Marketing planning case: Uniqlo clothing marketing

营销策划案例：优衣库服装的营销之道

Enterprise development must attach importance to marketing planning, which is the strategic element of enterprise development.

----Zhuge Changqing

Marketing is the key to enterprise development.

The key to marketing is talent and planning.

With excellent marketing talents and complete marketing planning, enterprises will embark on the road of rapid development.

Let's take a look at the marketing methods of Panning, the global senior executive vice president of Fast Retailing Group and the CEO of Uniqlo Greater China.

Fortune (Chinese version) reported that at the "Double 11" Tmall Shopping Carnival in 2014, Uniqlo ranked first among clothing enterprises with sales of 260 million yuan. This marks the victory of Uniqlo's online market as the leading brand of fast fashion in China; While offline, Uniqlo's expansion in China is accelerating.

Zhuge Changqing, a researcher of Chinese traditional culture and traditional culture, combined with the interview report of Fortune magazine, believes that Mr. Pan Ning, the global senior executive vice president of Fast Retailing Group and CEO of Uniqlo Greater China, has the following experience that is worth sharing:

1、 Work hard and act immediately.

Zhuge Changqing: Amitabha. Look at those successful people in ancient and modern times. None of them is an example of hard work and immediate action. Only by working hard and taking immediate action can your employees recognize you and follow you to fight in the world. Such as Fu Xi, Li Shimin, Zhu Yuanzhang, Kangxi, Yongzheng, Qianlong, Zeng Guofan, Mao Zedong, Li Ka-shing, etc., are examples of diligence and immediate action.

As the CEO of Uniqlo Greater China, Pan Ning got up very early and entered the office at 6 am to attend the meeting with the headquarters. According to Zhuge Changqing, some big entrepreneurs are basically the first to arrive at the company. Only diligent and prompt action can succeed.

Zhuge Changqing, a researcher of the traditional culture of Chinese traditional culture, believes that an enterprise CEO must set an example so as to lead employees to achieve an overall leap. As the CEO of Uniqlo Greater China, Mr. Panning can arrive at the office at 6:00 in the morning. I think if his peers want to surpass him, they must seriously reflect.

2、 Weekly meeting, summary and analysis.

Zhuge Changqing: Amitabha. Hold a meeting every Monday, meet in time, understand the work of last week, analyze the current situation, and arrange the next work, so as to realize information sharing, rapid intelligence, and realize the great leap of the company. Mao Zedong used to be the most intelligent army in the world. It was information and intelligence that ranked first. As an enterprise boss, you must have insight into the market information, understand the market situation and analyze the current situation of the company, otherwise you will not be able to grasp the overall situation.

At the regular meeting on Monday, he will preside over and summarize the sales volume last week and formulate the core commodity strategy of the week, so as to make arrangements in the nationwide stores on time on Tuesday morning.

In this way, Panning has worked in Uniqlo for 20 years, but he still maintains a "fresh sense" of this job.

Now, Uniqlo's key words such as zero inventory, basic model, database management are constantly recognized by the market and consumers, and Panning's vision of China's future is gradually clear.

By the end of fiscal year 2014 (August 31, 2014), Uniqlo had 374 stores in the whole Greater China region. Panning once revealed that Uniqlo will open stores in China at the rate of 80~100 stores per year. According to the data in 2013, Uniqlo opened 82 physical stores in China, surpassing 62 of the same fast fashion brands H&M, 28 of Gap and 18 of Zara.

3、 Pay attention to talents and recruit talents.

Zhuge Changqing: Amitabha. Those who have talent will win the world. Since ancient times, talents have always been the first to achieve great undertakings. King Wen of Zhou got Jiang Taigong, Liu Bang got Zhang Liang, Liu Bei got Zhuge Liang, Guan Yu, Zhang Fei, Zhu Yuanzhang got Liu Bowen, etc. The great wisdom of talents promoted the rapid development of enterprises.

With such rapid expansion, can the recruitment and training of talents keep up with it? This can be seen from a data of UNIQLO's recruitment for college students.

