Ryui Masa'S Four Character Proverbs For Running UNIQLO

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"(UNIQLO) is widely known in Japan.

The first brand is also world-famous.

One of the brands.

Fast Retailing Co. (Ltd.) was developed by Ryui Masako's family business. Ryui Masashiya became the richest person in Japan because of the popularity of UNIQLO in the world.

Ryui Masa is the founder of UNIQLO.

According to the world clothing shoes and hats net, Ryui Masa was born in 1949 in Yamaguchi, a coal city in Yamaguchi, Japan, and many relatives run clothing stores.

In 1949, father Liu well and so on set up a Western clothing store "Ogori Shoji", mainly selling suits, customers mostly want to wear decent bank securities industry.

In 1964, the store was renamed "Ogori Shoji Co." (Ltd.).

At that time, as long as there was a coal mine going bankrupt, Ryui Masa's classmates would go far away with his family.

This also lets him know from childhood the enterprise has "the limit", all ends.

But as the only son in the family, Ryui Masa knew that one day he would take care of his father.

After graduating from high school, Ryui Masa enrolled in the famous Waseda University in Tokyo, studying economics and politics.

During college, Ryui Masa was addicted to American culture and liked to listen to jazz.

With the 18 month suspension of Waseda University, Ryui Masa was able to travel to Britain and other countries.

After graduating from college in 1971, Ryui Masa entered the famous department store, JUSCO, now renamed Yong Wang, Japan's largest retail enterprise, and resigned 9 months later.

Based on the experience of Ji Ji Island, Ryui Masa felt that the commodity allocation and process equivalence rate of the small county business were too poor, so though it was profitable, it was hard to make big money.

He began to manage the store in his own way, but the old employees could not accept successive departure. He only had one other clerk in the store, who arranged everything from purchase, inventory, sale and cleaning to two people.

In 1984, when he entered the twelfth years of small county commercial affairs, Ryui Masa became president of the family business.

At that time, Japanese designer brand goods, but the price remained high.

Ryui Masa wants to open a casual wear shop that teenagers can afford to buy. The sale is self-service, so that consumers can buy without pressure, and the seller can also save costs.

In June 1984, Liu Jing opened the first "UNIQLO" in Hiroshima, the name is "Unique Clothing Warehouse".

Because of the cold and worried scenes, Liu Jing was publicizing by television, radio and leaflets before opening the shop. The result was that there were queues waiting for the store before six a.m.

Ryui Masa thought the shop name was too long and consumers could not remember it easily, so they shortened it to "UNICLO".

But later, when registered in Hongkong, the underwriter was wrongly written as "UNIQLO".

However, we found that the word "Q" looks more stylish, so we decided to rename Japanese stores as "UNIQLO".

In 1991, Ryui Masa changed the name of the company from "small county commercial company" to "Fast Retailing Co., Ltd. (fast Marketing)".

The word "fast marketing" means "FAST (fast) +RETAILING (retail)", which embodies the spirit of rapidly commercialization and quick provision of goods.

In 1994, there were more than 100 outlets, and the company's shares were listed on the Hiroshima stock exchange.

UNIQLO began opening its stores to metropolitan Tokyo.

Before long, it began to produce the classic product, the $20 jacket, which is said to have been bought by one of every four Japanese.

In 1997, the company's shares were listed on the Tokyo stock exchange, with more than 300 outlets.

In 1999, Fast Retailing began to implement catalog ordering and sales.

In 2000, there were more than 400 outlets, and online direct selling began.

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

UNIQLO has steadily expanded, with retail outlets and suburban shops spread all over Japan.

"UNIQLO" has become the most popular brand of casual wear in Japan. It has also become the middle class in Japan.

Going abroad, from bad to bad, to great success.

After more than 20 years of development in Japan, UNIQLO has opened 790 stores.

With the aging of Japanese society, "UNIQLO" shows signs of saturation in its domestic market, and has no choice but to turn its attention overseas.

In 2001, the first overseas shop of UNIQLO opened in London, England.

Unexpectedly, a few shops in England later closed because of poor management.

Several stores in the United States of "UNIQLO" have suffered similar fate.

"UNIQLO" failed overseas in the first attempt.

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

Ryui Masa believes that the main reason is that marketing is not in place and visibility is not enough.

At that time, no one knew who the "UNIQLO" was, did not get enough brand recognition, the shop area was less than 1000 square meters, narrow and mediocre, it was very difficult for people to interest.

