Ryui Jungyong'S Unique Skills Make UNIQLO Popular All Over The World.

The business philosophy of Ryui Masa, founder of UNIQLO and Japan's richest man.

Ma Yun once said that around the world, he admired two entrepreneurs most, one was Starbucks founder Schultz and the other was Ryui Masa, who sells clothes.

Ryui Masa, born in 1949 in Yamaguchi Prefecture, Japan, is chairman and chief executive of Japan fast Marketing Limited.

"(Uniqlo), it is Japan.

Leading enterprises are the second richest in Japan, second only to Sun Zhengyi.

Hello, everyone. Welcome to today's reading club.

In winter, it is cold and windy. Many people are thinking of going to UNIQLO to prepare a down jacket. We are familiar with UNIQLO, but little is known about Ryui Masa, founder of UNIQLO.

In the real time rich list of Forbes, Japan's richest man is Sun Zhengyi, chairman of Softbank group. Japan's second richest is Liu Jing Zheng, whose personal wealth reaches 19 billion 500 million yuan, or about 135 billion 500 million yuan.

Largest clothing retailer in Asia

Some people say that the 2008 financial crisis has made UNIQLO.

Because of the financial crisis, Bill Gate, the world's richest man, lost $18 billion in assets in 2009, and the fortune of "stock god" Buffett shrank by 25 billion dollars.

Ryui Masa is an exception. He owns UNIQLO.

The fast selling company's share price rose by 63% in 2008, and the sales of UNIQLO rose sharply, and new stores spread all over the world.

From a small men's suit shop to Asia's largest clothing retail giant, Ryui Masa is regarded as the benchmark of Japanese entrepreneurs in the new era, with "one win, nine defeats" business philosophy.

"One win, nine defeats" is, in fact, a learning concept and a continuous learning business from failure.

Ryui Masa said, "to do and fail is better than just analyzing and not doing it."

Failure experiences can make people learn things and become wealth.

If you want to be number one, you can do everything first.

When I was a child, every night, Ryui Masa was in the middle of a big sleep when his father wanted to be the first and the first to do everything.

At that time, he could not understand his father's hate.

It was not until 1972 when he took over his father's business and ran into a dilemma that he remembered this sentence.

"Yes, since we choose to do the clothing business, we must do well." at that time, a feeling was that after many years, Liu became the foothold of his successful experience.

In his view, the biggest secret of UNIQLO is its early ambition to become an industry leader.

When UNIQLO is a small company, Liu well is instilling a new idea of UNIQLO to become the "world first" for all new employees, and everyone must make unremitting efforts towards this goal.

In business, many people lack a lofty goal and take one step at a time.

Unlike Ryui Masa, he took the clockwise rule and started from the end.

This approach comes from a person who has the greatest influence on him, Harold Genin.

Harold Genin, the founder of ITT, a world-famous multinational company, scorned academic and bookish.

He thinks that reading should follow the order from beginning to end, and business operation is the opposite. Starting from the goal of the end stage, we should step by step to promote what we should do at each stage.

Ryui Masa read Harold Genin's thoughts for the first time, as if he was struck by lightning.

That year, he set a great goal for himself at the age of 23, making it the world's first casual clothing chain.

Taking this overall goal as the starting point, Ryui Masa launched a medium and long-term goal, such as UNIQLO stock must be listed, and its performance will grow at a high level, with annual turnover exceeding 1 trillion yen.

To achieve these medium-term goals, UNIQLO will open 100 branches in Japan, with 30 new branches opening every year from 1991 to 1993.

Push down again to achieve the goal of opening 30 new stores a year, and what to do quarterly, monthly and weekly.

Through layers of decomposition, Ryui Masa turned a seemingly innocent goal into a practical plan and turned them into reality one by one.

Reduce inventory and specialize in basic funds.

Many people will be puzzled. There are many fast fashion brands like UNIQLO. How does it adopt differentiation strategy? In fact, unlike fast fashion brands like ZARA, H&M, etc., the pursuit of fast fashion and large quantity is different. UNIQLO is the main player in the field of basic products and relies on explosive products to win.

Only a series of "thermal underwear", the global sales volume broke 1 billion, is known as the most clothing enterprises in Asia.

What is the basic money? It's a lot of money that everyone can wear, such as T-shirts, jeans, underwear and shirts.

Liu well has long observed that in the daily operation of clothing stores, basic funds usually account for 30% of total sales, and most consumers mix the popular and basic funds of each season.

Although popular money attracts eyeballs, most of them are short-lived, and the basic demand is not only large, but also often sold.

To do business is to grasp the essence. In Ryui Masa's eyes, this essence is that the strongest products will drive everything.

And the strongest product of UNIQLO is undoubtedly the basic fund.

It is this kind of different cognition of essence that makes the genes of UNIQLO different from those of ZARA and H&M.

ZARA and H&M focus on moving fashion and popular elements on the T platform to the retail store as fast as possible.

Because of the inability to predict sales volume, this replication is based on a small amount of money.

UNIQLO pays more attention to the technological innovation of single product. It has the guarantee of basic sales volume, and does not need to worry about too many styles and how much inventory it needs.

In Ryui Masa's view, clothes are parts of clothing, and how to combine them is the freedom of consumers.