Every year, more than 100000 graduates apply for Uniqlo, but there are only 500~600 vacancies in Uniqlo. The actual number of new employees in 2013 is 587. The competition rate of 1/200 has become a landmark figure for Uniqlo recruitment, and also increases the difficulty of recruitment.

Back 10 years ago, Panning was faced with the difficulty of recruiting talents.

Uniqlo's entry into China in 2001 was not very successful. After Panning's success in the Hong Kong market, it officially began to take over the Chinese market at the end of 2005. At that time, there were nine stores in the mainland, two in Beijing, six in Shanghai and one in Hangzhou. The first task Liu Jing, chairman and CEO of Fast Retailing, gave him was to close two stores in Beijing and concentrate on doing a good job in Shanghai. At that time, Pan Ning's staff only had about 30 employees.

Liu Jing is placing high hopes on Pan Ning, and has repeatedly told Pan Ning that "to succeed in China, the first is to train Chinese talents, and the second is to win the trust of consumers."

Before 2005, Uniqlo did not make a profit in China, but after a series of strategic adjustments after taking office, Panning finally targeted the middle class. Uniqlo brand has been recognized by consumers and has been developing rapidly since then.

The bottleneck of talents has become the biggest problem in expansion. By 2008, Uniqlo had developed to more than a dozen stores in China. However, the popular sports retail brands in China had grown to hundreds of stores. At that time, when he was lecturing in major universities, Panning often faced the embarrassing situation that there were only dozens of students in the huge conference room. When he talked about Uniqlo's vision of "China's first, the world's first" in the future, he also met the students' skepticism. "We persevered in the frustrating scene, and finally proved that the path we took was correct and the dream could be realized," he recalled.

Panning asked Uniqlo China team to pay attention to the communication with talents from the beginning of recruitment.

From the top management of Uniqlo, they should do it by themselves. The management should be both "general" and "soldier", and play a leading role. Half of his working time each year is related to recruitment. Zhuge Changqing believed that as a CEO, he should not sit in the office and direct, but should personally ask about talent issues, which is the basis of caring about the enterprise.

In the recruitment mechanism of Uniqlo, candidates will enter the store manager interview after online application and examination, and then need to go through the district manager, personnel director, deputy general manager and other links. "Some of the more than 500 people passed the interview by me," he said.

However, how can a store with an annual turnover of more than tens of millions be managed by a young store manager in his 20s? The recruitment and training mechanism determines the key to success. In Panning's view, we should encourage young people to become future operators, have expectations for young people, train them in the process of actual combat, and finally complete business performance together. Every month, he and the vice president will go to all parts of the country to communicate directly with front-line employees.

The efficient and professional recruitment and training mechanism is perfectly connected with the opening speed of more than 80 stores every year. "Uniqlo is regarded by the outside world as the 'Whampoa Military Academy' of the retail industry, and the speed and quality of our talent training are widely recognized by the industry," said Pan Ning. Zhuge Changqing believes that the development of enterprises must be supported by talents.

The net increase of 80 stores each year is based on the economic data survey system that Uniqlo has built since five years ago. Panning said that the comprehensive survey from China's provincial capital cities to second-tier and third-tier cities involved GDP, disposable income, urban future development plans and major business districts, all of which were completed in five years.

"These data will blossom and bear fruit in the next year or two." Pan Ning revealed that Uniqlo has more than 100 stores in the cities of Beijing, Shanghai, Guangzhou and Shenzhen. Now it continues to extend to the third and fourth tier cities, and it needs data authentication to effectively carry out the layout.

In 2013, Uniqlo settled the world's largest flagship store in Shanghai, which was nicknamed "Uniqlo Cosmic Flagship Store" by the outside world, which is also the sign of Uniqlo's bet on the Chinese market. In Panning's view, the city endows Uniqlo brand with more sense of brand existence. "Shanghai used to be the symbol of Chinese brands. In the future, it will become a window for the world to understand China, like Hong Kong," he said.

In the process of expanding to third-tier and fourth-tier cities, Uniqlo is also constantly exploring regional "gold mines". In a broad sense, people think that the coastal areas have developed earlier. For example, the four super-class cities such as Beijing, Shanghai, Guangzhou and Shenzhen are all concentrated in the eastern coast, with strong consumption capacity. However, Panning said that the consumption potential of the northwest and southwest regions is being continuously exploited.

