Home >

Ryui Masa: Japan'S Richest Man Selling Clothes

2014/2/5 22:50:00 76

??? 日本語 Fran?ais English 中文

Ryui Masa "Sell Clothes " The Richest Man.

Ryui Masa once wrote in his autobiography "one win, nine defeats": "the world regards me as a winner, but I don't think so. My life is actually one win or nine defeat.

If we say that we have achieved some success, it is also the result of not afraid of failure and constant challenges. "

< > Forbes magazine recently published the list of Japanese richest in 2013. Liu Jingzheng, the chairman of marketing group of a target= "_blank" href= "http://www.91se91.com/", "clothing /a" brand, won the crown of Japan's richest fourth times. Its total assets amounted to US $15 billion 500 million, an increase of 46% over the previous year's US $10 billion 600 million.

"P > Ryui Masahito's hand made UNIQLO has become the world's fourth largest and Asia's largest" a target= "_blank" href= "http://www.91se91.com/" clothing "/a" brand.

According to statistics, about 85% of the Japanese people from the handsome boys to the fashionable beauties, from the office workers to the market hawkers, have at least one a target= "_blank" href= "http://www.91se91.com/" > the clothes "/a".

UNIQLO has become the first clothing brand of Japanese nationals.

Less than P, but Ryui Masa's ambition was bigger. His goal was to become the world's leading clothing retailer in 2020.

Today, we are accustomed to IT, finance and real estate's richest people. It seems hard to understand how a "sell clothes" can reclaim Japan's richest person.

How did Ryui Masa succeed?

father's trust .

Ryui Masa was born in a family of clothes. His father was the boss of a suit shop. Because he was the only child in his family, he was placed in high hopes from an early age, but he was also strictly required.

His father told him, "if you want to be number one, you can do anything first."

Such expectations and ideas have great influence on his future career expansion.

although Ryui Masa grew up in a family with strong business atmosphere, he didn't have much ambition in his hour.

He often skipped classes at school, and in his own words, he was a "young student".

After graduating from high school, rebellious Ryui Masa decided to get rid of the bondage of his family and deliberately applied to a distant university. After that, he began to study and study alone in Waseda University for 4 years.

Liu Jing Zheng, who is still a student who has no future in the P era, has been hanging around in cinemas, video arcade and coffee houses almost every day. Occasionally he goes to the mahjong museum to try his hand.

After 3 months of graduation, or with the help of his father's friend, Ryui Masakata could enter the supermarket of JUSCO (P). He was arranged for kitchen and toilet equipment stores such as kitchen knives, vegetable cutting boards, etc.

But 9 months later, he resigned on the grounds of "no useful experience in the supermarket" and went back to his hometown in Yamaguchi, a remote Yamaguchi Prefecture, to help his father deal with the clothing store business.

however, when the less frivolous Liu well was preparing for a reform of the small clothing store, the staff in the store reacted strongly. Under the age of 25, he was "trying to make a difference" and only 6 employees walked 5. The remaining one was Ura Leeji, who later became the core manager of UNIQLO.

faced with this situation, the father did not blame Liu Jing Zheng, but gave the company seal and internal accounts to him completely.

This touched Ryui Masa very much. He recalled that he was determined at the time: "from now on, we must never fail again."

it can be said that the great trust of his father has become the driving force for Ryui Masa to strive for self-improvement.

SPA mode /p >

1984, Ryui Masa officially took over from the father's "small county business" suit shop owner.

Instead of sticking to the "old road" of his father's suit shop, young man turned his sights on more casual clothes in the mass market.

At that time, the Japanese economy was booming and the luxury of society was flourishing. But Liu had a different vision. He saw the big market of ordinary people and decided to focus on the sale of cheap everyday clothes.

in this year, willow well opened the first "UNIQLO" store in Hiroshima, and the company adopted the SPA mode, that is, "Specialty store retailer of Private-label Apparel".

In this mode, garment enterprises have their own brands, and integrate operations from design, production to retail.

Ryui Masa also drew on the model of store sales in the US campus, and sold clothes in warehouses and self-help shopping.

Low prices and diversified choices give Japanese customers a fresh feeling of being in supermarkets.

the new sales mode of UNIQLO and the advertising effect made Ryui Masa win the first place in the casual wear market.

On the day of opening, there was a long queue in front of shops.

In the first 3 years, UNIQLO opened 22 stores.

In 1991, the company name changed from "small county business" to "Fast Retailing" (fast Marketing).

1991, Japan's economy began to decline, and UNIQLO's ambitions were also constrained by funds.

However, Ryui Masa has a new idea: add 30 stores a year, 3 stores total more than 100 stores, and then apply for listing.

In contrast, UNIQLO pferred the production base to China, and Japan was only responsible for the design.

this train of thought coincides with the development trend of "fast fashion" at present. The fast marketing company is ushering in the era of rapid expansion.

Ryui Masa's plan also progressed very smoothly. By 1994, UNIQLO had added 100 stores and was listed on the stock exchange of Tokyo and Hiroshima on that year to ease financial pressure.

