无印良品扭亏为赢得成功之路-pg电子游戏

【行业新闻】松井在上任两年内就恢复了盈利能力，在2005年创造了1410亿日元的收入纪录。

一、无印良品管理理念
muji是1980年由xiyou集团内部发明的品牌，从一开始就有自己的想法。这个被称为“相当便宜”的基本理念，提供了和百货商店一样的品质，但价格只有70%，这是无印良品的一个清晰定义。
无印良品是一个很有自己价值的品牌，日语直接翻译的意思是只有我才能看到需要的“中文是自私的部门化开发产品”
因此，无印良品的包装、品牌都很简单。无印良品想要达到的消费者得到这个产品，接触这个数据的时候，就可以辨别，这是无印良品。
无印良品的哲学是我们希望自己说话，自己与他人竞争。产品标准是只做真正的产品本身，不做任何花哨的事情。
在1970年日本经济放缓期间，许多百货公司的品牌都出现了。到目前为止，唯一的家庭是无印良品。
muji的产品今天可以实现，最大的原因是我有自己的品牌定位和理念。
无印良品成功的另一个原因是早前推出的spa理念(全名specialretailofprivatlabelapparel)零售专卖店自有品牌商业模式)，在销售前，先销售其他品牌，然后购买再销售，利润非常低。
无印良品认识到有必要在店里销售自己的品牌，做自己的设计和加工。一家从事上游设计和制造的零售公司，翻译过来就是spa，一项利润更高的业务。全球零售业目前并不繁荣，所以要关注那些做得不错的公司，比如优衣库(uniqlo)和宜家家居(h&mza ra ikea)。
造成危机的原因有二、三个
无印良品成立后光滑的前十年的发展,第一个十年低利润的条件第一次危机自2000年以来,2001年,此外,通常由一半利润,在当前的利润几乎为02001年上半年的赤字首次。
在这种情况下，他在面临危险时被任命为公司总裁。他从零开始，带领无印良品重新开始。
日本有一位首席股票分析师对我说，
松井先生，没有一个日本专业商店能从萧条中恢复过来，所以我希望你振作起来。
这是我说的第一件事。第二个句子是
在百货公司，从萧条中恢复过来需要三年的时间。
当时，日本有一家百货商店叫三和百货，也陷入了困境，后来进行了改革。花了三年时间才看到效果。
经过长时间的思考，发现muji最根本的问题是pg电子游戏的文化与母公司之间的严重矛盾。
1。感性与理性文化的矛盾
首先，无印良品是西游集团旗下的品牌。除了无印良品，子公司还拥有西友、西武、家族等非常大的企业集团。
老板非常感性站稳集团旗下的西武百货商店刚刚三流的日本百货商店,老板突然想知道沃尔玛是世界一流的,然后去欧洲,欧洲搬到西武百货商店所有的顶级品牌,武百货商店,从三年级的课,非常感谢。
这是一个非常情绪化的老板，所以pg电子游戏的文化也是非常情绪化的。
muji是一家需要以科学的方式运作的公司。设计和操作所有产品的想法必须是科学的，这与母公司有冲突。此外，无印良品对连锁品牌的重视也与母公司对单一门店管理文化的重视相矛盾
西游集团的文化强调经验主义。日本员工谈论的是老人和年轻一代，而前员工则是年轻一代，这也与高质量计划的方式相冲突
2。不同的执行
西友集团是一家以规划为基础的公司。它有许多详细的计划和厚纸。纸有多厚，执行力有多低。
因此，seiyu是一个规划，地块在95%到95%之间，muji是95%到95%进行执行规划，规划pg电子游戏的文化，muji是整个文化，母公司是颠倒的
3所示。需要创新的制度结构
为了盈利，公司必须规范所有的问题，如服装部门的不良表现，这是服装和材料部门的问题。
经过仔细考虑，我们发现，无印良品80%的问题是由系统的结构造成的
你知道丰田在日本是希腊

mr. matsui returned to profitability within two years of taking office, setting a record of y141bn in revenue in 2005.

i. muji good product management philosophy
muji is a brand invented from the inside of xiyou group in 1980, with its own ideas from the beginning. the basic idea, called "reasonably cheap", offers the same quality as a department store, but only for 70 percent of the price, a clear definition of muji from birth.
muji is a very have their own values of the brand, japanese directly translated means only i can see need products of "chinese meaning is selfish departmentalism developed products"
therefore, muji good packaging, brand are very simple. the consumer that muji good product wants to achieve gets this product, touch this data when, can distinguish, this is muji good product.
it is the philosophy of muji that we hope to speak by ourselves and compete with others by ourselves. product standard is to only do the real product itself, not to do anything fancy.
during japan's economic slowdown in 1970, many department store brands took place. so far today, the only family left is muji.
muji products can achieve today, the biggest reason is that i have my own brand positioning and philosophy.
muji success was another reason is that the earlier the introduction of the spa concept (full name specialretailofprivatlabelapparel specialty retailers own brand business model) retail formats before selling, sell other brand, purchase and then sell, profit is very low.