Take Kunming as an example, Uniqlo's sales of large stores are comparable to that of Shanghai, but the total population of Kunming is far less than that of Shanghai, and the per capita income is also lower than that of Shanghai. "Why is the sales performance good? Because inland cities have consumer demand, they need to find a way to consume and become a brand trusted by customers, so they can continue to strengthen consumption," said Pan Ning.

Recently, Uniqlo has gradually entered the northwest markets such as Lanzhou, Yinchuan, Hohhot, and the central cities such as Xi'an and Zhengzhou. The market development data is also surprisingly good. Panning attributed part of the reason to the development of the Internet and mobile Internet. Users can more effectively obtain consumption information from all over the world and gradually develop their own unique consumption habits.

4、 Expand network marketing and open up future markets.

Zhuge Changqing: Amitabha. The world has entered the Internet era. Only by attaching importance to the Internet can we gain the future market.

"With the development of the Internet and mobile Internet, we need to speed up our pace, which is also to catch up with the growth rate of consumers, which represents our future growth space." He said that the sales volume of the "Double 11" is a strong proof that the Chinese market has created a sales performance of 57.1 billion yuan a day, making developed countries pay attention to how to keep up with the trend of China's changing times.

Uniqlo has responded quickly to the trend of fast fashion brands in the mobile end. It has achieved initial results in the "Double 11" sales data of 260 million yuan, and about half of its orders come from the mobile end of smart phones. In the recently launched Uniqlo "code" scanning function, users can scan the product QR code in Uniqlo stores or outdoor advertisements through their mobile phones to see the detailed introduction of the product, including product material, price, style, etc. If the goods that customers like in the store do not have the appropriate number and color, the nearest store and inventory can also be found by scanning the code. Zhuge Changqing: They only focus on online marketing and establish a potential market.

In Panning's view, this is a quick way for new users to understand the features of Uniqlo products, and also a higher challenge for enterprises. In the future, it may even be possible for users to place orders online by scanning the code, and the goods will be delivered directly to the home, so as to really get through O2O linkage. At present, the online part of Uniqlo's overall sales only accounts for 6% of the total sales. But Panning is confident that the online platform will have a huge growth space in the future. After breaking through the barriers of e-commerce technology, logistics and O2O, it is also possible to achieve higher sales online in the future.

5、 Pay attention to technology and continuous research and development.

Zhuge Changqing: Amitabha. Collect information at home and abroad at all times and keep the leading level of products at all times, so as to win the real trust of customers.

The functional features of Uniqlo products have always been talked about, and are supported by the R&D team of Toray. As early as 1998, Yanai had visited the former chairman of Dongli Corporation, Katsuke Maeda. In 2006, the two sides formally established a "next-generation raw material development team". Take the lightweight thermal underwear Heattech as an example. It sold 100 million pieces in the autumn and winter of 2011. Pan Ning said: "This has changed the Chinese people's inherent idea that only thickness can keep warm. This year we launched an upgraded version, and the sales are still very good."

After product research and development, Uniqlo's main production base is still in China. At present, more than 75% of its products are in cooperation with dozens of large Chinese manufacturing enterprises, and nearly 600 million products are produced in China every year. Due to the large production volume, strict quality control is required in the process of transforming research and development into production. "We have professionals who will send them to Chinese factories to jointly research and develop how to implement it, including products that can be converted into standard quality in actual production projects," Panning said.

In this link, the R&D technicians in Shanghai will participate in it, directly communicate closely with Tokyo, New York and Paris, collect fashion and functional information, and work with local Chinese business partners to transform R&D into practical products. Zhuge Changqing: They always keep their products in line with the international market, always ensure the research and research, and ensure the leading position of the products.

In addition to products, Uniqlo strives to achieve the best service, which can be traced back to Uniqlo's genes from Japan. Japan's service awareness highlights Uniqlo's advantages in China. Panning said: "More and more Chinese people choose to go to Japan for consumption. The average amount of consumption of a Chinese person in Japan is more than 50000 yen, while the average per capita consumption of countries such as South Korea and Asia is more than 10000 yen. The Chinese people's consumption view is very smart, and they spend money to buy more valuable goods. Japanese consumers are the most demanding and picky. After the 'baptism' of Japanese consumers, enterprises are more likely to go to the world."

