Ryui Masa'S Philosophy Of "One Win, Nine Defeats" Has Made "UNIQLO" A Marketing Myth.

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

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.

"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,

Still expensive for God, staff must be polite, and 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 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 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 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 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.

stay

It is not unusual for a director 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.

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.

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.

For more information, please pay attention to the world clothing shoes and hats net report.