Lei investment in every customer prudential products, aging set off to learn from millet and salute the upsurge

There is milk is Niang, in Lei investment where the customer prudential products, aging set off to the Millet learning and salute the upsurge. press conference, do products, whitewash their attention to user experience, all these are not lei traces? It is said that it was a great wine, Lei told aging: rapid expansion is the last century's play, The Times changed, need to follow the user. After the old seemingly enlightened, enlightened, he began to integrate the goods: employees from more than 10,000 people down to 300 people, only make shirts, focus on focus, or TM focus. Even the shirts, the department has been downsized from more than 200 people to 7 people, who are the originator of the shirts.

One of the employees who started a business with age was very pertinent to today's old assessment: "The transition from one arrogance to another." Old began to say his marketing master, now he said he is a product manager, the whole of the guests only aged a person. "How nice to say, don't forget, paranoia like Steve Jobs still relies on the great man who likes men Couclay to shape the industrial chain?"

Aging also proposed to the UNIQLO study, "I used to look at Uniqlo, now I want to learn from them." But I have been in Japan for many years, the business history found that the old teacher has not seen the secret of Uniqlo success, today, I take the time to guide him.

1. Product Manager or Craftsman heart, to start from a product planning into the product, meticulous. It's not that you only do one product, or do a lot of products.

Only shirts are overly focused. This may be true in some industries, but not in the garment industry. Mobile phone can be understood, of course, the normal human a year to change a mobile phone, but the shirt belongs to fast-moving consumer goods, and every customer prudential low price strategy turned hard, millet a mobile phone can be from 1999 Yuan crazy to 399 years, where the customer prudential products do not have this possibility.

Uniqlo is very focused, only do clothing, but the product line is very rich, from down jacket to underwear socks, and so on.

2. The economy of cock silk is almost over.

To say that, the success of Uniqlo with the same year where the outbreak of the same place. Uniqlo founder Yanai is inheriting a family business and selling suits. But soon he found that suits were expensive and cash flowed slowly-a Japanese master usually didn't buy a suit for a year. Yanai decided to do casual wear. Moreover, Uniqlo popular in Japan, it is the era of bubble economic collapse, high quality and low price of casual wear to meet the needs of the public. But after Japan's economic recovery, Uniqlo is also actively changing.

Yanai is most of the strategy can get management support, only one thing, everyone unanimous opposition, that is, let Uniqlo prices. In the 2004, Uniqlo made a rare advertisement in the newspaper: Uniqlo will bid farewell to the era of low prices. Yanai idea is unusually clear: Uniqlo can no longer rely on selling relative to the price of good quality products, Uniqlo to do that kind of real good quality clothing.

Like the famous "shirt tour" of the old age, Yanai was patiently explaining how excellent the Uniqlo material was: their woolen sweaters are cashmere in Inner Mongolia, the finest in the world; the polar fleece shirts were once developed by NASA to regulate the temperature (that is, you put the air-conditioner on), Italy's Connaught Wool, as well as the world famous Japanese denim ...

But even if the material is excellent, Uniqlo price is still very competitive, because from product planning, management, logistics to shop sales, are excellent Uniqlo personally responsible, save the cost of outsourcing, and then Yanai is to save the cost as concessions to consumers.

Also, for Fank, the Times are changing. Although it is a time when every brand has advertised itself as a low force, the space they can stretch is not enough to imagine. 29 Yuan of shirts and canvas shoes only stay in that particular era, where customers want to achieve brand, the road is far and long. At least from that year, when he criticized LV, his understanding of the brand remained in the shallow fields.

3. Good at learning.

The teacher is worthy of respect. Heard that he has been on the outside, and constantly visit those successful clothing brands, hoping to find their own direction. This is similar to the Yanai of the entrepreneurial period. Yanai was originally to learn from the gap between the study: the development of those quality clearance, low prices of casual wear.

4. If you can't keep up with the trend, do the products that anyone can love.

For example, gifted Uniqlo is never a personalized product, their philosophy is, a product, the old man, adults, children can wear, said "good", is not the same size.

5. Stop marketing too much.

That year, where the object of the explosion is purely accidental phenomenon: hit the cock silk of the G-spot, slovenly Korean Han Han confrontation outfit force flashy Guo, the appearance of flat like GE Dan just promoted success, this is cock silk reverse attack victory ... But then, every guest's "life in Full bloom" became a seemingly grand, the core but empty failure marketing ...

Without advertising, Uniqlo spends most of its money on shop openings and product development during the start-up period, and they have done little advertising. This is an example of anti-Internet thinking: It is the practice of internet companies to spend a lot of money on advertising and quickly accumulate popularity in the capital-driven environment, but the Uniqlo is rarely involved.

6. Don't let the capital lead you.

It is understandable to be grateful to the LEI, but it is not a matter of doing mobile phones and selling clothes. Moreover the other people lei all said, oneself is with the Tongren temple, the seabed fishing learns. Investors want you to expand quickly and immediately. But a brand of deposition is more than a few years can be completed? Uniqlo has refused to intervene outside investors, stick to their own way, let Baleno say go.

7. Learn the heart of the craftsmen of Uniqlo.

Yanai said that the success of Uniqlo benefited from their always following the heart of craftsmen: from product planning, production, sales to sales feedback, each link can not be invalidated, must use the heart of craftsmen to treat. For example, even if the price of 1000 yen of a underwear, must undergo a fine planning, patiently designed to appear in the shop.

In this industry chain: Uniqlo is responsible for product design, and then send the design program to long-term cooperation of the factory, produced by the clothes from Uniqlo all buy out, sent to the shop, and then the store sales feedback to the company, from which to formulate the next step of commodity planning and design programs.

Then Uniqlo put this way to the world. Uniqlo in foreign companies have a large research and development team, their job is to capture fashion trends, planning in line with the local national aesthetic new products. For those who do not sell goods decisively clear.

Even if you sell shirts in old age, do you have the heart of a craftsman?

8. Have a sense of crisis.

The teacher has already had the estimate. But Yanai said that the crisis is not unrest, crisis = opportunity.

9. Dare to try the wrong.

Yanai is also not a God, made a lot of mistakes, such as blind open shop. Later, Uniqlo changed its strategy to open a shop in a region to ensure profitability, then expand, so that almost every Uniqlo can be profitable. But old teacher, I am now worried that you are wrong again, where to fall from where to get down. You have to remember that breaking the rules of the industry will fall to pieces.

The old teacher's shirt is said to sell very much, but I think, his biggest mistake is to his excessive reflection, said that before every customer prudential products are rubbish. Brother, if your previous products are rubbish, then I bought your canvas shoes, is not a fan of garbage?