Ryui Masa'S Management Principles: The 23 Management Principles Are Condensed Into 8 Points.

Tokyo, Japan - pocket size white plastic cards, clean and neat typesetting, black trumpet printing, Uniqlo (

The 23 principles of management (23 Management Principles) of Tadashi Yanai, chairman, President and CEO of Fast Retailing.

This is the 67 year old Liu Jing, who was writing at the age of 30, when his company was called Og RI Sh Ji, and her annual sales volume did not even reach 1 billion yen.

These management principles accompany his father.

The tailor's whole journey into the global leisure clothing giant was 168 billion yen (about $15 billion 500 million) in the fiscal year of 2015, and for years he had an orderly addition.

Ryui Jungmasano called the company's "soul": "this is the company's most important foundation, criteria and spirit." in 2012, he talked with Professor Takeuchi Hirotaka (Hirotaka Takeuchi) in Harvard Business School's retail sales case. "Soul is the most precious thing in our life.

No soul, no matter a company or a person, is equivalent to an empty shell.

But Liu's road to success is far from smooth. These principles also reflect his tortuous journey of success.

In 1949, his father, Hitoshi Yanai, opened a men's tailoring shop Og RI Sh Ji Ji in the western industrial city Ube of the southern end of Honshu Island in Japan. In 1963, the shop was organized into a company.

But young Ryui Masa wanted to do other things at that time.

When I was in University, I was against Vietnam War.

"Do you know Hippie sports? This is how I spent my youth." with the help of plation, Ryui said in his office at the fast selling headquarters of the Tokyo Midtown Tower in Tokyo, "this is the first time in history that young people have stood up against the government," he continued. "At that time, I was very different from what I am now. What I think all day is" how to mix up and not work "all day long.

This is the most important question I have ever considered. I don't want to work at all. "

But after graduating from college, Ryui Masa had to face up to the fact that he had to work and earn a living.

He worked in another retailer for a year, then joined his father's tailoring business in 1972.

But his arrival prompted six of the seven employees to leave.

"I was so arrogant that they thought I would be CEO in the future, so 6 of the 7 people decided to go," he recalls.

Despite the outflow of employees, Ryui Masa has to do business in his own right.

"I want to clean the shop, use brushes to manage jackets, and procurements.

I had to take care of everything myself, or no one would do it.

It's also a good learning opportunity, "he recalls.

Ryui Masa quickly learned to put customers first.

"Without customers, enterprises can't do it by themselves," he told the truth. "I also realized that I could do little by myself."

As the company continues to grow, companies are starting to open more branches and hire more employees.

"I began to think," why do we work? Who are we? "Maybe we all need some clues, some principles, so we have made these plastic cards.

Ryui Masa even thought about whether he could be a teacher, but later he gave up the idea.

"I wasn't a good student either. Maybe teaching is not the right way.

But I like to write something, "he said." I write down these principles because I want to resonate with my employees.

Because we have double choice with our employees: companies need to choose employees, employees also need to choose companies.

Liu well wrote the first seven or eight principles when his father ran a company, and wrote the remaining principles after he became president in 1984. In the same year, when the company opened its first Uniqlo store in Hiroshima, it called Unique Clothing Warehouse ("unique clothing warehouse").

Professor Zhu believes that Ryui Masa's publicity marks the beginning of the company's rapid expansion.

He found large casual wear chains such as Benetton and Gap in Europe and America, targeting Japan.

The huge potential of the market, and began to develop his family business from clothing customization to casual clothing, low volume bulk purchase of enterprises.

He also observes that most foreign fashion chains have been vertically integrated, and enterprises control the entire business process from design, production to retail.

But until 1995, Ryui Jungcai launched the first private label product.

At that time, the company had already created the regional chain, and the Uniqlo network stores were located in the low rent suburbs. Ryui Masa renamed the company as "fast marketing", expressing that he had to respond more quickly to consumers than other companies.

But it is not easy for traditional dealers to pform into SPA (private brand clothing store). After the establishment of Uniqlo, three new proprietary product lines have to be shut down.

But this is only one of the many challenges Ryui Masa faced at that time.

Uniqlo is not an aspire brand for consumers of refined taste in Tokyo and its surrounding metropolis circle, but a store that sells cheap clothes in the suburbs.

But this perception began to change: in 1998, a three storey shop in the stylish Tokyo Harajuku shop was launched with a huge success. Professor Takeuchi thought that it was the coat that helped Uniqlo image pform from "cheap quality" to "cheap and fine quality".

Brand sales continued to hit record highs, but it didn't last too long as consumers became increasingly disgusted with ubiquitous brands.

In 2002, the company experienced its first decline in sales in 18 years.

To make matters worse, when Liu Kai was opening more than 20 stores, the Knightsbridge store of Uniqlo, the first company opened overseas in 2001, failed, and its first entry into the Chinese market failed.

But Ryui Manamimi was gloomy.

Over time, he has increasingly found that failure is an excellent learning opportunity, and it also lays the seeds of future success, embracing the "quick failure and frequent failure" iterative method advocated by the Silicon Valley people.