muji good products recognize the need to sell their own brand in the store, do their own design and processing. a retail company, involved in upstream design and manufacturing, translates as spa, a much more profitable business. the global retail industry is not booming right now, so keep an eye out for companies that are doing well, such as uniqlo and h&mza ra ikea, in the spa retail space.
two, three reasons for the crisis
muji after the establishment of smooth are the first ten years of development, the first ten years in the conditions of lower profits for the first time, crisis since 2000, 2001, further, often profit by half, in the current profits almost into the first half of 02001 the deficit for the first time.
in this case, he was appointed as the president of the company in the face of danger. he started from zero profit and led muji to start again.
there was a chief equity analyst in japan who said to me,
mr. matsui, there is no example of a japanese professional shop that can recover from a slump, so i want you to cheer up.
that was the first thing i said. the second sentence is
in department stores, it takes three years to recover from a slump.
at that time, there was a japanese department store called mitsukoshi department store, which was also in trouble and then reformed. it took three years to see the effect.
after thinking about it for a long time, it is found that the most fundamental problem of muji is the serious contradiction between the corporate culture and the parent company.
1. the contradiction between sensibility and rational culture
first of all, muji is a brand subordinate to xiyou group. in addition to muji, the subsidiary companies also have xiyou, xiwu, family, etc., a very large enterprise group.
boss very perceptual seiyu group, owned by the seibu department store has just third-rate japanese department store, the boss suddenly wonder how wal-mart is world class and then went to europe, the european moved to seibu department store all the top brands, seibu department store, up from third grade class, very much.
this is a very emotional boss, so the corporate culture is also very emotional.
muji is a company that needs to operate in a scientific way. the idea of designing and operating all products needs to be scientific, which conflicts with the parent group. moreover, the emphasis of muji good products on the chain brand, which is also in conflict with the parent group's emphasis on single store management culture
the culture of xiyou group emphasizes empiricism. japanese employees talk about the elders and the younger generation, and the former employees show the younger generation, which also conflicts with the way of good quality plan
2. difference in execution
xiyou group is a company based on planning and planning. it has a lot of detailed plans and thick paper. how thick the paper is, how low the execution.
seiyu, therefore, is a planning, plot of 95% to 95%, and muji is 95% 95% to do execution planning, planning a corporate culture, muji the whole culture and the parent company is upside down
3. institutional structures in need of innovation
in order to make a profit, the company has to regulate all the problems, such as the poor performance of the clothing department, which is the problem of the clothing and materials department.
after careful consideration, it was found that 80 percent of the problems of muji products were caused by the structure of the system
you know toyota in japan is great, toyota in japan is a great culture to learn from.
toyota company is japan's largest profit sales, made up of many subsidiaries, each subsidiary of high-rise, every year spend a lot of time to learn, have a class, outside to improve yourself.
ask toyota, how long did it take for every executive in every company to go out and learn a lot? toyota says it did it for about 38 years. toyota's learning culture has been around for more than 40 years this year
such a large and profitable company is constantly asking its executives to learn.
so muji needed to rebuild the company's culture.
three, seven reform measures to turn back the tide
the first focus of muji's reform is to rebuild the brand. the brand concept of muji's "reasonable and cheap" muji's base cannot be changed.
muji from set up to this stage, about the past 20 years, a lot of the environment changed, consumer demand has also changed, so the product also to do change, otherwise unable to adapt to market changes.
however, there was a big problem. at that time, the development and planning function of muji products had been completely disintegrated
1. deal with a large number of bad inventory heartily
the first measure of reform was the disposal of large amounts of bad inventories.
it is not possible for the company to recover from such a large inventory of defective products, so it is necessary to dispose of such inventory.
not only yourself, also do manufacturers, manufacturers of these products with go to the, when he saw his heart to all goods is burnt, that is no one can understand the feeling of heartache
the goal is to get him to understand that if i can't make really good products, these things are waste products for consumers.
use the on-site feeling to stimulate manufacturers, with muji products to carry out a reform from beginning to end.
close 10% of the stores
closing a store is not about firing people. firing people doesn't bring real change to the company. it's about changing the structure of the company. how to rebuild a winning company structure, as the president must think about the problem.
the above two measures obtained the very good effect, but also in thinking at the time, these may not be the company crisis, the real reason, just solved the mark, not to solve this, the fundamental problem is that the enterprise culture.
3. build a functional system integrating r&d, design and planning
at that time, it was proposed that "the world's muji" cooperate with outstanding creative talents and designers from all over the world to enlarge the product design from japan to the whole world.
let consumers around the world to participate in product research and development, for love all the year round with some of the things in your life, take it as a research and development of muji inspiration, to design to win consumers.
muji was working with many designers around the world, in a way called "designer without design".
groceries accounted for 55 percent of the total sales of muji, a very large category.
i've heard that there is a designer chair in italy that is very design-oriented and very scientific at the same time. i want to cooperate with him and act as an intermediary through my own designers. there are my own designers in the product development department and italian designers.
the positioning of this designer is that the designer who does not design "acts as a bridge between the designer's design and the designer's design, so as to integrate it into the design of his own products.
