Behind The Loss Of MUJI Products: No Anxiety, No Slack, No Pride.

This is a time of anxiety and agitation. It's hard to settle down. enterprise The era.

There is no doubt that "impetuosity" has become the label of modern society. We rush to catch up with wealth, race against the clock to indulge in the virtual world, envy the jealous jealousy of the myth of getting rich after 90, entangled in the stock market gambling, occasionally despair on the network of natural disasters and the real high prices, more proud and complacent with their own three acres of farmland......

This is a time of anxiety and agitation. This is a difficult time to settle down and become an enterprise. Mr. Matsui, who was born in the year of 2001, was at risk of losing 3 billion 800 million yen in the Muji business in 2001. He was in danger when he was in danger (actually because he was being severely demoted). He acted as a chairman of Muji. He faced a lot of business and organizational problems. He chose a way to start from the "enterprise system and culture", and he leveraged the whole business market with a fulcrum. He made a profit in the past second years, and then increased year after year.

The essential elements behind any external product, publicity or sale are people, not single people, but a group of people. It's the key to get people to get all the external appearance. management system / culture. This is the reason I taught in college. But at that time, young people simply couldn't understand it. They only felt that resources, opportunities and luck were more useful and effective than boring management systems. Today, they are more aware of the fact that fast acting does not mean that persistence is strong. It does not mean that they can sleep peacefully. Instead, they should always be on guard against accidents and fall asleep. I believe that most people who really want to be good at business think about how they can do better and do it for a longer time, instead of taking a single vote. Of course, those who withdrew from the vote will not be concerned about this topic.

After 20 years of continuous growth, Muji has suddenly lost 3 billion 800 million yen in 2001. The external evaluation has changed from "Muji myth" to "the era of Muji" has come to an end. Inside, there is also a "desperate desire" for the company to be finished. This is a situation many people are not familiar with. Maybe you once or I am now in such an environment.

How to do it? The first method used by ordinary enterprises is to lay off staff and sell brands / departments. Matsui believes that there are 2 key problems in MUJI products.

(1) 20 years after the establishment of the brand, " innovate "Spirit" has been unable to keep up with the needs of customers.

(2) the company attaches too much importance to "past experience and intuition" and is not able to keep up with the rapidly changing business environment (which may also be influenced by the corporate culture of the parent company).

Matsui's solution is to create a system to try to change the culture of the enterprise. Then, what is Matsui's "system"? In fact, it is to standardize the various aspects of the chain around the business value chain (such as the development of MUJIGRAM manual), and continue to improve the system according to the actual situation, so as to reduce dependence on people and human nature.

This is one of my thoughts over the years. (no matter foreign enterprises or private enterprises), they often brainwash and inculcate corporate culture, try to stimulate employees' work by means of speech / training, or intense changes, and often involve testing and testing of human nature, but the results are not optimistic. Even if the growth is also losing money, even the growth is also throwing money away at profits, the departments are mutually critical, and everyone is self assured and self assured. Outstanding employees continue to leave their jobs. Enterprises continue to be filled with "depressed learning" and self mockery. When the boss is anxious and helpless, they often go faster and faster, and continue to introduce more new means of change, and blindly seek help from other foreign monks. The company I stayed with

I have been wondering why? Is knowledge and change unable to motivate people and organizations to move forward?

Later, I observed the cases of other companies and read some books (especially professor Chen Chunhua's Books). Until now, I have actually had two realistic feelings of running a company.

(1) Wang Yangming said that "knowing and doing together" is not known. But how many changes in enterprises are just stopping? How much knowledge training is just a walking process? How many people are always thinking about the loopholes in the system for their own profit? Therefore, execution and practice are more critical than knowledge in the brain.

(2) try not to test human nature, and human nature can not stand the test. The healthy system is to avoid the test of human nature. Wang Yangming's "conscience" is actually difficult to rely on people. It is still necessary to rely on the system to create a habit of behavior that is consistent with conscience. In fact, there are very few top talents who have conscience awareness and behavior. Often these people are very difficult to hold together. Therefore, more than 80% of the people in the enterprise are all ordinary people like me. It is hard to ask everyone to have an initiative, let alone test humanity.

Then, how to establish and practice MUJI products?

First, find the real problem.

Do we feel that we often talk about solutions to avoid problems? Sometimes we are forced by circumstances, sometimes because of suffering. Sometimes, it is simply because we have to fight against each other for a day.

If there is no real problem, there is no such thing as the so-called system. Even if it is formulated, it is also from the Hi, offering the Avalokitesvara Bodhisattva. (by the way, many companies worship gods. No matter private enterprises or foreign enterprises, some are truly awe, some are false comforts, others are geomantic auspicious, interesting phenomena. In short, the key to solve the problem lies in "visualizing the problem". If the problem can not be visualized, it is not a personal problem, but a problem of corporate culture and system.

