Look At The Worst New Employees How To Attack The World'S Largest Garment Manufacturer.

The success story of founder Ryui Masa is one of the most popular themes in the book of success nowadays.

But most books are echoed by others.

This little shop owner's son was addicted to playing mahjong at university.

Instead of doing a good job, he went to the United States to study abroad, but he had nothing to do all day. He ran his own shop for two years, leaving only 1 men of "otaku" and "useless men".

The success of the brand has become Japan's richest man in the list of the world's richest 2013 released by Forbes.

How inspiring this story is!

Unlike many famous entrepreneurs in the fashion industry or the real estate sector, Ryui Masa's speech is more populist and more popular. He said, "we are all businessmen". What businessmen need to do is to earn money by labor, because only work is the bread and butter of our livelihood.

He said he had been worried about finding "real self" at University, but then he began to worry about whether he would go bankrupt every day. Instead of spending a lot of energy to pay attention to his own heart, he had to work hard to do something meaningful.

But it also made his story less dramatic.

In today's young people, Ryui Masa may be neither fashionable nor "interesting". For instance, he strongly objected to the "Youqu video" incident that caused the sensation of China: "our shop is most reluctant to have such embarrassment". He said, "it makes me sick and disgusting to hear."

But perhaps it is such a person whose growth path is worth writing.

Because their growth logic is really close to the essence of business and closer to those creeds that have been successful for generations from generation to generation.

Development logic

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

Despite being recognized as a winner, Ryui Masa himself disdains the title.

He has written two autobiographical books, one called "one win, nine defeats", which means that a victory is accumulated by nine failures, and another is called "a day of success can be discarded", which means that the past success is very disliked.

In his "nine wins and nine defeats", he wrote: "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. "

In fact, he also wrote a book, "embrace hope", from his column in the weekend edition of Asahi Shimbun, and finally revised it by himself.

The title of the book represents Ryui Masa's attitude towards success.

Ryui Masa graduated from the political and Economic Department of Waseda University, but he said he was not addicted to mahjong when he was in college.

After graduating from University, the relationship between Jia and Shi was placed in a grocery store and a suit store.

Later, he recalls: "it was originally a relationship, but I didn't do any work, but I complained all the time. I quit in 9 months. I'm the worst new employee."

In 1972, he returned home to take part in a family business after two days of studying abroad, two clothing stores. The next eleven years had nothing to do with two ordinary shopkeepers.

In 1984, he opened UNIQLO 1 store in Hiroshima and then developed into a global company with a market value of more than 50 billion dollars in thirty years.

Today, he is chairman and CEO of FastRetailing, which has a net assets of US $20 billion 200 million in 2015.

If he has learned anything from the experience of running a small shop, it is all the big and small things that he is willing to do, think and act on his own, which is the basic principle of the traditional businessman.

And ambition.

In 2011, Liu Jing, who was 62 years old, set a grand goal for herself: in 2020, the fast selling group of UNIQLO parent company wanted to become the world's largest garment manufacturer and retailer, surpassing the gap of the United States.

This chair has been replaced in the past few years, and Gap, which has been regarded as learning object by Liu Jing, has become the H&M group. The total income of H&M group in fiscal year 2015 is about 22 billion 600 million euros.

Zara's parent company Inditex followed up with a total revenue of 20 billion 900 million euros.

In the same financial year (the beginning and ending date of each brand is different, the comparison provides only a general reference), the total sales income of fast selling is 1 billion 681 million 700 thousand yen (about 13 billion 600 million euros), and has not yet been successful.

Ryui Masa realized that if he wanted to be number one, he must take the whole globe as a competitive arena.

When UNIQLO had conquered Japan, Ryui Masa began to look overseas. In 2001, he opened the first overseas store in London, and opened twenty-one stores in the UK. He came to China the following year and did business in the US in 2005.

However, in less than five years, the three stores in the United States have been closed down, and the proportion of British branches is quite high.

The first cry of UNIQLO ended in a crushing defeat.

However, this setback not only failed to strike Ryui Masa's ambition, but inspired him to think about the reasons for his failure.

"No one knows who we are.

When you haven't got the brand recognition, you can't become a successful casual wear shop; you sell clothes in a small, mediocre, less than 10000 square feet (about 930 square meters) place.

People find it hard to interest you. "

Shinodake, chief executive of UNIQLO, said.

After trying, failing, repeating and adjusting, UNIQLO launched the second overseas expansion again in 2005. This time, Ryui Masa abandoned the previous strategy of suburban shops and changed it to the popular hot spot in the main cities of five continents.

In 5 years, the number of overseas stores in UNIQLO grew by 5 times. Before the snow, Ryui Masa fought a beautiful battle.

Today, there are thousands of outlets in 12 countries and no rivals in Asia.

However, Ryui Masa's ambition is more than that. Recently, he also revealed the possibility of merging the low price brand GU and the pillar brand Uniqlo.

