This Business Concept Lets The Fast Fashion Giant UNIQLO Sell 1 Billion T-Shirts.

[highlights]

1. if the enterprise wants employees to play a dynamic role, they must give the right to their employees and give them space to play.

2. in order to improve decision-making efficiency and reduce opportunity loss, enterprises need to establish an individual "self-discipline and self-reliance" operation mechanism.

The name of the first store is "UNIQUE CLOTHING WAREHOUSE".

In 1988, when UNIQLO established a joint venture in Hongkong, the management accidentally wrote "C" as "Q", and then the name "UNIQLO" was retained.

A mistake is the beginning of a business story.

From taking western clothes shop to casual wear shop.

In 1963, Ryui Masa, founder of UNIQLO, received the "small county business" from his father.

This is a store that specializes in men's suits, attracting people from banks and securities companies to patronize.

Ryui Masa, who just took over, found that there were many problems in the store. From purchase to sale, the whole store was inefficient.

Even if the top suit is sold in the commercial street, capital turnover is still too slow.

Once, he passed by a family.

Shop.

He found

Sales are related to the skills and attitudes of the shop assistants.

But selling casual clothes is different, do not need to tailor the clothes to the customers, and sell well and often break the goods.

The turnover of Western-style clothes is at most three times a year. If we sell well, we will make money.

He, who sells a suit, feels like a taxi driver who only drives long distance guests. Waiting for the opportunity to come is always very long.

At that time, he found that suits can only be sold to men over the age of 20, but casual wear is a popular customer group.

Ryui Masa vaguely believes that this is a very promising market.

A vague idea sprouted in Ryui Masa's mind. He wanted to open a casual wear shop.

"Help yourself" UNIQLO

In 1983, there was a craze for discount shops in Japan, and designer costumes and cartoon brands began to sell.

At that time, Liu Jing Zheng was still running his father's suit shop restlessly.

Because of the need for business, Ryui Masa needs to travel between Japan and the United States.

When he visited the United States, he found that students choose to buy their daily necessities just like visiting bookstores and record stores.

If you like something, buy it. If you don't like it, go out.

In bookstores and record stores, if guests do not have special requirements, salesmen usually do not receive special reception.

Using spare time, the clerk replenish the goods and arrange the goods to create a good and comfortable shopping environment for the customers.

In his mind, the idea of opening a "huge warehouse for clothes at any time" is getting clearer.

He learned from the experience of American bookstores and record stores and developed into the business objective of UNIQLO: "Help yourself (self-help)".

In the twelfth year when Ryui Masa took over the suit shop, the first UNIQLO officially opened in June 1984.

The one or two floor of an apartment is a 300 square meter shop full of 1000 yen, 1900 yen, and two prices.

Face the opinions and improve the quality of products.

At that time, when UNIQLO was listed on the Hiroshima stock exchange, it immediately began to work from the following aspects: first, it was unreasonable to return the goods in three months after the purchase; two, to prevent advertising goods from being short of yards and yards, in case of such a thing, it was necessary to mobilize goods from other shops or arrange alternative products; three, in order to make customers happy shopping and keep the store clean and tidy.

In fact, many retailers had made this step.

But in Japan, it is also a phoenix caltrop.

Although the customer's replacement rate is a little higher, it has become an opportunity for UNIQLO to explore the causes of customer returns and improve the quality of products.

In 1995, UNIQLO published an advertisement in a national newspaper: 1 million yen was dissatisfied with UNIQLO.

As a result, 10 thousand opinions were received from consumers.

"A sweater of 1900 yen has been washed off at once, washed two times and cracked under the arm, will never buy your products again", "T-shirt is washed only once, the neckline is loosed". Although these opinions are very frustrating, it is through such a piece of advice that UNIQLO can understand the quality of the company's products.

Only by looking squarely at the quality of goods can we improve.

On a rainy day, a mother took her children to the shop of UNIQLO.