"The only solution is to constantly change yourself and constantly challenge yourself," he said.

2004 is a key year for fast selling development.

Starting from Andrew Rosen's contemporary price brand Theory affiliated company Link International (now Link Theory Japan), Ryui Masa launched a series of overseas acquisitions, but he also began to pay more attention to quality. In the main newspapers, the advertisements were added with "quality first, price second" (quality comes first, quality).

In the same year, after learning from competitors such as Zara and H&M, Liu well opened a large store of Uniqlo in Osaka, setting up a successful template for a series of flagship stores from New York to Shanghai.

Today, XXX group has become a global giant, and its future development is closely related to the region beyond its motherland, Japan. Uniqlo occupies about 82% of the group's revenue and operates more than 840 stores, making the market almost saturated.

Uniqlo has also made great progress in the Greater China region and plans to expand its retail business to more than 1000 stores.

But the United States has not performed well in the largest retail market in the United States, and Ryui Masa vowed to "guide the whole fast Marketing Group's expertise to the US market, making Uniqlo America profitable and successful."

But in order to conquer the world outside Japan, fast selling must develop from a Japanese company with a global footprint into a group with higher cultural intelligence.

Ryui Masa has not added entries to his list of management principles for several years.

But when asked what new principles he would consider adding, he quieted down and said, "become part of the connection - because nowadays all the people in the world are interrelated."

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Ryui Masa's management principles

Ryui Masa condensed his 23 management principles into 8 points:

1. put customers first.

Ryui Masa's first principle of management is to "satisfy customer needs and create new customers".

This is a deep feeling when he first started working for his father when he ran a store alone.

"We have customers to have business.

Therefore, customers must be the center of your work.

This is our most common sense understanding, "he explained," always meeting your customers' needs.

I think Steve Jobs represents the ultimate symbol of customer focus and customer friendliness.

Customers will never be satisfied unless you can deliver them beyond their expectations.

2. contribute to society

For Ryui Masa, the value of an enterprise is closely related to its value to the whole society.

Successful companies must serve the society, and companies that are incompatible with society and pursue profit only will not survive.

In order to be accepted by their employees, suppliers and consumers, enterprises must contribute to society.

"Business is growing, we have many suppliers, employees and different managers, and I realize that I want to contribute to society, otherwise it will be difficult to sustain development," recalls Liu. Recalling that "only when we make positive changes to our society, can you run a healthy business."

3. keep optimistic.

Ryui Masa believes that great enterprises must embrace "hope for the future" and encourage the management of fast selling group to actively think and invest. "Pessimism will not bring you any benefits," he said. "If you just want to wait, wealth or luck will not come."

So we can't be passive.

No one can predict the future, why not risk creating your future? Those who create the future will be blessed.

4. learn from failure

Failure is no stranger to Ryui Masa.

But over the years, he regards failure as a very important learning opportunity.

One of his most important principles is to thoroughly analyze the information related to success or failure.

Remember what you learned and put it into practice in the future.

This principle records his iterative approach to push forward the development of the company and his idea of failure as the seed of success in the future.

"It doesn't necessarily mean that every time in Turin, you can't succeed overnight.

The only solution is to constantly change ourselves and constantly challenge ourselves.

5. pay attention to details.

Ryui Masa often said, "you can see God from the details," which also reflects his unwavering execution and the concept of constantly improving in the "little place".

"Even if the smallest part is expanding," he told professor Takeuchi, "the secret of success is to do well every day's little things," he added.

Ryui Masa thought he would retire at the age of 60 and let go of the company's daily operations. But by the time he was 67, he was still CEO of the company.

6. be your own critic.

The importance of self-criticism is also reflected in this key principle of Ryui Masa: "review and rethink your actions and methods to improve and renew yourself."

He regularly examines this principle with a self critical view of a highly critical customer.

"The most demanding critic is probably a customer who patronize your business, so you have to be the most critical customer of yourself, look at your store and assess its attractiveness.

Then enter the store to assess whether the display and display of the merchandise are attractive enough, and whether the sales assistants are doing enough well.

7. "subversion and destruction" yourself

Adapting to constant changes is also a key topic for Ryui Masa's attention.

He prefers to compare Uniqlo to a technology company.

"The world is changing so fast that this is a new industrial revolution," Ryui Masa said. "Destruction and disruption were once used to describe high-tech industries, but now they are spreading to other industries.

The best example is Amazon, Alibaba and excellent step, "he continued." so we have to change ourselves.

The clothing industry that is closely related to human life is out of date, but we have the opportunity to pform the whole industry.

I keep telling our employees, "disrupt the current mode."

Because even if you work for a big company, you need to start over and rebuild everything. "

8. establish links with the world

The future of fast selling is closely related to the success of Japan's overseas regions. Ryui Masa has long been committed to making fast selling a real global company, making English the official language of the company, and establishing management training and innovation centers in New York, Shanghai, Paris and Singapore.

"In today's world, all people are interrelated," he said. "When you come to Japan to interview me, we interact, and there is no boundary between us," he continued. "In particular, we have to consciously establish contacts with our customers to meet their specific needs."