By Selling T-Shirts To Become Japan'S Richest Man, Ryui Masa Is Proud Of Running The Industry.

If the Japanese were to vote for a god of business in the world, ten to one is Ryui Masa.

In April 12th, Forbes announced the top 50 Japanese tycoons.

Ryui Masa, founder of UNIQLO, surpassed Softbank group Sun Zhengyi and became Japan's richest man at a price of 24 billion 900 million dollars.

The day before, UNIQLO parent Xun Marketing Group announced its semi annual report with a total revenue of 1 trillion and 260 billion yen, an increase of 6.8% over the previous year, with a profit of 172 billion 900 million yen, an increase of 1.4% over the same period last year.

Speaking of Sun Zhengyi, Ryui Masa said: "the same talent, I do not want him to be an investor, but to make him a successful industrialist."

"I only want 20-30 subsidiaries, which sell trillions of yen per household, otherwise they will not become industrialists and become investors."

He is an industrialist and makes Liu well proud.

He has shown his clothes all over the body, no matter not UNIQLO, the total price is more than 4000 yen, less than 300 yuan.

He runs the hard line of the enterprise and makes UNIQLO the world's top three clothing retail companies. It also proves that the industry still has dignity.

Compared with other rich people, this is the touching story of Ryui Masa's story.

He is the God of contemporary management.

Horie Kifumi said on television: "Japanese entrepreneurs are very spineless and spineless, namely, Sun Zhengyi, Liu Jingzheng and Maezawa Tomosaku."

In the hearts of young Japanese, Ryui Masa has inherited the reputation of running four saints.

Ryui Masa was born in a merchant's home. In 1949, when he was just full moon, his father set up a Western-style shop called "small county business" in Yamaguchi Prefecture, Japan, which made a tailor suit for bank employees.

Although the industry grew bigger and bigger, his father's temper was very irritable, and he frequently added up his fist.

In the famous biography "one win, nine defeats," Ryui Masa wrote: even lying on the bed and looking out the window for a few hours is better than being brutal by the father for ten minutes.

He studied at Waseda University at the age of 18, but caught up with the tide of anti American Security Treaty and wasted time in his studies.

The father was so disappointed that he refused to come back to run the family business.

Liu Jing is making a tally in the department store "Jia Shi Ke".

It was not until marriage that they returned to their homes, but at that time there was only seven thousand yen left in the business surplus of the small county, which was on the verge of bankruptcy.

At the beginning of business, Liu well was facing a fast closing clothing company.

He did everything he wanted to do, but doormen, cleaners, accountants, treasurers, deliveries, and debt collectors did not, and he introduced the service mode of department stores.

Two years later, the annual profit of the suit business reached 7 million yen.

He was keen to see that the social atmosphere was changing, and he changed his suit shop to casual clothes that were sold to the United States.

In the 1984 new year, Liu well was seriously ill and delivered the company to Ryui Masa.

A new era opens the curtain.

On the third day of assuming office, Liu well is planning a bigger pformation.

He went to Europe and the United States to investigate, and wrote a "business pformation plan" after he returned home, the first new store opened in six months.

The new store's special feature is: completely self-help shopping, no longer shopping guide to follow.

At that time, only bookstores and audiovisual shops had this mode of operation.

In his vision, clothing stores should also be customers who can rest on their feet and choose clothes with casual care.

To this end, he named the clothing store UNICLO CLOTHING WAREHOUSE, simplified to UNICLO.

Later, the Chinese plation of "UNIQLO" is also a "random choice of quality clothes warehouse".

UNIQLO's clothing prices mostly range from 1000 yen to 1900 yen, which was very cheap at that time.

On the first opening, curious customers, like "haven't bought any clothes for years," emptied the shelves and spent all the bills.

When the media came to hear the news, Liu well did not mention sales, but apologized for failing to provide customers with a comfortable shopping environment and impressed the outside world.

In those days, second stores in UNIQLO opened, and sales exceeded 30 million yen in that month.

Before UNIQLO opened, Ryui was worried and worried that there would be no chance if he failed.

Liu, who was obedient to his father from an early age, said to his father in a clear way: "I am an adult, and have the ability and the right to do what I want to do.

This is the first time in his life to fight.

Today, UNIQLO is Asia's largest and third largest clothing retailer in the world, and its parent sales group sells at 6 trillion and 350 billion yen.

