From a retail perspective

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The mystery of the overturn: What are the lessons from lululemon’s past failures? We need to remind everyone: lululemon's road to breaking out of the circle is not smooth sailing, but has an unknown black history, which is even worse than Hua Xizi's overturn last year. So, what is the trap that lululemon fell into? It finally embarked on the old path of the shoe and apparel industry: opening stores crazily and suppressing inventory. : From to , it took lululemon six years to open stores. In the two years from to , stores were opened, and the store


opening speed increased three times! However, the speed is contrary to the Guangdong Mobile Phone Number List characteristics of lululemon's brand ring and cannot match its original retail model. The secret of lululemon store opening in the early years was simple: - months before opening a regional store, build brand awareness by building showrooms. The showroom is not a formal store. It only sells goods three days a week, and the remaining time is spent on community activities, developing brand ambassadors, etc., thereby stimulating consumer demand. When the store is officially opened, initial





sales can reach a very high level, so the cash flow return cycle is very short. When the single store model is highly controllable, cash flow can be accurately measured and more loans can be obtained to open new stores []. The portraits of lululemon’s employees are highly similar to their customers, and % are women. Which brings up a problem: Most of them will have two children and take a year of maternity leave each time. In order to prevent high-quality employees from being out of work, lululemon took many years to figure out a mechanism and must start to reserve new talents months in advance [].