The child suddenly fell ill and wanted to borrow the phone in the shop.

Later, the shop manager refused the request of the mother on the grounds that the company could not make a private phone call.

A few days later, UNIQLO headquarters received a phone call from the father of the child. "What is the matter with your company? If you know that your child is sick, you won't even make a phone call. What's the shit business policy?"

Not all things can be relied on the employee manual. The employee manual only stipulates principles, and is the minimum standard line to improve efficiency.

In the face of things that are not specified, we should first make judgments based on "common sense of life".

Later, UNIQLO established the manager responsibility system, and achieved better business results through the subjective initiative of the shopkeeper. This plan is called "super star shop manager system".

Those who are given the title of star shopkeeper can adjust and decide the order quantity according to the location and source level of local stores. They can decide the display of goods, the scale of shop operation and the printing of advertising leaflets.

Bonuses are linked to performance, and many of them depend entirely on their efforts.

After implementing the super star manager system, each store has its own characteristics.

The details specified in the manual can also better rely on the initiative of the salesperson.

Mobile post design

UNIQLO has positioned itself as an efficient and high-income "low technology enterprise".

To achieve this goal, we must stand at the forefront of business.

In talent recruitment, UNIQLO also failed.

For a time, UNIQLO advertised in the newspaper for recruitment, but the effect was not satisfactory.

Because people who come to apply for "President" and "director" think they are an easy and comfortable job.

UNIQLO needs to be passionate and aggressive in its work.

Although the recruitment ads failed to recruit the people they wanted, they played a very good publicity role.

It created the image of QQ's sincere invitation.

In UNIQLO, if employees feel that they are not suitable for their current job and want to change jobs, they can recommend themselves.

In this way, the organizational structure and personnel system have a certain degree of flexibility and give employees the right to choose.

In addition, the company set up a recruitment system within the society, sending out a call to all stores and headquarters staff by mail, "opening new departments and volunteered to sign up voluntarily".

Reform ABC, everything starts from scratch.

In 1995,

The total sales amount is 48 billion 700 million yen, the pre tax profit is 4 billion 530 million yuan, and the total number of shops is 176.

By August 1996, sales increased to 60 billion yen, but the pre tax profit did not increase much, just 4 billion 570 million yen.

This means that the size of the company has expanded, but profit growth has stagnated.

What is the reason?

In a search, Ryui Masa found that few employees could see their employees in the shop, so they could not see their customers.

It is a fatal wound for an operator to fail to see the situation of the store.

Finding a problem, UNIQLO started a reform campaign called ABC (All Better Chance) in 1998.

Through reform, in August 1998, UNIQLO achieved 111 billion yen sales and the number of stores increased to 368.

Summed up, ABC mainly solved several problems:

1. cleaning up China's garment processing plants to increase the concentration of production.

Of the 140 factories that have been seen, 40 will increase the production volume of each household, thereby enhancing the production volume of each household.

And the quality of sewing; 2. pfer the management power to the professional management team.

With the growth of the company, the original management system has been unable to carry on, the company to professional management.

Carry out all kinds of ideological confrontation, and finally form a reasonable opinion, so as to make the company go up the ladder; 3., change store operation thought.

When the store develops to a certain period, it is easy to lose the best sales opportunities until the decision of the headquarters.

In order to improve the efficiency of decision-making and reduce the opportunity loss, we set up the operation mechanism of "self-discipline and self-reliance" from the perspective of "autonomy of stores"; 4., set up a new sales model, and revalidate new products, shops and shopping malls from scratch.

Different uniforms will be different because of the different managers, but there are always some characteristics of the same.

Straight and spacious main passageway, spotless environment, has been stacked neat merchandise.

Provide enthusiastic services when you need help most.

Now, the market value of UNIQLO has already exceeded US $10 billion, but the way of thinking from customers' perspective has never changed.

Let customers like shopping stalls to buy magazines, easy and convenient to buy cheap and beautiful casual wear.