6、 Service first, customer first.

Zhuge Changqing: Amitabha. Whoever serves well and keeps customers in mind will win the long-term market. The human heart is fleshy. It is very simple to compare the heart to the heart.

"Service is equal to UNIQLO" has become the internal development criterion of UNIQLO.

Employees will carry out smile training of "bite chopsticks" on a daily basis;

Fold a dress in 7 seconds;

Pinch the stopwatch to calculate the cash register speed;

The store manager will move the work place nationwide every six months, so that every "store manager reserve cadre" can understand the concept of "the store manager is the operator". Until now, Panning still often encourages employees: "I must step on the sewing machine faster than you, and fold clothes better than you."

Zhuge Changqing believes that an enterprise like Uniqlo that implements its services and work is definitely a good enterprise. Zhuge Changqing contacted a lot of entrepreneurs and found that those with good market, good marketing and good income are mostly good service.

At present, UNIQLO has opened all direct stores in China, reducing the number of agents, dealers and other intermediate links, so that UNIQLO can keenly capture the market's immediate response. When the store has unsalable goods, the store manager can apply to the headquarters for changing the price, and receive feedback in the afternoon, and sell the changed number the next day.

7、 Create a corporate culture of openness, confidence, trust and communication.

Zhuge Changqing: Amitabha. The development of an enterprise is inseparable from the team; Team building must focus on the unity of excellent corporate culture. We care about each other, provide suggestions and opinions in time, and collect market information and intelligence in time, so as to promote the rapid development of enterprises.

When talking about his career development view, Mr. Panning said:.

I am a person who likes to work, but also because I value efficiency. I work very fast. I just need to grasp the key points in the meeting. I don't take work as a burden. After graduating from MBA, I entered Uniqlo and worked as a shop assistant. At that time, many people didn't understand how master students went to sweep the floor and fold clothes. But I don't think this kind of work would be inferior. In fact, people with this kind of thinking will never succeed, and should take it as a challenge of life in turn.

In China, there is a saying that "every line produces a champion". Now I also pat my chest and say that folding clothes is faster than many employees. It depends on how to do the best work in the face. A successful operator is one who satisfies customers every day. Every shop assistant is also an operator. When he makes customers feel satisfied, he does his best.

Only with this benchmark can we grow, and cannot be divorced from reality. Reading an MBA does not mean you become a CEO. The prerequisite for a CEO is to be familiar with the business, understand customers and markets, really drive the staff team, and finally work together to achieve the goal, which can prove that you are a successful person.

In the process of demanding high-quality service and rapid response mechanism, Panning gradually discovered the different characteristics of Uniqlo China team and other markets. Compared with Japan's modern society, the Chinese people are relatively cheerful and confident, and full of confidence in the future. "The Chinese people will plunge into what they decide to do. This spirit of dreaming and never giving up is the driving force for us to move forward."

In team cooperation, Panning asked to create an open atmosphere inside Uniqlo. This allows the team to obtain a large amount of information at any time, complete the task efficiently and directly, without taking many detours. Panning said that Uniqlo also strives to be concise in its personnel structure design. From general manager, manager, supervisor to shop assistant, everyone has a clear share of business, and there is no tedious process such as reporting at all levels. "In this respect, we are more similar to Chinese companies. If there is no big strategy of the head office, we will not cultivate such a team, so Fast Retailing is somewhat different from traditional Japanese companies from the head office."

Since joining Uniqlo in 1995, Panning has worked in this company for 20 years. His feeling about this job is still fresh. He has worked in the store for one and a half years, so that he always has high requirements for basic business; More than six years of supply chain experience has taught him how to respect the position of others, and at the same time, he can explain the position of the company and accurately convey the requirements of the enterprise to the factory; Be responsible for the capital operation related to mergers and acquisitions, and let him understand how to analyze and judge the operation mode of different assets from the perspective of the operator.

