The Core Competitiveness Of Muji Is To Be Capricious.

There are reasons for the popularity of many brands.

From the outside point of view, the convenience of commodity use, the identity of brand concept, and the cognition of sales link will play a certain role.

On the whole, it seems that there is some sense of coincidence and inability to reproduce. In fact, many of the internal business practices and ideas are interlinked.

A reporter once asked Matsui, general manager of Muji, how did Muji get to the present step by step, and after a crisis, it came back to life again?

Matsui replied: "changing the company's overall perception makes this cognition a fashion.

We all feel that the success of a company is determined by a certain link or event, but I think the whole company maintains a high degree of consistency in cognition, which determines the elements of the company's development.

In fact, it is not difficult to change the company's ethos.

First of all, when you change your mind, just write your thoughts on the paper and then do it in earnest.

The same is true for company management. If the problem of business team cognition is written on a piece of paper, then the company will become a strong company in accordance with the determined direction.

What is decided is to do it seriously.

This may be the core competitiveness of Muji.

PB (private brand goods) seems to be the only way for the retail industry.

Many enterprises are considering how to develop their own brand goods.

In Japan, after 90s, there was also a trend of retail PB development. The background was mainly that after the economic bubble burst, customers' consumption habits had undergone tremendous changes.

First of all, when the economy is in recession and the consumption is low, there is a contradiction between customers who do not want to buy goods with lower quality, but also do not want to spend too much money on consumption.

Sales can affect gross profit, and do not want to see the sales volume of their stores keep falling.

So, in this tangled context, PB merchandise seems to be a good solution to this problem.

So in 90s, Japan began to

The PB commodity has made considerable progress.

However, in this development, there is a very unusual example, Muji.

MUJI was born in 1980. When it was first established, it was not an independent brand, but was born as a private brand product of Xiyou supermarket.

At that time, Xi You supermarket was very famous in Japan. However, at that time, the general manager of Xi you felt that many of the goods in Japan were too luxurious to distort the value of the goods, so they hoped to develop a commodity that could highlight the value of the goods rather than over packaging, which was the original intention of Muji's original development.

For the location of MUJI products, there are three insistence: selection of raw materials, improvement of process, and simplification of packaging.

At first, the first batch of MUJI products had only 40 items, and they were all food products, sold in the food store of Xi You supermarket, the department store of Xi Wu and the family convenience store.

In 1989, Muji finished its independence from west friend and set up a good product plan.

Since 1990, commodities have been added and the expansion of Muji has begun in the world.

However, such a seemingly strong company, in 2001, had a deficit of 3 billion 800 million yen, and its share price fell from 40 thousand yen to 2 thousand yen.

What is the strength that enables the company to succeed in V and return to profitability?

There are 13 copies of the Muji shop operation manual, with nearly more than 2000 pages, including the production of store atmosphere and the operation of cash register.

The reason why the regulations are so thin is mainly because the previous Muji shop operations mainly rely on the predecessors' help and help, and the result is different from each predecessor.

Especially hourly workers are basically working with their senses.

The operation manual is mainly based on basic operation, and new employees can understand and operate without needing too many people's guidance. This is the focus of this manual.

Of course, if the contents of the handbook have been found to have affected the quality of the work on the site, feedback can be made through operation channels.

In fact, the update frequency of Muji's operation manual is very high in the industry, basically reaching once a month.

In order to reduce the on-site staff's work pattern.

In the early days of Muji production, as the PB brand of Xiyou, actually encountered many difficulties.

At that time, when it comes to PB products, it should always be a cheap and quality commodity.

In the early days of Muji production, there was no large manufacturer of Muji brand goods.

First, the gross margin is too low, and the two is to reduce the image of the company.

So, in order to allow these big manufacturers to participate in the manufacture of their own products, Muji has made clear its concept of commodities.

In the early Muji posters, such words were often seen, such as "Yi Jian", "an inexpensive reason".

The reasons are: selection of raw materials, improvement of working procedure, simplification of packing.

Such a commodity concept is very consistent with the spirit of Japanese artisans, prompting many manufacturers to participate in the production of MUJI products.