Look At How Japan'S Retail Myth Is Created, And Analyze The Retail Gap Between China And Japan.

Looking at the retail gap between China and Japan from NITORI, which is also impossible to achieve

In 2015, eleven long holidays, 400 thousand mainland tourists during the national day to Japan tourism, sweep 100 billion yen.

Every China

People will be very ashamed to see such a group of numbers.

A few days ago, I saw many people in the industry analyzing how to recapture the sales share of the 100 billion yen.

Reporters believe that if you want to surpass your opponent, you must first abandon your dependence on the objective factors. You must know your opponent with an open mind and concentrate on your research so that you can recapture the lost 100 billion yen.

In China, Muji has become almost a household name brand. In fact, in Japan, there is a company that can't get Muji. The name of the company is NITORI.

NITORI was founded in Hokkaido in 1967.

After nearly 50 years of development, it has grown into the first place in Japanese furniture and interior decoration classification retail enterprises.

When it comes to NITORI, the impression of the Japanese is that the price is cheap.

However, the price here is not only the price "cheap", but the quality and performance compared with other businesses, the price performance is obviously higher than other businesses, so that Japanese customers feel that NITORI products are exceptionally cheap.

Why is NITORI not only cheap but also high quality?

1. huge overseas manufacturing networks and self-sustaining

Since last year, the continued depreciation of the yen has made NITORI oriented domestic demand retailers miserable.

Many domestic demand enterprises in Japan will build many large projects in China, Vietnam and Malaysia to produce quality products at relatively cheap local cost.

However, since the depreciation of the yen, this strategy has not been very effective in most companies.

But it is not easy for NITORI to gain additional profits under such circumstances.

The main reason is the logistics system designed by NITORI alone.

NITORI has 10 logistics centers throughout Japan. The goods will be sent directly from overseas to the nearest logistics center, according to the needs of the shops.

Usually, the logistics center practices are stored in accordance with the classification of goods, while NITORI is maintained in shops.

This way can let stores do not hold stocks, wait for customers' need goods, distribute directly from the logistics center to customers, and reduce the distribution line greatly, so as to achieve the purpose of cost reduction.

Moreover, during the devaluation of the yen, NITORI quickly adjusted the production proportion of overseas countries and moved the production lines of many commodities to the lowest cost Vietnam.

2. high quality and low price

Idea

The price is cheap, and the quality of the goods is really good? Actually, in Japan, there were many Japanese people who had doubts about it at the beginning.

Because nearly 9 of NITORI's products are made by the company itself, there is a high demand for the development concept and quality of the products.

Just 2 years ago, in order to further improve the quality of products and the replacement rate of new products, NITORI put forward the goal of "7 goods to be replaced".

In order to make new products more efficient and low price, some of the spare parts of products are produced by overseas factories rather than previous procurement systems.

The result is that these products, such as mattresses and sofas, not only maintain high quality performance, but also keep their costs up.

3. improvement of commodity quality

Even if the products already sold on the market, NITORI will continue to improve the quality of the products.

Because most of NITORI's products are produced by overseas factories, the manufacturing level of overseas factories still has a certain gap compared with that of Japan.

For example, in Japanese factories, there are very strict rules on whether employees wear or the process of production, and factory employees basically manage and execute them according to these regulations.

But there are still a lot of differences between overseas factories and Japan.

As a result, NITORI does not always make the manufacture of goods to the spot and does not manage it. Instead, it often confirms the production and operation links of the local factories in order to seek the improvement of the other party.

If there are quality problems, it will be identified from all aspects of the specifications, style books, construction, production manuals and so on, to identify the problem points for specific improvement.

NITORI not only strictly manages overseas factories, but also tests durable goods produced by factories.

At the headquarters of NITORI, there are exclusive departments to conduct FMEA testing (failure cause analysis).

Think ahead of the customer's method of use, and then carry out destructive tests through mechanical repetition.

For example, when testing a chair, it not only tests the quality of the four legs, but also confirms the customers' use of two legged scenes to ensure the safety and durability of the chair.

4. commodity development process and store staff share, enhance sales personnel consciousness

No matter how good the product is, there is no enthusiastic sales of on-site staff, it is also difficult to become an excellent retail enterprise.

For NITORI, the employees at the store end are divided into shop staff and distribution staff.

No matter what kind of employees, they can not be promoted to work through strict training of NITORI.

In order to make the shop always meet the customers' expectations, NITORI has strengthened the business of the 5 major services of the store terminal: (1) absolutely not allow the appearance of the empty platoon; secondly, the commodity display will definitely reflect the value of the goods; (3) the display of all goods must be easy to take and easy to take; and the price labels must be intact. 4. The goods should be displayed in the overall scene so as to arouse the customers' desire to buy, except for the parts showing the characteristics of the products, so as to avoid affecting the customers' first impression of the goods.

(5) the personnel costs and other business expenses of shops should be minimized.

In order to further manage the staff on site, in addition to strict training courses, the company will conduct three major business competitions, including service hospitality, cash register speed and store change.

The goal is to make customers feel that they want to buy comfortable and satisfied products in such salesmen.

It was the strict pursuit of the scene that allowed NITORI to grow into the largest furniture / Interior retailer in Japan.

The fact that Japanese retailing has generated enormous energy in the last two years is not so much the performance of Japan's retail industry as it is the perfect embodiment of Japan's entire circulation industry.

Whether it is manufacturing or commodity planning, and logistics structure, and then to

And sales, the efforts of every part of the whole industry chain, has created the seemingly mythical expression of Japanese retail today.

As a retailer, not only to show enough reverence for customers, but also to enhance their professional ability, under every possible conditions, how to help improve the capacity and technical content of the entire supply chain, and then let customers feel the tremendous benefits brought by this technology, is a problem that every retailer must consider.

Only when we provide goods, or let customers feel that our products can further enhance their convenience and quality in his life, will the customers feel a strong sense of joy.

From the point of view that shopping can bring joy to customers, consumption behavior itself is a large-scale entertainment activity.

It is hoped that in the near future, when people are shopping for this entertainment, they do not have to go to other countries by air.