The task of UNIQLO is to produce spare parts. Whether you are Korean or European and American, Lolita or Bohemia can not do without me.

To this end, UNIQLO substantially reduced inventories and excavated standardized products as much as possible.

In terms of style, only 1000 uniforms are introduced each year, equivalent to the 1/10 of ZARA and H&M.

Less inventory makes uniqo only 70 factories to meet all demand. Compared to 1000 suppliers in other clothing giants, the inventory pressure of uniqo is low and the chances of making mistakes are much less.

China market, overseas main position

Because of its unique, fashionable and comfortable features, UNIQLO has won the hearts of consumers around the world.

According to the world authoritative survey agency, in 2017, Uniqlo accounted for 1.1% of the world's apparel industry, ranking fifth in the world.

Spanish Company, which operates ZARA and other brands, ranks first in the world in terms of market share, and Sweden clothing company H&M ranks second in the world. Inditex

In many shopping malls in our country, you can see the appearance of UNIQLO.

According to the 2018 UNIQLO financial report, UNIQLO's overseas market revenue has exceeded its income in the domestic market in the current financial year, and in its overseas market growth, the China market led by the Chinese market has become the main driving force for growth.

According to the world clothing and shoe net, as of the end of August 2018, UNIQLO has 2068 stores in the world and 726 stores in China.

Among them, there are 633 in mainland China, 28 in Hongkong and 65 in Taiwan.

In addition to setting up more than 700 offline stores in China, UNIQLO has also actively integrated into the increasingly prosperous Internet market in China.

In the 2018 Tmall double 11 global shopping carnival, UNIQLO's sales exceeded one billion yuan mark, and doubled in 35 seconds.

In the end, UNIQLO won the championship in men's and women's wear rankings.

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Ryui Masa's "Ten Commandments of business"

Combined with decades of experience in enterprise management, Ryui Masa summed up some of the business rules that UNIQLO swept the world and were widely praised.

Among them, the Ten Commandments for business operators are:

1, operators must pursue the results.

2, operators must define their business policies and stick to them consistently.

3, operators must have ambitious ideals and face the reality.

4, operators should not be tied up by common sense, and should be flexible and flexible in dealing with affairs.

5, operators should be more enthusiastic about their work than anyone else.

6, operators should exercise their subordinates like devil and give their subordinates the courage to challenge.

7, operators should not be dragonwater to deal with problems, but must investigate the nature of the problem.

8, operators must fully anticipate risks and challenge them with courageous courage.

9, managers must have foresight and seize the future.

10, operators must have the courage to act.

With regard to the successful business philosophy of UNIQLO, Ryui Masashiya summed up 23 points:

The first business should comply with the requirements of customers and create the needs of customers.

The second operation should constantly implement good ideas, give full play to the social influence of enterprises, and contribute to social changes.

The third business must be independent and can not fall into the banner of any enterprise.

The fourth business should face up to reality, keep pace with the times and take the initiative.

The fifth business is to create a flexible organizational environment for staff self-management and self reflection, so that everyone can value teamwork and respect each other.

The sixth is to make use of international wisdom, establish the unique identity of the company, develop the most respected goods and businesses of young people, and achieve true internationalization.

The seventh business must be centered on the only goods and shopping centres that are directly related to customers.

The eighth operation is to establish a mechanism of concerted efforts of all departments and departments.

The ninth business should emphasize speed, dynamism, innovation and execution.

The tenth business should be aboveboard, reward and punishment clearly, and advocate thorough strength.

The eleventh business is to improve the quality of management, eliminate waste completely, always consider profit and loss, and execute high efficiency and high distribution.

The twelfth is to conduct a thorough analysis and memory of past successes and failures as the next reference material for success.

The thirteenth business should be actively challenged, and can not evade difficulties and avoid competition.

The fourteenth business should emphasize the sense of expertise that wins through actual performance.

The fifteenth business must adhere to the consistent business philosophy, start from minor matters, start from the foundation, follow the right direction, be firm and persistent, do not reach the goal, and promise to stop.

The sixteenth operation is to sell the business culture of an enterprise, and to cultivate a keen market sense of smell and look at it from the inside to the outside.

The seventeenth business must always maintain a positive thinking, invest ahead, hope for the future, and make the enterprise full of vitality.

The eighteenth goal is to make the identification with company aim, purpose and conception.

The nineteenth operation must require the company's business and its work to achieve the highest moral standards.

The twentieth must advocate self-criticism and self pformation.

The twenty-first operation is to eliminate all differences between race, country, age, men and women.

The twenty-second business is to continuously develop new businesses with multiplier effects and become the leading ones in this new type of business.

The twenty-third business is to set up an organization for people to set things up. We should thoroughly understand the relationship between employees and business units that meet the needs of customers and establish barrier free project doctrine.

Ryui Masa said he will retire at the age of 70 next year and retire as CEO. He will focus solely on the position of chairman of the board and continue to participate in the company's business as a "supervisory" business in the future.

Prior to that, Ryui Seiso said his two sons would not take over the post, and two of them are currently senior vice presidents of the group. Ryui Masa will hand over to senior executives who understand young people.

Who will be in charge of the clothing kingdom of UNIQLO? Let's wait and see.

More interesting reports, please pay attention to the world clothing shoes and hats net.