Pan Ning: My View On Career Development

At present, UNIQLO stores in China are all direct outlets, reducing agents, distributors and other intermediate links, so that UNIQLO is keen to capture the market's time response. When a store has a slow-moving product, the store manager can ask the headquarters to apply for the change price, and will receive feedback in the afternoon, and will sell it after second days.

In the process of demanding quality service and rapid reaction mechanism, Pan Ning gradually discovered the different characteristics of UNIQLO Chinese team and other markets. Compared with modern Japanese society, Chinese people are relatively optimistic and confident, and have full confidence in the future. "What the Chinese decide to do will go all in. The spirit of dreaming and giving up is the driving force for us to move forward."

In teamwork, Pan Ning asked to create an open atmosphere within UNIQLO. This enables the team to get a lot of information at any time and accomplish tasks efficiently and directly without taking a lot of detours. Pan Ning said that UNIQLO's design of personnel structure is also concise. From general manager, manager to supervisor, the business shared by everyone is very clear, and there is no process of reporting and so on. "At this point, we are closer to Chinese companies. If there is no big strategy of the general company, we will not develop such a team, so fast marketing is different from the traditional Japanese companies from the head office."

Since joining UNIQLO in 1995, Pan Ning has worked in this company for 20 years. His feelings for the job are still fresh. He once worked in the store for a year and a half, so that he always maintained a very high demand for basic business. Over six years of supply chain experience made him learn how to respect others. position At the same time, it can also explain the company's position, accurately convey the requirements of the enterprise to the factory, take charge of the related capital operation of the merger and acquisition, and let him know how to analyze and judge the operation of different assets with the eyes of the operator.

In the near future, Pan Ning has a new identity, which is outside Japan and Korea. Asian market It also stems from his experience in the past two years in Philippines, Malaysia, Indonesia, Singapore, Thailand and other markets. He has always been grateful to Ryui Masa: "this company encourages employees to challenge, and the boss is also a challenge. He has more decision-making power and strong desire to change, and constantly explores other people's unexpected points. Maintaining freshness also allows us to tap our potential while completing our professional transformation. " He said.

I like it more. work But also because I value efficiency. I do things very fast, as long as the meeting is to grasp the main point of OK. I didn't take my job as a burden. When I graduated from MBA, I went into UNIQLO to become a shop assistant. At that time, many people didn't understand the postgraduate's sweeping and folding clothes, but I don't think this kind of hard work would be inferior to others. In fact, people who have this idea will never succeed, and turn it into a challenge of life.

In China, there is a saying that "doing business is the best scholar". Now I also shoot my chest and say that it is faster to fold clothes than many employees. It depends on how to do the best job and make the customer satisfied every day. Every shop assistant is also an operator. When he makes the customer feel satisfied, he will do the best.

With this benchmark, growth can not be divorced from reality. Reading MBA doesn't mean that you become CEO. The prerequisite for CEO is to familiarise yourself with business, understand customers and markets, and truly drive the team of employees. Finally, we can work together to achieve the goal and prove that you are a successful person.