Recently, Panning has added a new role to be responsible for the Asian market outside Japan and South Korea, which also stems from his experience accumulated in the Philippines, Malaysia, Indonesia, Singapore, Thailand and other markets in the past two years. He has always been grateful to Liu Jingzheng. He said: "This company encourages employees to challenge very much, and the boss is also a person who likes challenges. He has more decision-making ability and strong desire to seek change, and constantly explores points that others have not thought of. Keeping fresh also allows us to achieve our own career change while constantly tapping our own potential.". (Reference for this article: Fortune Chinese)

企业发展，必须重视营销策划，营销策划，是企业发展的战略要素。

---- 诸葛长青

    企业发展，最关键的是营销。

     营销最关键的是人才和策划。

   有了优秀的营销人才、圆满的营销策划，企业就会走上快速发展的道路。

   我们一起来看看迅销集团全球高级执行副总裁、优衣库大中华区CEO潘宁的营销之道。
  《财富》（中文版）报道：在2014年的“双11”天猫购物狂欢节上，优衣库以2.6亿元的销售额排名全类目中服饰企业第一。这标志着作为中国快时尚的领军品牌，优衣库在线上市场的胜利；而在线下，优衣库在中国的扩张脚步正在不断加速。

   中国国学传统文化研究者诸葛长青结合《财富》杂志采访报道认为，迅销集团全球高级执行副总裁、优衣库大中华区CEO潘宁先生，有如下经验值得分享：

   一、勤奋精进、立刻行动。

   诸葛长青：阿弥陀佛。看看古今那些成功者，无一不是勤奋精进、立刻行动的榜样啊。只有勤奋精进、立刻行动，你的员工才会认可你，才会跟随你征战天下。像伏羲、李世民、朱元璋、康熙、雍正、乾隆、曾国藩、毛泽东、李嘉诚等，都是勤奋精进、立刻行动的榜样。

   作为优衣库大中华区CEO，潘宁起得很早，早上6点就已经走进办公室，参加与总部的会议了。根据诸葛长青了解一些大的企业家，基本上都是第一个赶到公司。勤奋精进、立刻行动才会成功啊。

    中国国学传统文化研究者诸葛长青认为，一个企业CEO，必须以身示范，如此才会带领员工实现整体飞跃。作为优衣库大中华区CEO潘宁先生能够清晨6点赶到办公室，我想如果他的同行要想超过他，必须认真反思啊。

   二、每周会议、总结分析。

   诸葛长青：阿弥陀佛。每周一召开会议，及时开会，了解上周工作、分析当前形势、安排下一步工作，如此才会实现信息共享、情报快速，实现公司的大飞跃。毛泽东当年智慧天下大军征战，那都是信息情报排在第一位的。作为企业老板，必须洞察市场信息、了解市场行情、分析公司现状，否则你就无法掌握全局。

   在每周一的例会上，他会主持总结上周销量和制定当周的核心商品策略，从而在周二早上准时在全国范围的店铺内进行安排。

   如此周而复始，潘宁已经在优衣库工作了20年，但是他对这份工作依然保持着“新鲜感”。

   如今，优衣库的零库存、基本款、数据库管理等关键词不断地被市场和消费者所认可，潘宁对中国未来的设想逐渐清晰。

     截至2014财年结束（2014年8月31日）时，优衣库在整个大中华区的店铺数量达到374家。潘宁曾经透露，优衣库将以每年80~100家的发展速度在中国开店。根据2013年的数据，优衣库在中国开设了82家实体店，超过同类快时尚品牌H&M的62家、Gap的28家和Zara的18家。

   三、重视人才、招聘人才。

   诸葛长青：阿弥陀佛。得人才者得天下。自古以来，成就大事业都是人才第一。周文王得了姜太公，刘邦得了张良，刘备得了诸葛亮、关羽、张飞，朱元璋得到了刘伯温等等，人才的大智慧，促进企业迅猛发展。

   如此快速的扩张步伐，人才的招聘和培养是否能跟得上？这从优衣库面向大学生招聘的一个数据可见一斑。

   每年应聘优衣库的毕业生超过10万人，但是优衣库实际空缺的职位只有500~600个，2013年的实际新增员工为587名，1/200的竞争率成为了优衣库招聘的一个标志性数字，也为招聘增加了难度。

