Founder Of UNIQLO: Excellent Operators Know How To Make "Hands And Feet" Become "Brains".

Help Yourself, this is the business purpose of UNIQLO.

In UNIQLO, you will not encounter a waiter who keeps talking, but when you need it, you can ask the waiter for help.

In order to create such a free choice environment, the main passageway in the store must be straight and spacious. The goods are stacked neatly, and the waiters wear work cards to facilitate the identification of customers.

Some food and beverage owners regard UNIQLO as the target of learning, studying its brand building, store management, retail efficiency and so on.

The name of UNIQLO's domestic company is fast retailing (China) trading company, which is the "determination" shown by Ryui Masa, founder of UNIQLO, which quickly catches the needs of customers and commercialize demand, and put them on shop sales.

At the age of 61, Ryui Masa wrote a self describing "one win, nine defeat: the secret of UNIQLO's popularity all over the world", describing his pformation from a businessman to a manager.

Uniqlo

Ryui Masa said that the essence of reform is to negate the status quo.

What we need is not people who come to work, but those who possess the potential of managers.

Let "hands and feet" learn to "mind".

Ryui Masa raised the question: suppose that an excellent dictatorship, in order to increase sales and profits, he is prepared to expand the scale of operation. What will he do?

What is your answer?

Ryui Masa said he would invite some people to act as their own hands and feet, so that these hands and feet will be carried out according to his will.

If an enterprise wants to grow, it is not only the founder but also the team.

The "hands and feet" of various departments must learn to do "brains" while doing their job well.

Otherwise, the work will be difficult to carry out smoothly.

For example, UNIQLO once received a customer complaint. A child suddenly fell ill in the shop. The mother wanted to use the phone, and the shopkeeper refused because he couldn't make a private call on the phone in the store.

This is a typical copy of "rules and regulations" work, do not think.

In Ryui Masa's opinion, the employee handbook is written in principle only. It is the minimum standard line to improve efficiency.

Employees should first make judgments based on "common sense of life" rather than accepting output of instructions as a program.

Two years ago, I had a meal at a chain leisure food brand, and the cashier at the checkout said that WeChat would only accept online payment.

Unfortunately, I just had no money in my WeChat, and from Alipay to bank card the fastest 2 hours to arrive, so I asked if Alipay could be pferred to the cashier for payment.

Then I got the mechanical answer again and again, "we have a rule that we can only use WeChat to pay."

If a salesperson can regard a customer in front of him as a "person" and consider from a customer's point of view, is there a lot of problems that do not exist at all? Many unhappy experiences can disappear.

Of course, such a "knock out system" is not flexible, the problem may not be in the shop assistant, not in the store manager, but in a company's system.

Let the mind play its value: mechanism and process.

UNIQLO has a job called "superstar manager".

Ryui Masa defined the store manager as "in the shop such a workplace, using your ability to add value added role", UNIQLO adopts "store manager is the protagonist" management mechanism.

In the past, headquarter was the protagonist, the "head", but the head of the store was just the "hands and feet" of the headquarters.

The direct problem caused by this is that it is difficult to make a correct decision on the "mind" that is not on the scene, and the "hands and feet" at the scene lack subjective initiative.

This is the adjustment of the management system of UNIQLO.

If the operator does not have this awareness, he can only find reasons from his employees, which may never be solved.

Did you buy 8 hours of work hours, or buy people?

Smart enterprises are creating conditions to allow more "brains" to play their value.

In 7-11, temporary workers also have the right to order. The founder of the 7-11 party believes that they decide the type and quantity of products purchased, carry out "hypothetical execution verification", and inspire their sense of ownership.

In the domestic catering industry, the same goes for big brands.

Last year, behind the Xibei fast food project was the vision of "achieving 100 thousand small bosses".

What is a small boss? That is, in business, we must think for ourselves, judge for ourselves, and be responsible for the store.

Release the power of the mind.

The division system of Xibei food and beverage group is also releasing the power of the brain.

Taking takeaway, Xibei's takeaway increased by more than 3 times over the previous year.

The initial driving force of growth is not from headquarters decisions, but from intra divisional and divisional sharing.

After making certain achievements, the headquarters set out to organize the adjustment, set up the takeaway business department, guide the whole country to take out the food, and later set up the takeaway business department to open the shop independently.

Similarly, Xibei four yuan bridge shop launched for the enterprise's staff meal business and so on, are all "brains" in action.

We often say that "sea fishing service" is toxic. This "poison" is also the "mental force" of employees. They know how to satisfy customers' needs in the most appropriate way, and provide super expected experience instead of rigid smile and mechanical service.

Founder of UNIQLO

Liu Qi, founder of UNIQLO, describes his character. "Now that we have set the goal, we can only push forward one step ahead."

This book tells about all the difficulties that UNIQLO has gone through -- difficulties in bank financing, blocked overseas development, failure of sub brands SPOQLO and FAMIQLO, and how to get out of difficulties.

At different stages of development, enterprises need to match different organizational structures and mechanisms.

In the early days of UNIQLO, Ryui Masa's perception was that if every employee was allowed to think independently, he would lose his way and direction.

On the contrary, if there is no system of arbitrary action, we will not be able to break through the difficulties again and again to achieve higher goals.

When the scale of the company expanded a little, he began to change the business system of arbitrarily changing. He proposed that "hands and feet" learn to do "brains", and directly give the manager the greatest authorization from the mechanism, and the headquarters became the supporting role.

- which stage does your company go to?