GU is different from Uniqlo's flagship and innovative products. The brand is a cheap and fashionable line to conquer the US market which has never been successful.

One way is to fail, and to change the way to go again, always cherish hope and take the initiative to attack, this is Liu Jing Zheng.

Brand strategy

"We are not fashion companies. We are technology companies."

As the flag bearer of fast fashion, UNIQLO's clothes do not look fashionable enough, and the styles are plain.

Then how did their brand image be established?

"We are not fashion companies. We are technology companies."

This is a sentence that Ryui Masa often talks about.

In fact, no feature is the biggest feature of UNIQLO.

Although it looks simple, but there is no lack of personality, especially in color research and development, there are several or even dozens of flower colors for consumers to choose, and the other is the development of high technology special fabrics, focusing on the comfort of clothes.

Takizawa Naoki, director of UNIQLO design, once said, "consumers need functionality more than fashion."

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There is another story about the success of UNIQLO.

In the mid 90s of last century, a Wei Ke advertising company opened a branch in Tokyo. Its first customer was UNIQLO.

At that time, John, a Chinese American and a Chinese American, sought to identify the market position for UNIQLO, and sent several UNIQLO fleece clothes to the SOHO area of New York's young fashion crowd to try passers-by.

Everyone said, "incredible! How comfortable! How light!" we asked, "how much do you want to pay for it?" they said, "how can you get 50 or 70 dollars?" some even said it was worth 100 dollars.

But that dress costs only 19 dollars.

I put the video tape to Liu Jing and told him, "this is your future."

Zhao recalls.

With the help of Zhao, UNIQLO gradually established the brand characteristics emphasizing both quality and equality, and locked the main force of consumption in "real ordinary people".

UNIQLO's first advertisement was to introduce the classic product, the price of 2900 yen jeans, in full text, explaining how it can reduce costs to achieve good quality and low price.

The growth history of UNIQLO is also a development history of technology exploding products. For example, the cross-section of HeatTech fiber made by them is divided into circular and six angle stars, which enlarges the fiber surface area and isolates many air layers, which can keep warm and drain moisture.

In the market, it quickly became a bomb.

UNIQLO even has a special team to cooperate with the factory to improve the production process. When looking for supply chain partners, UNIQLO will not necessarily choose the largest scale, but it will definitely choose the most skilled factories.

Generally speaking, there are two ways to choose clothing brand: one is super brand, the brand is very good, the price is very expensive, and the other is that there is no brand, it is cheap, the quality is not good, and go to the low end route.

But Liu Jing is walking to the middle way: the price is cheaper, but the brand is not low end.

It depends not only on technology but also on marketing.

In fact, UNIQLO began to enter China in the first place. It was a failure. Despite the claim of high quality and low price, Chinese consumers quickly categorized Baleno and JEANSWEST into a low-end camp.

Before 2006, UNIQLO had no advantage over Baleno and Giordano.

The way of UNIQLO is to make subtractive efforts to enhance brand image and target users in the middle class.

UNIQLO stores in Hongkong are written in Japanese.

Of course, this is a Chinese way of thinking, because they know that speaking more Japanese, many people will feel that your value will be higher, which is very important.

Brand image is built up by itself.

Quality control

"If you can't swim, let him drown."

In Japan, UNIQLO is sometimes referred to as "black factory".

Because in accordance with Japanese standards, its staff turnover rate is too high - less than three years, half of all new recruits leave.

According to the world clothing shoes and hats net, Liu well is often calling names inside the company. There is also a swear word: "people who can't swim will let him drown."

Afraid of staff do not understand, Ryui Masa put this sentence as a slogan, posted on the wall of the company.

This is actually to ensure the quality of products.

The quality control of Japanese clothing has always been famous, and the quality control of UNIQLO is abnormal.

The average rate of defective products in the industry is generally 2-3%, and UNIQLO requires factories to reduce the defective rate to 0.3%.

Moreover, UNIQLO's rules for evaluating defective products are very strict.

For example, on the surface of a T-shirt, even if there is only one thread of 0.5 millimeters, it will also be considered defective.

Ryui Masa also had an internal Manifesto: use the strongest products, because the strongest products will drive everything.

The so-called "strongest product" is to show customers the reasons for buying.

Japan UNIQLO research expert Tsukiizumi Hiroshi once exposed a UNIQLO data: 500 kinds.

This is the number of new products launched by UNIQLO every quarter. Even in the flagship store of UNIQLO, the area of 5000 square meters is 500.

The 500 is that compared with other fast fashion brands, ZARA and H&M, UNIQLO has less than 1/10 of their merchandise.

This way has the property of gamblers and sells well, which means a lot of profits.

If it fails to sell well, inventory will pile up and businesses will easily die.

There is also a IT company called Apple.

Those who dare to stand on the tip of the knife will be truly destructive.

Business has always been so.

More attention, please pay attention to the follow-up report of world clothing shoes and hats net.