After trying, failing, repeating and adjusting, in 2006, UNIQLO launched overseas expansion again, opened an international flagship store in the golden section of Fifth Avenue in New York, and began to hype the brand.

Subsequently, a number of overseas stores opened in South Korea and China.

"UNIQLO" was not very successful when it entered China in 2001. By the end of 2005, there were 9 stores in mainland China, two in Beijing, 6 in Shanghai and 1 in Hangzhou.

"UNIQLO" had to turn off two stores in Beijing and concentrate on doing a good job in Shanghai store.

After a series of strategic adjustments, "UNIQLO" finally located in the middle class for China.

"UNIQLO" brand has been recognized by consumers and has been developing steadily since then.

After years of development in China, buying a piece of clothing from "UNIQLO" has become one of the lifestyle of white-collar workers in Beijing, Shanghai and other cities.

In 2013, "UNIQLO" set the world's largest flagship store in Shanghai. Apart from the largest scale, the store also has the mission of further developing the Chinese market.

In order to let the old customers feel the change whenever they come, the display on the 1 floor will be refreshed every month.

Like Japanese stores, clerks dress diligently and maintain the unique geometric aesthetics of UNIQLO at any time.

"UNIQLO" believes that becoming China's number one means becoming the world's No. 1.

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Functional product marketing "UNIQLO"

"UNIQLO" sells high quality and fashionable basic clothing, and identifies itself as a global brand rather than a Japanese specialty.

The functional characteristics of "UNIQLO" products have been relished.

"UNIQLO" operators believe that Apple's iPhone mobile phone like the pmission of functional beauty.

Apple's iPhone has won the support of global consumers and become a brand image with its excellent design.

UNIQLO cooperated with Japan's Dongli company to develop a lot of functional clothing with huge sales volume.

When the two companies first talked about cooperation in 2000, the directors of the old textile company Dongli, wearing a dark blue suit and tie, were in sharp contrast to the directors who were fast selling new clothes companies without tie and casual wear.

At that time, the plan was to use Dongli's material technology to produce high value added clothing, and then to sell and sell it by UNIQLO.

The winter underwear "HEATTECH" listed in 2003 has the function of heating and thermal insulation.

According to the requirements of UNIQLO, antibacterial, moisturizing and antistatic functions are constantly increasing.

As a result, the lightweight underwear Heattech sold one hundred million pieces in the autumn and winter of 2011.

UNIQLO's main production base in China, more than 75% of its products are working with dozens of large Chinese manufacturing enterprises. Nearly 600 million products come from China every year.

Due to the large production volume, strict quality control is needed in the process of R & D to production.

XXX sends professionals to Chinese factories to study how to pform R & D into real products.

"UNIQLO" and Sweden's H&M, Spain's Zara are known as "fast fashion" retailers.

"H&M" and "ZARA" brand lead the world market with fashionable and sensitive clothing.

Unlike H&M, which aims to sell at 1 weeks or so, "UNIQLO", which takes clothing as a selling point, uses a large number of business models. It is necessary to order overseas factories from six to 1 years ago, so design often fails to catch up with the popular trend.

Therefore, "UNIQLO" strives to achieve the ultimate goal of service outside the product. "Service equals UNIQLO" has become the internal development standard of UNIQLO.

In Japan, although "UNIQLO" products are cheap, consumers are still expensive, and the staff must be polite and the stores must be clean and tidy.

The store designed by UNIQLO at home and abroad is store layout, which is not only convenient for shopping, but also beautiful.

Ryui Masa's philosophy of "one win, nine defeats"

Ryui Masa is one of Japan's most innovative entrepreneurs.

He often says that we are not fashion companies, we are technology companies.

Many people compared him to Jobs of Apple Corp. The two enterprisers, with their confidence and ingenious devices, pursued innovation, and finally worked out a concept to turn the simple products into the world trend.

Ryui Masa seemed very beautiful, but when he published his book in 2003, he named the book "one win, nine defeats", because there were nine failures in doing ten new attempts.

But it doesn't matter if it's wrong. The key is to try. There are nine experiences in the wrong nine times.

In his observations, business itself is the accumulation of erroneous attempts.

The growth process of UNIQLO is a process that has gone through numerous failures.

"UNIQLO" has gone through the anxiety that it can not borrow money from the banks. It has experienced the hot selling of clothes because of its low price. But after buying it, it immediately embarrassed the trademark cut. It went through the craziness of expanding shop for the rush to market, and experienced the pain of being neglected and alienated by consumers.