   时间回到10年前，潘宁却要面临着难以招到人才的困境。

   2001年优衣库进入中国并不是很成功，潘宁在香港市场获得成功后，2005年年底正式开始接管中国市场。当时大陆有9家门店，两家在北京，6家在上海，1家在杭州。迅销的主席及首席执行官柳井正交给他的第一项任务就是将北京的两家门店关掉，集中精力做好上海店，当时潘宁的手下仅有约30余名员工。

   柳井正对潘宁寄予厚望，曾经多次叮咛潘宁“要想在中国获得成功，第一要把中国的人才培养起来，第二要获得消费者的信任。”

   在2005年之前，优衣库在中国没有获得盈利，但是潘宁上任后经过一系列的战略调整，最后定位于面向中产阶级的人群。优衣库品牌获得了消费者的认可，从此发展蒸蒸日上。

   人才的瓶颈成为扩张中的最大难题。到2008年，优衣库在中国发展到十几家店铺，然而国内风头正劲的运动零售品牌已经发展到成百上千家店铺的规模。当时在各大高校进行企业宣讲时，潘宁经常会面对偌大的会议室只有几十名学生的尴尬局面，当他讲述优衣库未来“中国第一，世界第一”的构想时，他也曾经遇到过学生怀疑的眼光。“那么令人沮丧的场景我们都坚持过来了，最终我们证明了所走的道路是正确的，梦想是可以实现的。”他回忆道。

   潘宁要求优衣库中国团队从招聘环节开始，就要重视与人才的沟通。

   从优衣库的高管开始，就要亲力亲为，管理层既要做“将军”，也要做“士兵”，起到带头作用。他本人每年一半的工作时间是与招聘有关的。诸葛长青认为，作为ceo，不能坐在办公室里指挥，要对人才问题亲自过问，这是关心企业江山的根本。

   在优衣库的招聘机制中，应聘者通过网上应聘、考试测验后会进入店长面试，之后需要经过区经理、人事总监、副总经理等环节。“这500多人中有一部分是我拍板通过面试的。”他说。

   然而如何将一家年营业额超过几千万的店铺，交给一位20多岁的年轻店长去管理？这其中的招聘与培训机制决定了成功与否的关键。在潘宁看来，要鼓励年轻人成为将来的经营者，要对年轻人有所期待，要在实战的过程中培养他们，最终共同完成经营业绩。每个月，他和副总都要分别赶赴全国各地，直接与一线员工交流。

   高效、专业的招聘和培养机制与每年超过80家的开店速度完美衔接。“外界评价优衣库是零售行业的‘黄埔军校’，我们培养人才的速度和素质都是广泛受到行业认可的。”潘宁说道。诸葛长青认为，企业发展必须依靠人才来支撑。

   每年80家店铺的纯增数量，背后依靠的是优衣库从五年前开始构建的经济数据调查系统。潘宁称，从中国的省会城市到二三线城市的全面调研，数据涉及GDP、可支配收入、城市未来发展规划以及主要商圈，都在五年内累积完成。

   “这些数据将在这一两年内开花结果。”潘宁透露说，优衣库在北上广深的城市店铺超过了100家，如今继续向三四线城市延伸，更需要在数据认证之后才能有效地进行布局。

   2013年，优衣库将全球最大旗舰店落户上海，外界戏称为“优衣库宇宙旗舰店”，这也正是优衣库押注中国市场的标志。在潘宁看来，这个城市赋予优衣库品牌更多的是品牌存在感。“上海过去是中国品牌的象征地，未来将与香港一样，成为世界了解中国的窗口。”他说。

   在向三四线城市扩张的进程中，优衣库也在不断地挖掘地区“金矿”。广义上人们认为沿海地区发展较早，例如北上广深等四个超一流城市都是集中在东部沿岸，消费能力较强。但是潘宁介绍说，西北、西南等地区的消费潜力正在不断被挖掘。

   以昆明为例，优衣库的大型店面销售额与上海地区不相上下，但是昆明的人口总数量远远不及上海，人均收入也低于上海。“为何销售成绩好？因为内陆城市是有消费需求的，需要能找到消费的口子，成为顾客信任的品牌，就能不断加强消费。”潘宁说。

