MUJI: Standardization Of Work.

How to make a shop location, how to display it, how to display it, rear management, crisis management, storefront management, financial management, distribution management, file information management, how to carry out information management within the company? Matsui believes that every job has "rules to make it good". We must find this rule and give it to it again. Standardization 。

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.

People who read "from 0 to 1" are probably familiar with the "trial and error" entrepreneurial model. Matsui said he had read a Book repeatedly after being president. Executive power "In one sentence, he made a deep impression:" there is a big difference between executive companies and those with no executive power: 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 that "executive supremacy" may be just a matter of mouth, and no real value system has been formed, and there is no uniform standard of implementation from top to bottom. The system only cares about subordinates, regardless of their superiors, and only cares about the good people, regardless of the diehard people. 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?

We should not ignore the wisdom of frontline, let the front line staff set up the system manual from bottom to top, instead of the top down 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).

Recruitment is difficult. Difficult to employ It is estimated that most enterprises are facing problems. 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.