In P, 1998, UNIQLO opened stores in Shibuya, a popular Japanese wind vane, and launched a new lightweight, short, warm and comfortable "fleece" product with a price of only 1/5 of the same products and 15 colors.

This shocking move made UNIQLO quickly become the national brand that occupied the domestic market of Japan, and became the representative of parity dress.

In those days, UNIQLO's "fleece" products were sold 2 million pieces, and sold 26 million pieces in one breath in 2000, and almost one in 10 Japanese bought it.

{page_break}

one wins, nine defeats .

Ryui Masa once wrote in his autobiography "one win, nine defeats": "the world regards me as a winner, but I don't think so. My life is actually one win or nine defeat.

If we say that we have achieved some success, it is also the result of not afraid of failure and constant challenges. "

he often said that business itself is the accumulation of wrong attempts, and failure is a common occurrence.

But every failure experience is the foundation of the next success. This is the attitude that business enterprises should have.

indeed, Ryui Masashiya has been a big somersault.

After P successfully occupied the domestic market, Ryui Masa began to expand overseas in 2001.

He first opened a branch in London and opened 21.

At that time, Ryui Masa took it for granted that only 50 stores would be profitable.

However, this is not the case. London branch business is not ideal.

UNIQLO's summer breathable sweaty POLO sweater has been sold in Japan. This POLO shirt has also been pushed into the London market. However, although Britain is also an island country, the summer in London is not as high as that in Japan. So this POLO shirt is useless.

The British pay great attention to the value of goods, and they will not buy it easily before they agree.

In this way, overseas expansion was once blocked.

through this campaign, Ryui Masa reconsidered and got the experience of "first making a shop profitable, then extending the profit model to other stores".

"must have the sensitivity to detect failure quickly, then consider the correct direction and method, and correct it in time."

This is another business philosophy of Ryui Masa.

It is precisely with this idea that he quickly adjusted his strategy to close all the shops that were not good enough in London, leaving only 5 shops that could be profitable.

After P's continuous attempts, failures, duplication and adjustments, Ryui Masa led UNIQLO to launch an offensive in the overseas market in 2005, the main commercial area with the largest flow of metropolis and large-scale brand promotion.

For example, in the busiest section of New York's Fifth Avenue, Ryui Masa signed a lease of 15 square years with an area of 8270 square meters for $300 million.

At P, UNIQLO's largest overseas market in China is 70% of its international sales growth and 48% of its total profit growth from China.

In an interview with global magazine reporter, Ryui Masa said frankly: "the Chinese market is now the most desirable market in the world.

Our company grew with the growth of Chinese factories. "

Last year, the problem of Diaoyu Islands was fermented by Japanese provocations. Liu Chi, a business tycoon, had publicly stated that the Japanese government had not done any relief efforts after the escalation of the dispute over the Diaoyu Islands. The Japanese government has had a huge impact on Japanese enterprises. "If we abandon the Chinese market, there will be only one way out for the p national enterprises." P

If Japan continues to do so, it will accelerate its decline.

change and invariance

Less than 30 years ago, the development of UNIQLO developed from a small clothing store to the world's fourth largest clothing retail brand. Its secret can be summed up by "change and remain unchanged". P

the so-called "invariable" is the pursuit of "high quality, low price" and "wild" ideas.

Ryui Masa P often said, "those who have no money buy UNIQLO, and the rich will buy UNIQLO.

We advocate "joker", "wild card" needs taste, good taste people will buy UNIQLO, and ordinary people will buy UNIQLO.

UNIQLO does not add too many design elements to the appearance of fashion. It is as simple and simple as it can be presented in a more original way, so that consumers will not be dragged away by popular elements.

At the same time, UNIQLO stores in all parts of the country highlight the concept of "Japanese brand", in addition to emphasizing the image from Japan, the service also needs to achieve the level of P.

the "change" of UNIQLO is to maintain "low quality and high quality" while strengthening the design features of clothing.

In terms of the organizational structure of UNIQLO, UNIQLO has changed the "leading company" into a "shop dominated" type, which has been delegated to the shop managers who are most familiar with shop characteristics, such as the adjustment of the quantity of goods in each shop, the way of displaying goods, the contents and time of promotion.

Not only that, but also pay attention to the mobility of shop managers.

with confidence in its own products and business models, Ryui Masa did not hide his domineering. In 2020, UNIQLO's turnover reached 5 trillion yen (US $50 billion), becoming the world's largest clothing retailer.

however, some Japanese economists also have different views on the reasons why Ryui Masa has won the richest share in Japan.

In their view, over the past twenty years, Japan's bubble economy has collapsed, and the assets of entrepreneurs in electronics, automobile and financial sectors have shrunk dramatically. Otherwise, the position of the richest Japanese is nowhere to be achieved.

However, the "a target=" _blank "href=" http://www.91se91.com/ "textile" /a "industry is generally regarded as the" sunset industry ".