Second, standardize the work.

Including how to name products, how to shop, how to shop, how to display, rear management, crisis management, storefront management, financial management, distribution management, file information management, how to manage information in the company? Matsui believes that every job has the rule of "do it well", we must find this rule and standardize it.

Many people may ask, "how to standardize marketing creativity?" this is what I have been thinking about. Where does creativity come from? Is there any law to follow? Fortunately, I have finally explored a little way, and the next step is to try out creative modeling in my department first, so as to reduce dependence on talent experience. I believe that there are many in the marketing field, like me, hoping to figure out some practical and extensible models. For example, yesterday, our company carried out internal training to study a copy writing model called "Li called beast", which is also very interesting. Everything is not necessarily absolute truth, but if we can catch the essence behind the phenomenon, even a little bit of regularity can be beneficial to the whole organization.

Second class strategy is no harm. Executive ability is the best.

The system can not be perfect at the very beginning and needs to be improved in practice. People who read "from 0 to 1" are probably familiar with the "trial and error" entrepreneurial model. Matsui said, after he became president, he read a book "executive power" repeatedly, one of which impressed him very much: "there is a big difference between executive and non executing Enterprises: they will not go through repeated discussions, or meet many times in the holiday village, but still fail to take action."

So the slogan of Matsui's inside the Muji is "execute 95%, plan 5%". In fact, a lot of enterprises that recognize this point, especially the private enterprises in China, have a lot of executive power. Once they think of any plan, they immediately take the lead by the boss to practice. During the period, they constantly draw on others' criticisms and suggestions, and improve them at the same time. The sense of speed of reform is very important.

But is this the role of "slogans"? Of course not. Many enterprises say "execution first", may only stay in the mouth, and do not have the actual value of the system, and there is no top-down unified standard of implementation, the system is only subordinates regardless of the superior, only the good people regardless of the Diao, only the sales department regardless of the market department; there is no enterprise culture that allows employees to recognize the bottom of the heart and form the supremacy of the executive power. Therefore, in the final analysis, "system and culture" escorts the strategy.

Why is it that in the whole book of Matsui, there are few references to "how can anyone oppose inside the enterprise? How can he overcome all difficulties?"

Fourth, all systems and cultures must have talents. Where do talents come from?

It is estimated that most people are facing difficulties in recruiting and employing people. Because there are so few talented people in the crowd, even if you are soliciting them, you may have to face the problem of "no use". In enterprises, there are often large numbers of talents, small materials and big uses.

Matsui believes that leaders should not think about where to dig up outstanding talents, but should gradually cultivate talents in a firm and firm manner. There is a relatively objective and impartial Caliper tool for talents in the MUJI products. This tool can avoid direct emotional judgment of leaders.

In addition, we should not neglect the wisdom of the frontline, so that the front-line staff can set up a system manual from bottom to top, rather than the top-down formulation system of company leaders sitting in the office. The company creates a two-way communication system. At the same time, in the way of boiling frog with warm water, it gradually affects the opponents (deliberately letting the opposition people act as MUJIGRAM's committee members).

Finally, don't be anxious, not slack, not arrogant.

The MUJIGRAM inside Muji was not made in one or two months, and it took 5 years to shape it. Why? Because we must constantly adjust the adjustment based on the reality. Of course, this kind of adjustment is a tactical adjustment under the "constant brand core spirit".

Then, is there a quicker way? A shortcut can quickly establish a system and create a culture? I find it very difficult and haste to fail. The seemingly smooth and unanimous reform conceals great waves. Once the storm surges, the huge waves will overturn all previous efforts and even greater losses.

In terms of Matsui, it is necessary to make decisions every day in the business world. Many things are not done by knowing the correct answers. It is usually difficult to know that enough is done and then it is good or bad, but you can only do it. The solution that can be carried out under 32 is really attractive, or it can solve the immediate problem immediately. But if we only see the surface of the problem, we may encounter the same problem at any time. When we are confused, we choose the road that is difficult to walk and finally we can take the right road. Sometimes I can find truth in a long way. This is my experience for many years.

In fact, this seemingly slow system and cultural construction do not necessarily mean slow progress. On the contrary, Muji has made a profit in second years, and then increased year after year.

Matsui has a big passage in the book's last order. I picked it up and picked it up. As the saying goes, it's a blessing in disguise. No one knows how the future will change. Even if you feel that you are at the bottom of your life now, you may suddenly turn over. Whether or not we are in good condition, the only thing we can do is to regard it as a great opportunity to hone ourselves, and not slack off to do what we should do in the near future, but also to leave behind results.

It will not be long before adversity leads us to a road. Although the reform can not be completed overnight, but as long as we are not anxious, not lazy, and arrogant, we will continue to push ahead.