In 1999, on the day of Ryui Masa's 50 birthday, his father, Liu Jing, died.

At the funeral, Ryui Masa cried for the first time in public.

He said, "father is the biggest competitor in my life."

Seize the opportunity of China

The rise of UNIQLO is closely related to Ryui Masa's grasp of China's opportunities.

In 1978, China's reform and opening up, labor workers wages low.

Liu well is making clothes at the mainland factory and pferring technology and production lines, employing Japanese retired skilled master to supervise.

This makes it possible for UNIQLO to offer cheap but high-quality clothing.

In 1999, UNIQLO sold 300 million garments, corresponding to 130 million people in Japan, and bought two pieces on average.

But the Japanese market is limited, and Ryui Masa is very wise to advance overseas layout.

In 1988, UNIQLO registered in Hongkong.

But the salesperson who was responsible for trademark registration broke the UNICLO's C into Q. Ryui Masa looked at the letter Q and felt that it had added vitality to the brand.

Since then, UNICLO has become UNIQLO, the main trend of fashion positioning.

But at the same time, GAP also entered the Japanese market in 80s, eroding the profit of UNIQLO.

In Hongkong, Liu well is calling several times to get to know Giordano and GAP China's boss Li Zhiying.

The other side taught him a "SPA business model", that is, Speciality retailer of Private Lobel Apparel, integrating commodity planning, manufacturing and marketing into a brand.

Previously, UNIQLO sold imported clothing. If it could produce its own brand, it would undoubtedly guarantee profits at a low price.

Ryui Masa was overjoyed.

UNIQLO catches the fashion trend in New York, designs commodities, completes the garment design in Osaka and Yamaguchi, processing and manufacturing in China, and sells it to the world.

In order to respond quickly to the market trend, Ryui Masa also set up a new company structure, the level has become flat, using IT system and POS terminal to feedback quickly to decision-making.

At the meeting, it was no longer Ryui Masahito's command. "Not to regard the president's words as a decree" has become the new creed of UNIQLO.

In the field of fast reverse clothing, ZARA and H&M both use massive mass products and collect sales data to expand production. There are as many as 5000 kinds of products in the same store.

But UNIQLO has adopted the practice of "small varieties and large stocks".

According to Japan's UNIQLO research expert Yue Quan Bo statistics, the same UNIQLO store's single product may only have 500 kinds, is the other fast reverse brand 1/10.

From the beginning of their design, they aim at products of high quality, low cost and superior quality, so that gambling can be favored by consumers, and will not allow stocks to pile up.

For these potential explosions, UNIQLO is not stingy in design and materials, and uses production cost.

Take the legendary Fleece product in 1998 as an example. It uses polyester fabric with two sides of wool, colorful, light but very warm. It can absorb sweat and dry quickly. The price is still 1990 yen, which is equivalent to 1 /10 of the daily wage of Japanese working-class.

In the first year of the listing, 2 million pieces of fleece clothing were sold, 8 million 500 thousand pieces sold in second years, and 26 million pieces sold in third years, which has become the symbol of UNIQLO.

After 2000, it became the world's UT (UNIQLO T-shirt), BRATOP (bra strap) and Heattech (hot underwear).

It can be said that if other enterprises are trying to make mistakes in the small chips on the gambling table, UNIQLO is fully convinced of its own judgment, a all in.

The more sensitive the decision is, the more smooth the execution is, and the success will be magnified infinitely.

This business strategy is the patenting of a few business talents.

In this regard, Ryui Masa evaluated himself as "an adventurer".

Ma Yun said that he adored Starbucks and UNIQLO most.

"There are many clothes selling all over the world, but only he sold UNIQLO and became the richest man in Japan."

Wang Xing's autobiographical name was also derived from "one win, nine defeats".

Today, the fast selling group of UNIQLO has 3445 stores in the world, with more than 660 mainland China alone, with an annual income of 2 trillion and 130 billion yen, selling more than 1 billion pieces of clothing every year, which is equivalent to 1 customers per 7 people worldwide.

Ryui Masa himself was also the three richest man in the Forbes list, with a price of $24 billion 900 million in 2019, an increase of $5 billion 600 million over the previous year, the top 50 in Japan.

In the novel Atlas shrugged, when the world was in a depression, the most respected businessman became a businessman, not a man playing with finance, politics or sitting in the rentals.

In the real world, Ryui Masashiya tells the same story.

Author: cattle ploughing