   近期，优衣库逐渐进入了兰州、银川、呼和浩特等西北市场，以及西安、郑州等中部城市，市场开发数据也出乎意料的好。潘宁将一部分原因归结为互联网、以及移动互联网的发展，用户可以更有效地获得来自于世界各地的消费情报，从中逐渐养成自己独特的消费习惯。

   四、拓展网络营销，开辟未来市场。

  诸葛长青：阿弥陀佛。世界进入了互联网时代，只有重视互联网，才会得到未来市场。

  “随着互联网及移动互联网的发展，我们要加快脚步，这也是为了赶上消费者的成长速度，这代表着我们未来的成长空间。”他说，“双11”的销售额就是有力的佐证，中国市场一天创造了571亿元的销售业绩，令发达国家重视如何跟上中国时代变迁的潮流。

   优衣库在顺应移动端潮流的快时尚品牌中反应很快，在2.6亿元的“双11”销售数据中已经初现成果，约一半的订单来自于智能手机移动端。在最近推出的优衣库“码”上扫功能中，用户通过手机扫描优衣库店铺或户外广告中出现的产品二维码，就可以看到该款产品的详细介绍，包括产品材质、价格、款式等。如果顾客在店内看中的商品没有合适的号码和颜色，通过扫码也可以查出最近的门店和库存情况。诸葛长青：他们仅仅抓住网络营销，建立了潜在的市场。

   在潘宁看来，这是新用户了解优衣库产品特性的快捷途径，也是对企业提出的更高挑战。未来甚至可能实现用户通过扫码实现网上下单，货品直接送到家，真正打通O2O联动。目前在优衣库整体的销售额中，线上部分仅占总销售额的6%，但是潘宁对线上平台未来巨大的成长空间持有信心，在突破电商技术、物流以及O2O等障碍之后，未来线上达到更高的销售额也是有可能的。

   五、重视技术、持续研发。

   诸葛长青：阿弥陀佛。时刻搜集国内外信息，时刻保持产品的领先水平，这样才会赢得客户的真正信任。

   优衣库产品的功能特性一直被津津乐道，背后都有来自于东丽研发团队作为支持。早在1998年，柳井正就曾经拜访过东丽公司原会长前田胜之助。2006年双方正式组建“次世代原料开发团队”。以轻薄型的保暖内衣Heattech为例，曾经在2011年秋冬卖出了一亿件。潘宁称：“这改变了中国人只有厚度才能保暖的固有观念。今年我们又推出了升级版，目前销量依然很好。”

   在产品研发之后，优衣库的主要生产基地仍然在中国，目前超过75%左右的产品是与几十家大型中国制造企业合作的，每年有接近6亿件产品产自于中国。由于生产量大，在研发转化成生产的工程中，需要严格的质量把关。“我们有专业人员，会把他们派到中国工厂，与厂家共同研发如何实施，这其中就有能在实际生产工程中转化成标准品质的产品。”潘宁介绍说。

   在这个环节中，上海的研发技术人员会参与其中，直接与东京、纽约、巴黎进行密切沟通，收集时尚以及功能性信息，与本地的中国商业合作伙伴共同把研发转化成为现实的产品。诸葛长青：他们时刻把产品和国际市场接轨，时刻保证调查研究，确保了产品的领先性。

   在产品之外，优衣库力求将服务做到极致，这可以追溯到优衣库来自于日本的基因。日本服务意识令优衣库在中国的优势凸显。潘宁称：“越来越多的中国人选择去日本消费。一位中国人平均去日本消费金额为5万多日元，而韩国及亚洲等国家的人均消费是1万多日元。中国人的消费观是很聪明的，他们花钱希望买到更超值的商品。而日本的消费者是最苛刻和挑剔的，企业经过日本消费者的‘洗礼’，就更可能走向世界。”

