See How Fast Fashion UNIQLO Trains 4000 Store Managers In 7 Years?

In this regard, we may as well jump out of the catering industry to see: in the retail industry, excellent brands have already formed an effective mature mechanism, such as the global fast fashion benchmarking UNIQLO.

In the world, it has driven the apparel industry.

Management revolution;

In 2016, double 11, it only sold for half a day, but still sat firmly in Tmall double 11 women's wear sales champion, only 2 minutes and 53 seconds to break 100 million yuan.

Under the online store, its passenger traffic volume nearly doubled over the same period last year.

The main reason for the above performance is attributable to the long-term mechanism of UNIQLO's store manager.

Today, I will reveal the "super store manager" system for UNIQLO.

Ryui Masa's store manager said: the store manager's importance is comparable to CEO's.

As of 2016,

About 1800 stores have been opened around the world (over 1000 overseas stores and 800 stores in Japan).

As early as in 2013, its founder Ryui Masa proposed that he planned to achieve annual sales of 5 trillion yen in 2020. One of the tasks was to train at least 4000 store managers in 7 years, each incumbent shop manager, and train 3-4 new people with their own level.

Judging from its performance, this goal does not seem to be very difficult to achieve.

Because the launch of the "super star shop manager" scheme has made this seemingly aggressive goal feasible.

Behind the urgent need of reality, the plan also got the founder's Ryui Masa's "shop manager theory" as the top-level theory support.

In Ryui Masa's view, chain store is only a form of retailing. Every store is decentralized. The mechanism that is suitable for some departments may not be suitable for the whole.

Chain stores pursue standardization, so the power of store managers is often limited.

Ryui Masa did not take the store manager as a "store manager". He thought that the store manager should be a knowledge-based worker. He can open his eyes and think and act independently.

The manager is essentially a businessman who relies on his own judgment to act quickly, but many businesses require the manager to act in accordance with the instructions of his department.

"Shop centered" mode of operation

In 1999, UNIQLO began to implement the "super star shop manager system". The first "superstar manager" was interviewed by Ryui Masa himself, and a total of 16 were selected.

Organizational structure and process:

* headquarters will no longer give orders unilaterally, but form a reciprocal relationship with shops.

In business: shops are the leading role, and headquarters are supporting roles.

In terms of organizational structure, Japan is divided into 14 large regions, and each district has a regional manager. Each district in the region has a regional head in charge of several stores in the region, forming full support for stores.

The store manager is the highest position and has the most say. Only the stores are making money. Other departments, even the headquarters, only spend money.

Rights and responsibilities:

The superstar manager can adjust and decide the order quantity according to the location and source level of the store, and can independently decide the commodity display, shop operation mode, printing of advertising leaflets and so on.

The bonus of "superstar manager" is fully linked to the performance. The standard is from zero to 10 million yen (the average annual income of the store manager is only 300 to 6 million yen).

Liu well is asking them: as long as they comply with the minimum operating principles of the company, others will be judged by themselves.

Like an independent and self respecting businessman.

From the store manager to Takasaka Takeshi of CEO in UNIQLO, this explains "superstar manager": when I am promoted to the store manager, I feel that "this shop is mine". Whatever happens, I am the last hurdle of Taiwan.

How to cultivate superstar manager?

The shopkeeper of UNIQLO has three levels: general store manager, Star shop manager and superstar shop manager.

The new recruits will be able to get the general manager qualification in half a year.

Of the 167 new employees recruited in 2009, 19 became managers after six months.

The growth trajectory of UNIQLO staff as store managers' reserve cadres

(1) the new staff immediately assigned to each chain store after entering the company, and began to work as a salesperson first.

At the same time, we should receive a lot of training, including URC, OJT and OFFJT.

2. OFFJT training will be held three times in a half year, one week at a time.

For the first time, I studied the concept and values of UNIQLO, and studied and trained new people and marketing for the second time. I learned sales and profit creation, inventory management and store arrangement for the third time.

After the examination, the qualification of the store manager was obtained through examination.

Third, the upgrading of the store manager is mainly determined by three examination results: sales volume, profit contribution and personnel training.

(4) there is another important indicator of "Super Star Store Manager": "the ability to drive other stores".

The only way to manage the profits of their own stores is limited. The superstar manager must be able to drive other stores to double the efficiency.

Field education (OJT), centralization of Education (OFFJT) and self enlightenment simultaneously form continuous progress.

Many "superstar shopkeeper" is the pioneer of UNIQLO, who is responsible for opening stores and training store managers in new markets.

Such a store manager is already a qualified operator. For such an independent and self respecting businessman, the annual salary of 10 million yen is not much.

The store's salary is often 10 times that of ordinary employees.

How does headquarters support stores?

The core competitiveness of the fast fashion industry in UNIQLO is its fast response to the trend.

When the store manager observed the demand of local customers for a garment, the headquarters must provide the corresponding products as soon as possible. At the same time, in order to reduce the risk of inventory, the headquarters invested heavily in the IT system to accurately predict and monitor the production and sale of all kinds of goods in real time.

Ryui Masa believes that headquarters is the place to train operators and experts.

From the perspective of operators, headquarters needs to provide the stores with marketable goods accurately and quickly. From the perspective of experts, headquarters should provide information and guidance to help store managers enhance their business capabilities.

Although the superstar manager has the power to place orders, most of the shopkeeper will still communicate with his superiors when ordering.

This communication is not asking for advice, but seeking professional support.

At this time, the function of "experts" at headquarters is highlighted: UNIQLO headquarters receives 3000 calls from customers every month, invites 300 customers to negotiate with headquarters, analyzes customer's consumption behavior in depth, and provides detailed business reference for managers like a think tank.

Promotion and demoted of store manager

Every UNIQLO store manager has strong training system to support him.

Ryui Masa often said that the store manager is also an operator. If there is no operator's consciousness, he can't be a store manager. The primary result is to create profits.

With the change of business performance, some store managers have increased their grades.

In Japan, with sales, profit contribution and reserve personnel training as the evaluation criteria, UNIQLO's store manager has three levels, general store manager, one Star Store Manager (S) and Double Star Store Manager (SS). The latter two are also another expression of star shopkeeper and superstar manager.

One Star Store Manager (S) is a supervisor or SV employee who has the same qualifications or above. The Double Star Store Manager (SS) has many experience of Supervisor (SV) or principal (BL).

To qualify for SS, the premise is to have the qualification or strength of a S.

After satisfying this premise, the personnel department of the company conducts two performance surveys every year, and then passes the chief executive's interview.

Double Star Store Manager (SS) can be responsible for ordering all kinds of goods and store operations.

Despite this authority, the fact is that the SS will begin to implement the above matters after full communication with the Ministry and the higher authorities.

They should be able to be Double Star Store Manager (SS) according to their own store's data, environment and plan, and have the ability of their own department in the operation, purchase and management of their stores.

Some of the store managers were demoted in the operation.

The reason for the downgrading is whether there is a free overtime in the shop. At first glance, the overtime work is contributing to the company, but it often damages the company's credit, leads to low efficiency and low morale. It is either to supplement the company's money (sometimes the 10 yen change is bad, and the manager takes it out of his pocket.

This is absolutely not acceptable. As a businessman, it must be clear.

The ideal state of the future is that the SS can operate as a business operator in countries or regions outside Japan, that is to say, they have the same authority as the general manager.

This is quite different from that of most chain store managers in the "used" state.

For more information, please pay attention to the world clothing shoe and hat net information report.