in this way, get inspiration to the world a lot of good design, at the same time, adhere to muji their design features, all of a sudden make muji victory, products sell very well.
included in the clothing and yohji yamamoto cooperation (world fashion designers and new japanese wave head, with concise and rich flavor, smooth lines, the fashion design style is famous for its) cooperation with very famous fashion designer.
because clothing has a very strong trend, such as a top designer yohji yamamoto, know how tide, this year what will sell clothes, what will sell clothes, next year will be involved in every new york fashion week, paris fashion week, and so on.
but as muji company may not have the ability to follow the trend, so and yohji yamamoto cooperation, but cooperation not do foreign propaganda, don't say this series is designed yohji yamamoto just talking with the product itself.
the second year after yamamoto was involved in the design, the response of clothing to the product market was immediately obvious, and the consumers liked our product very much.
4. quantifying the opening standards of the sales end
at that time, there were also very serious problems in the sales side. only two of the ten new stores could meet the profit target.
so there are a lot of quantitative criteria, what is the average consumer income index of the city where the store is opened?
the average rural consumer income index is positively correlated with the operating conditions of muji stores. use it to determine when you can open a store and when you can't.
after the establishment of such quantitative norms, the results are quite obvious. the winning rate of new stores imported into the norms is more than 90%.
5. reduce operating interest to 30%
the way of selling changed the way of product research and development changed the way the enterprise operated, so a "30% commission" system was set up to do this.
why the 30% commission?
the goal is to reduce the operating interest of the company to 30%. the numerator is the operating capital, and the denominator is the sales amount
in 2004, operating expenses accounted for 34.1% of total expenses to 30%
there are many ways to reduce this interest rate, such as cutting unnecessary travel, cutting unnecessary overtime, and so on. every director goes to every business section.
the company has a lot of business to do, opening stores, selling stores, including headquarters.
each business unit to directly participate in, the directors of the company to find problems, similar to the chinese supply "to the leadership of the grass-roots to do enterprise management, aim is to cut the company's operating capital.
in order to do this, many directors of the company were sent to various departments to supervise the war, but the result was quite unexpected. at the end of the financial year, the amount of money you want to cut has increased rather than decreased
many direct-sale stores are growing, but so are profits from sales.
what's the problem? think about it, because many of the senior management are transferred from the parent group, xiyou group does not have the experience or wisdom of how to operate a company like muji.
there were 10 directors on the board at that time, maybe 2 of them were very good and could make a very good contribution to the company, but 8 of them could not reach the profit target.
the company must change, but it cannot change so many directors. what should we do? it's a simple way to learn from other great companies.
for example, the muji store had a lot of shelves, and a lot of the tools were made in japan, and the interest rates were very high.
at that time, i found that many of my peers, such as wal-mart, had a lot of tools that were made by themselves and assembled and matched in stores. so i think it's impossible for wal-mart to do that
so learn from him, and then take a lot of props and equipment production to china to do accessories, and then get a muji store inside their assembly, cut the interest by more than 40%.
by learning from other companies, muji has cut unnecessary fees and interest rates on many levels
among the most valuable enterprises of the time:
the number one employer. the founder is the boss, who runs the business himself and does not employ professional managers.
the second is smes.
the third is the consumer sector. companies that sell at very low interest rates.
the three companies operating efficiency is very high, the management method in the way there is a lot of material to muji study, there are a lot of guarantee, so at that time, draw lessons from a large number of enterprises, from the three companies have learned a lot of things.
6. establish the staff handbook for all staff to participate in the update
before muji, there were many stores, and the same problems often happened repeatedly and wasted manpower and time. later, in the company's internal network, an internal proposal platform for employees was built.
any front-line employee, store manager or shop assistant, can improve a work manual through the platform. the content of the manual is related to the store implementation.
frontline employees can through internal website, puts forward his opinions to the company, and then by the regional manager confirmed, again confirmed by the company headquarters, immediately after put this thing to write to the latest manual, also asked the company's working process change accordingly.
for example, a store manager needs a lot of qualifications, a lot of exam qualifications, health management, all kinds of qualifications. but the store manager was very busy and it was very difficult to get these qualifications after becoming the store manager.
it was later decided that employees should get these things before they became store managers, and the qualification requirements were written in this manual for employees to carry out.
muji is an international enterprise. although this manual was proposed in japan, it must be globally unified.
so every country has its own employee handbook.
the business itself has a lot of local characteristics, so only about half the content of the employee handbook is the rest of the content of the global gm and the rest is revised according to the situation in each country.
every country in the world has its own employee handbook, and it varies from country to country.
every year, china's muji recruits about 1,000 new employees, and the growth is rapid.
if it is difficult for colleagues to teach him, everyone is busy, and the teaching level is different. therefore, the company adopted the way of unified training, and gathered new employees for education and training, so that he could achieve the same level of work.
7. complete education system for employees
muji is a lifetime employment system, there is a talent committee such a system.
a college graduate, about 22 years old, came into the company after graduation, it's about 40 years, the company through post education, job rotation, and so on a variety of ways to cultivate his commission to this by talents