   六、服务第一、客户第一。

   诸葛长青：阿弥陀佛。谁服务好、谁把客户记在心上，谁就会赢得长久市场。人心都是肉长的，将心比心，非常简单的道理啊。

   “服务等于优衣库”成为了优衣库内部的发展准则。

   员工在日常会进行“咬筷子”的微笑训练；

   7秒内叠一件衣服；

   掐秒表计算收银的速度；

   门店店长每半年在全国范围内调动一次工作地点，让每一位“店经理储备干部”都能理解“店长就是经营者”的概念。直到现在，潘宁仍然经常激励员工：“我现在踩缝纫机肯定比你们踩得快，叠衣服肯定比你们叠得好。”

   诸葛长青认为，向优衣库这样把服务落到实处、把工作落实到位的企业，肯定是很好的企业。诸葛长青接触研究的企业家很多，发现那些市场好、营销好、收益好的，多是服务做得好。

   目前，优衣库在中国开设的全部是直营店，减少代理商、经销商等中间环节，让优衣库敏锐地捕捉到市场的时刻反应。当门店有滞销品时，店长可以向总部要求申请变更价格，下午就能收到反馈，第二天就以变更后的数字销售。

 七、打造开朗自信、信任沟通的企业文化。

   诸葛长青：阿弥陀佛。一个企业发展，离不开团队；团队建设，必须注重团结优秀的企业文化。大家相互关心、及时提供建议意见，及时搜集市场信息情报，如此，推动企业迅速发展。

  潘宁先生在谈到自己职业发展观时候说：。
   我是一位比较喜欢工作的人，但也是因为我重视效率。我做事很快，开会只要抓住要点就OK了。我并不是把工作当成负担，当年从MBA毕业之后，进入优衣库做了一名店员，当时有很多人对硕士生去扫地、叠衣服很不理解，但是我不认为这种辛苦会低人一等，实际上有这种思路的人，永远都不会成功，要反过来把它当成是人生的挑战。

   在中国有一句话叫“行行出状元”，现在我也拍着胸脯说叠衣服比很多员工叠得快。要看如何将面对的工作做到最好，每天让顾客满意而归就是成功的经营者。每一名店员也是经营者，当他让顾客感到满意时，就做到极致了。

   有了这个基准才能成长，不能脱离现实。读了MBA不代表你就变成了CEO，CEO的先决条件是熟悉业务、理解顾客和市场、能够真正带动员工团队，最终大家合力把目标完成，才能证明你是一位成功的人。

   在要求优质服务、快速反应机制的过程中，潘宁逐渐发现优衣库中国团队与其他市场的不同特点。与日本的现代社会对比，中国人相对开朗和自信，对未来充满信心。“中国人决定要做的事情，会一头扎进去，这种心怀梦想、不放弃的精神正是推动我们前进的动力。”

   在团队合作中，潘宁要求在优衣库内部打造出一个开放的氛围。这使团队可以随时获取大量的情报、高效直接地完成任务，不会走很多弯路。潘宁介绍说，优衣库在人事架构设计也力求简洁，从总经理、经理、主管到店员，每个人分担的业务很明确，不存在层层上报等繁冗的流程。“这一点上我们与中国公司更相近，如果没有总公司大的策略也不会培养出这样的团队，所以说迅销从总公司上来说跟传统日企有些不一样。”

   自1995年加入优衣库后，潘宁已经在这家企业工作了20年的时间。他对这份工作的感受依然是：新鲜。他曾经在店铺工作了一年半的时间，让他时刻保持着对基础业务的要求非常高；超过六年的供应链经验让他学会了如何尊重别人的立场，同时又能阐述公司的立场，将企业的要求准确地传达给工厂；负责兼并收购相关的资本运作，让他了解到如何用经营者的眼光去分析和判断不同资产的运作方式。

   近期潘宁又多了一个新的身份，负责日本及韩国地区以外的亚洲市场，这也源于他近两年在菲律宾、马来西亚、印度尼西亚、新加坡、泰国等市场考察之后的经验积累。他对柳井正一直心存感激。他说：“这家企业非常鼓励员工挑战，老板也是喜欢挑战的人。他有更多的决策能力和寻求改变的强烈欲望，不断探寻别人没有想到的点。保持新鲜感，也让我们在不断挖掘自身潜能的同时，完成自身职业的转变。”。（本文参考资料：财富中文网）

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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