From UNIQLO, What Is The Secret Of Longevity Management In Japan?

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The essence of these enterprises' operation and management

Many senior managers want to learn and understand.

The Chinese business school has a new upgrade.

　 Approaching Japan

Learn advanced Japanese enterprises on the spot

The uniqueness of management and operation.

In August 27th, the Chinese business school visited Tokyo on the second leg of the visiting hall. ABS company. Fujiwara Jiro, the Japanese key company (president), carried out the "road to successful business" for trainees, which can adapt to the new era of enterprise theory sharing. The development experience and management concepts of UNIQLO and Japanese enterprises are comprehensively introduced from the changes of market and business environment, as well as the research of UNIQLO enterprises and innovation activities of enterprises. Subsequently, the participants went to the Ginza UNIQLO flagship store for field visits.

　 Talent is the core strength of a company.

UNIQLO UNIQLO, the core brand of Japan's fast marketing company, has become an internationally famous clothing brand by abandoning unnecessary decorating and decorating, storing supermarket stores, adopting supermarket style self-service shopping methods, and providing customers with the desired price at reasonable and reliable prices. Referring to the core competitiveness of UNIQLO, Fujiwara Jiro said: talents are the core strength of the company. In Japan's enterprises, the three most important elements are people, goods and money, and employees are firmly at the top of the list. Respect for individuals, companies and employees grow together, and enterprises can find core talents of company reform through training system such as member training.

And what kind of talents are the most valued talents in enterprises? Fujiwara Jiro introduced: an enterprise to find self interested talents, can be related to the success or failure of enterprises. In Japan, every company will set goals and assign targets to every department. Basically, small groups are the main activities. Small groups have strong autonomy and can create spontaneous designs. Take UNIQLO as an example. The middle management (or store manager) has the right to decide what products to sell and the pricing of products, including the display of stores and the incentive policies of employees.

Thirty or forty years ago

Japan has big data to support sales

At present, big data is in full swing in China, but thirty or forty years ago, Japan began to collect and develop big data. The POS system that UNIQLO used many years ago is the prototype of big data. It has played a strong support for the sale of the front end of UNIQLO products to the back-end production, and provided accurate basis for production.

Fujiwara Jiro said, in recent years, UNIQLO's heat Tech (thermal clothing) products are popular all over the world, and POS system is indispensable. He introduced that the warm clothing was originally a store based on the accurate data measurement and analysis of the POS system, and clearly understood the customer's intention demand. It was launched after a joint development with a material supplier. Once launched, it quickly gained market recognition and became the hottest seller of UNIQLO to date.

In recent years, UNIQLO focused on the production of low price, high quality products, sunscreen clothing, and fleece clothing, etc., and also made use of the differentiation of commodities, constantly creating popular funds to awaken the needs of customers.

Changing common sense may change the world.

"Changing clothing, changing common sense, changing the world" is the business philosophy of UNIQLO, which is through the re recognition and redefinition of clothing.

Fujiwara Jiro mentioned the emergence of UNIQLO, and it was also the first time that Japan had introduced the way of fashion sales, and realized the low cost of store operation through the unique commodity planning, development and sales system, which led to the hot selling of UNIQLO. Yang Xinzan, chairman and general manager of Fang Xin group, said that the big data system is actually coming from the market to provide accurate portrait and behavior analysis for customers.

UNIQLO is currently the third largest apparel retailer in the world after H&M and Zara. The product is not only for the Japanese market, but for the whole world. Fujiwara Jiro said that the future plan of UNIQLO will be over 5000 stores worldwide. Zhang Suli, President of SEG, said: at present, there are only 702 UNIQLO stores in China. Such a large-scale operation is based on the idea of changing clothes, changing common sense and changing the world.

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Viewing longevity enterprises in Japan from UNIQLO

One of the 20 best business bestsellers in the twentieth Century, Forbes, known as "evergreen", was first interviewed in the middle of last century in 90s, which brought the revolution of business management books to a climax. This business management book, CO authored by Corinth and Porras, defines what they believe is the standard of evergreen Enterprises: the first class standard in the industry, the highly respected and respected influence of the world, the CEO that has been through many generations, and the product life cycle that has been established many times, and it was founded before 1950. Domestic academia generally call it "longevity enterprise". Statistics show that the average life expectancy of Chinese enterprises is 3-10 years.

As the second lecturers invited by the Chinese business school, Mr. Fujiwara has been serving the company for a long time since he joined OMRON in 1974. He served in the representative office of the Kyoto government office in Shanghai at the later stage of his career. Although the Japanese economy has entered a long bear road since the 90s of last century, it does not affect the performance of enterprises such as TOYOTA motor and UNIQLO (formerly a small county business run by Ryui Masa's father), and its life expectancy has reached more than 70 years. The two enterprises were founded in 1937 and 1949 respectively. What is more exaggerated is that the oldest Japanese enterprise "diamond gang" has a history of more than 570 years.

Why is that so? I got the answer from Mr. Teng yuan's sharing: "stand on the position of customers, innovate and challenge, respect individuals, grow up with employees and uphold integrity and integrity". This is the value of FR group, the predecessor of UNIQLO. Although Collins's standards on Evergreen enterprises are not exactly the same, they still have their internal similarities. In a sense, they also interpret the secrets of longevity in Japanese Enterprises: first, they have "firm mission and values", which answers why enterprises exist and where they will go; "real high-quality clothing, creating new clothes of unprecedented value, so that all the people in the world can enjoy the joy, happiness and satisfaction of body and mind, the quality of clothing," This is the mission of UNIQLO. This is the beginning of the enterprise. All operations are centered on users, such as UNIQLO's POS system, which fully studies consumer behavior, thus reversing "production, consumption and planning" business, and from the "company management, brand strategy, comprehensive management, product development, talent education and training" to comprehensively enhance the competitiveness of enterprises and take "consistent, integrated and overall priority" as a medium and long-term plan for 3-5 years. "Easier said than done," and it is even harder to achieve "unity of knowledge and action". This is the most impressive impression left by Mr. Teng yuan.

This is not a reminiscent of Mr. Zeng's "fighting hard battle". This may be the most important thing for smart Chinese entrepreneurs and entrepreneurs.