening costs.

100-yen stores: They emerged after the 1990s. Most of the products are priced at 100 yen, which is equivalent to the 2-yen stores in China and the 1-dollar stores in the United States . The product range covers a wide range of products and follows the logic of small profits but quick turnover.

Their store area is generally about 1,500 square meters for large street stores and about 500 square meters for stores in shopping malls. The categories are mainly food, daily necessities, cosmetics, hardware, decorations and other small commodities; the SKU is about 70,000, and about 800 new items are launched every month.

Currently, the main players in Japan's 100-yen store format include Daiso, Seria, Cando and Watts. Daiso's market share exceeds 60%, ranking first in the industry.

Daiso originated from the Yano Store established in 1972, and officially established the Daiso brand in 1991. After the 1990s, it grew rapidly due to the sale of absolutely low-priced products. The annual revenue growth rate from 1998 to 2003 reached 42%. In 2022, Daiso's operating income will reach 549.3 billion yen, and the number of stores in Japan will reach 4,042, including 3,204 directly operated stores.

Daiso directly-operated stores account for about 60%. When opening a store, they usually choose to take over poorly managed closed stores at lower rents, and use the previous store's decoration for secondary use, thereby saving store opening costs while providing consumers with for a fresh experience.

Daiso stores usually only have one full-time store manager, and the rest are part-time employees. In 2000, Daiso had a total of 38,500 employees, of which only 4% were regular employees. Part-time employees were used to reduce hourly wages and save employee costs.

In addition, after Daiso opened more than 1,000 stores, the brand awareness of the channel gradually increased. Many large shopping malls valued the strong traffic flow of low-priced formats and gave them rental discounts to support their entry, further improving profitability.

On the supply chain side, Daiso improves product quality by intervening in the manufacturing and production process. That is, it changes from purchasing finished products to cooperating with OEM suppliers. It participates in product design, production, logistics, sales and other industrial links throughout the process, and exercises strong control over product production quality. , improve the cost, quality and performance while reducing the gross profit under the premise that the product price remains unchanged, thereby creating a "cheap profit" surprise for consumers, and relying on the true price-performance ratio to gain high frequency and high repurchase with high trust.

Since low prices and high quality have lowered gross profits, the gross profit margins of some products have dropped from about 30% to 2-10% or even lost money after adjusting the product selection strategy, causing profit pressure.

Daiso adopts a category-matching sales strategy, attracting traffic from loss-making high-frequency consumer products, and ensuring profits from high-margin products and low-frequency consumer products (such as seasonal products such as travel supplies, which are not highly price sensitive), and the small-profit but quick-turnover model is successfully implemented.

After the model was completed, the rapid expansion of stores increased expenses, and it was difficult to run volumes simply by making small profits. Therefore, after 2003, Daiso's business focus shifted to comprehensive cost reduction and efficiency improvement in the supply chain.

Daiso selects OEM manufacturers around the world, and relies on large-scale purchases to achieve deep binding with high-quality suppliers from all over the world and start OEM production cooperation at low costs. Daiso currently cooperates with 1,400 suppliers in 45 countries and regions around the world, of which suppliers in China (Yiwu, Guangzhou and other places) account for more than 50%. The cost of large-scale procurement is extremely low (the Yiwu purchase price of a hundred yuan product is only 15-45 yen).

The scale of sales gives Daiso the financial strength to invest/take shares in source manufacturers, thereby further enhancing its control over manufacturers and saving expenses.

Take paper products as an example. Thailand, as a source of raw materials, is cheap and has low labor costs. Daiso usually contracts the entire Thai factory to produce annual production capacity to extremely reduce the average cost per order. Another example is the book category. Daiso can invest in printing/ The plate-making fee is reduced by 10%, and based on the order volume that is nearly 10 times higher than that of ordinary wholesalers, the cost is further amortized. The gross profit margin can eventually reach about 30% (the gross profit margin of traditional book sellers is usually around 15-20%).

Under the 100-yen store format, Daiso's cost-effectiveness also comes from low purchase prices, low operating costs, and misaligned pricing strategies. With supply chain and management capabilities as the core, it has successfully run through the "low-price and high-quality transformation → channel scale expansion → overseas supply" The evolutionary path of "chain integration & efficient operation management → double increase in share & profit" has become the originator of the 100-yuan store.

Affordable vertical retail: first appeared in the 1970s, including casual clothing, household products, cosmeceuticals, food and other sub-categories. The products are mainly characterized by affordable prices and high quality. They generally pay more attention to simplicity and practicality and downplay the brand concept, which is in line with the slowdown of the Japanese economy. During this period, the economic democratic consumption view perfectly fits.

Uniqlo is a typical representative of affordable retail in Japan and a core brand of Fast Retailing Group. It was established in 1984 and creates a cost-effective moat based on price + quality. As of 2022, UNIQLO will have 799 stores in Japan.

In the early days, Uniqlo positioned itself purely at low prices and drove revenue growth through rapid store openings. By 1994, the number of stores reached 100.

Faced with the scale bottleneck and product quality problems caused by the simple low-price strategy in the early stage, we started to explore product differentiation, strengthened the innovative design of styles and fabrics of basic items, and successfully launched the scarce fabric polar fleece sweater in 1999. A hit, the compound annual revenue growth rate from 1999 to 2001 exceeded 90%.

UNIQLO implemented the ABC reform at the end of 1998 to start the transformation of its business model. In terms of management mechanism, UNIQLO emphasized the importance of store managers as the hub linking the headquarters and consumers. It launched a super store manager mechanism to establish direct contact and real-time feedback between the headquarters and stores. .

At the same time, it increases the decision-making power of store managers and gives them the right to decide on their own, such as order quantity, product display, and personnel arrangements, thus avoiding the problem of upper-level retreat management. Each store can formulate business plans based on local conditions to improve its own operating efficiency and performance.

[wearenotjustnumbers2]

This is the moment israeli soldiers shot and killed 9 year old Palestinian Adam al-Ghoul in Jenin in the West bank.

They also killed another child today ( Basil al wafa) a bit later. See the child who pulled Adam, he had to hide because israeli forces were still shooting. In Jenin, no hamas, no ceasefire. When zionists say they want peace this is what they mean, Palestinians going back to being killed in silence.

[buggachat]

side note i am still vibrating on the edge of my seat waiting for the upcoming hit release of clear future GOTY contender Miraculous: Paris Under Siege, coming to Xbox and Playstation and Switch and Steam. every day i wait in agony for October 25th.

[simple-persica]

Remembered that I love Overly Sarcastic Productions and I thought it'd be fun to do a screenshot redraw from their Loki video