Ryui Masa has all the strength of his own affairs to think and act on his own. This is the basic principle of his business.

He looks at a person's clothes and can see at a glance what size he wears and how much his waist is.

Ryui Masa is very familiar with the trend of fashion. He pays close attention to the latest trend information in Paris, London and New York, and judges the trend of the next season. He can use a jacket or an underwear to set off a fashion craze and create a "UNIQLO" trend around the world.

Ryui Masa thinks that almost everyone can start a business, the most important thing is to do it yourself.

No matter how many times we fail, we will not be discouraged and continue to challenge. In this process, we can cultivate an operator.

Ryui Masa's favorite aphorism is "novels read from the beginning to the end, but business is the opposite.

Business starts with conclusions and starts running.

Ryui Matsushi himself is very strict. He starts work at 7 every morning and comes home from work at 4 p.m. to accompany his wife and practice golf. So the company has to make the schedule ahead of schedule.

Liu well is also very demanding for others.

Since opening first stores in UNIQLO in 1984, Liu has adjusted the management level many times.

It is not unusual for directors to be demoted.

This is seen as a test of whether the executives are willing to continue to work in fast selling.

Ryui Masa's view is that people who can't swim will let him sink.

In 2002, fast selling companies whose sales and profits continued to grow were the first to reduce profits after listing.

By the year 2005, fast sales increased.

"UNIQLO" encountered a real crisis.

Faced with this crisis, Ryui Masa, who has served as president for three years, is determined to return.

Ryui Masa replaced Yu TSE yuan 1, who was then the president of UNIQLO (later served as the president of Japan's second largest convenience store, Rosen).

In 2009, the sales revenue and profit of fast selling company achieved the goal of "increasing revenue gain".

In the 2009 Forbes magazine's list of the world's richest men, Ryui Masa became Japan's first richest man at a price of 6 billion 100 million dollars.

In Japan, Ryui Masa is famous for his huge wealth. However, he says he is not interested in wealth, though he admits that he enjoys the false name of the richest man in Japan.

He was just wearing a regular Swiss chronograph on his wrist.

The myth of "uniqo" sales is in trouble

The experience of running a small clothing store in his hometown makes Ryui Masa realize that if an enterprise fails to scale, it will not be able to survive or remain competitive. If there is no scale, it will easily be swallowed up or bankrupt.

Under the leadership of Ryui Masa, Fast Retailing Co. (Ltd.) has rapidly developed into a pnational group with high income and high growth through the integration and acquisition of different characteristics and great potential for development.

In September 2009, Liu well proposed the goal of sales of 5 trillion yen in 2020, increasing to more than 7 times in about 10 years, and striving to become the number one in the apparel industry.

At the end of November 2015, the number of overseas stores in UNIQLO reached 864, exceeding 844 in Japan.

Since opening overseas 1 store in London in 2001, "UNIQLO" has built more than 14 overseas stores in Japan over the past three years.

Low price and high performance have helped UNIQLO grow rapidly before and after 2000, but things are changing.

After UNIQLO opened the underwear market with fever and insulation function, competitors also released similar products one after another, and even appeared below the price of "UNIQLO".

Compared with the unit price of 1990 yen or 2990 yen, "UNIQLO", competitors SHIMAMURA single commodity average price of not more than 900 yen, its low price is very attractive to customers.

In 2015, Japan had mild climate in winter and poor sales of clothing in winter.

Price reduction also led to the deterioration of business accounting.

Overseas business, "UNIQLO" in Asia also struggled, the company is too inflated, also led to poor performance, Asia centered more than 100 stores a year, the cost burden is increasing.

The US business development is unfavorable and sustained losses. "UNIQLO" has only more than 40 stores in the US market, and some investors even call for fast selling companies to withdraw from the US market again.

In the first half of fiscal year 2015 (September 2015 to February 2016), the net profit of fast selling companies decreased by 55% compared with the same period last year.

In October 2016, XXX reduced its target of combined sales target of 5 trillion yen to 3 trillion yen in 2020.

With the rapid growth of fast fashion all over the world and the trend of fatigue becoming more and more saturated, "UNIQLO", which once created a sales myth in the clothing industry, is facing difficulties in its operation.

More interesting reports, please pay attention to the world clothing shoes and hats net.