Management Style Of Chanel Group Maureen: "Think Like An Explorer"

After graduating from St. Maureen only knew that he didn't want to pursue academic research, so he went France 。 There she got her first job - marketing at L'Oreal. After meeting her husband, she decided to move to San Francisco. "When I left L'Oreal, I was sure I was a marketer. But one thing I missed was that there weren't so many marketing companies in San Francisco, so I lost my job. "

Maureen's interview with gap in 1988 is still fresh in her memory. "We didn't," the interviewer said market You can be a salesman Again? I couldn't believe it. She was standing behind the sales counter. Maureen thinks she's an introvert, a job she can't imagine. "No, it's not like you said that, salesman." The interviewer said. In the end, Maureen became assistant merchandiser of gap accessories category without any relevant knowledge, and then participated in the construction of old Navy, a popular clothing brand.

When participating in the creation of Old Navy from zero to one, all concepts, positioning, brand image and even the name old Navy need to make their own decisions. Maureen found himself adept at brewing emotions for clients. The brand generated $5 billion in sales in five years after its creation. Maureen also held several senior management positions in old Navy and gap, until becoming president of Banana Republic, a medium and high-end brand under gap.

From President of banana Republic to Global CEO of Chanel, it's just that outstanding people are better. But looking back at the starting point, it's amazing how Maureen has grown from an unknown graduate to this position. She was not restricted by the background of liberal arts education, got rid of the self positioning of a marketing person and overcame the obstacles of introversion. She said that she was a zigzag career path. Constantly break the label and manage the new identity.

When Maureen was sitting in the middle of Chanel's decision-making, facing the ten people at the table, he wondered whether they should follow their lead. Or see what other CEOs do. But after trying, Maureen felt that was not his style.

"I have confidence in my team and I can be myself in front of them." Maureen felt that she could expose weaknesses in front of the team: I didn't know, or I needed help. "It's a bit hard to say. I haven't been to business school, I haven't even taken economics courses." Maureen believes that the value she brings to the team is her sense of touch.

Not French, from FMCG, right luxury goods I don't know enough about Maureen was once questioned after joining Chanel. But she moved to Paris and spent a year systematically learning brand operations and strategy. A Yale economics graduate student once asked her for help: "I really don't know how to turn my knowledge into a career." This question sounds like Maureen's initial confusion. Maureen asked the student: do you like economics? Why? What do you care about most? Maureen thinks that the value of a person to join a company lies in what unique skills you have and how to use them to bring value to the company.

From 2015 to 2016, the luxury industry experienced a wave of store closures. Chanel's attempt to embrace e-commerce is more or less flattering in the eyes of the public, which is called "self degradation" by the media. Chanel's Global CEO, Maureen chiquet, takes this for granted. While Chanel is a heritage brand with magical stories, Maureen said, today's era is a subversive world with new elements such as the Internet, globalization and Millennials. During her tenure, her main experience was balancing.

In July, Maureen published a book called "beynd the " label. Like her management style at Chanel group, Maureen's career path is also a process of getting rid of labels.

Maureen encourages students to be curious and open, "think like an explorer."

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