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2014\u5e74\u51fa\u4efb\u8d44\u751f\u5802\u9996\u5e2d\u6267\u884c\u5b98\uff0c\u5927\u529b\u63d0\u5347\u516c\u53f8\u4e1a\u7ee9\uff1b\u542f\u52a8\u201c\u613f\u666f2020\u201d\uff0c\u8ba1\u5212\u5230 2020\u5e74\u8ba9\u9500\u552e\u989d\u7a81\u783490\u4ebf\u7f8e\u5143\u3002\u9886\u5bfc\u4e86\u5bf9Gurwitch Products\u7684\u6536\u8d2d\uff0c\u8fdb\u4e00\u6b65\u63a8\u52a8\u8d44\u751f\u5802\u8d70\u5411\u5168\u7403\u3002<\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n2018\u5e7411\u6708\uff0c\u9c7c\u8c37\u96c5\u5f66\u4e0e\u9ea6\u80af\u9521\u5168\u7403\u8d44\u6df1\u8463\u4e8b\u5408\u4f19\u4ebaDaniel Zipser\uff08\u6cfd\u6c9b\u8fbe\uff09\u8fdb\u884c\u4e86\u4e00\u573a\u5bf9\u8bdd\uff0c\u4ed6\u4eec\u56f4\u7ed5\u7740\u8d44\u751f\u5802\u5728\u4e2d\u56fd\u7684\u521b\u65b0\u63a2\u7d22\uff0c\u63a2\u8ba8\u4e86\u4e2d\u56fd\u6d88\u8d39\u8005\u5728\u8d44\u751f\u5802\u53d1\u5c55\u5386\u7a0b\u4e2d\u7684\u89d2\u8272\u3001\u8d44\u751f\u5802\u5982\u4f55\u4ee5\u6570\u5b57\u5316\u8425\u9500\u7b56\u7565\u52a0\u5f3a\u4e0e\u4e2d\u56fd\u6d88\u8d39\u8005\u7684\u4e92\u52a8\uff0c\u4ee5\u53ca\u4e0e\u963f\u91cc\u5df4\u5df4\u7684\u6218\u7565\u5408\u4f5c\u3002\u4ee5\u4e0b\u4e3a\u7f16\u8f91\u540e\u7684\u8bbf\u8c08\u5b9e\u5f55\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser\uff1a\u8d44\u751f\u5802\u5df2\u6709147\u5e74\u5386\u53f2\u3002\u4ece\u6700\u521d\u7684\u4e00\u5bb6\u65e5\u672c\u672c\u571f\u516c\u53f8\uff0c\u5230\u5982\u4eca\u7684\u56fd\u9645\u5316\u5927\u4f01\u4e1a\uff0c\u800c\u4eca\u8d44\u751f\u5802\u8d85\u8fc7\u4e00\u534a\u7684\u4e1a\u52a1\u90fd\u5728\u65e5\u672c\u4ee5\u5916\u5730\u533a\u3002\u4f5c\u4e3a\u9996\u5e2d\u6267\u884c\u5b98\u517c\u603b\u88c1\uff0c\u60a8\u5982\u4f55\u770b\u5f85\u65e5\u672c\u5e02\u573a\u4e4b\u5916\u7684\u4e1a\u52a1\uff1f<\/em><\/h2>\n\n\n\n\u9c7c\u8c37\u96c5\u5f66\uff1a<\/strong>\u786e\u5b9e\uff0c\u8d44\u751f\u5802\u662f\u540d\u526f\u5176\u5b9e\u7684\u4e00\u5bb6\u8001\u724c\u65e5\u672c\u516c\u53f8\u30022014\u5e74\u6211\u51fa\u4efb\u9996\u5e2d\u6267\u884c\u5b98\u540e\uff0c\u7ed9\u81ea\u5df1\u5b9a\u4e0b\u4e24\u4e2a\u4efb\u52a1\uff1a\u4e00\u662f\u8ba9\u8d44\u751f\u5802\u8fc8\u51fa\u56fd\u95e8\uff0c\u8d70\u5411\u4e16\u754c\uff1b\u4e8c\u662f\u8ba9\u8fd9\u4e2a\u54c1\u724c\u5728\u4e0b\u4e00\u4e2a\u4e16\u7eaa\u5c79\u7acb\u4e0d\u5012\u3002<\/p>\n\n\n\n\u6240\u8c13\u8d70\u5411\u4e16\u754c\uff0c\u5e76\u4e0d\u53ea\u662f\u5728\u6d77\u5916\u5e02\u573a\u9500\u552e\u4ea7\u54c1\uff0c\u56e0\u4e3a\u8d44\u751f\u5802\u5df2\u670960%\u7684\u9500\u552e\u989d\u6765\u81ea\u6d77\u5916\u5e02\u573a\u3002\u8981\u60f3\u516c\u53f8\u771f\u6b63\u53d8\u5f97\u56fd\u9645\u5316\uff0c\u5176\u4eba\u5458\u3001\u7ec4\u7ec7\u548c\u601d\u7ef4\u65b9\u5f0f\u9700\u8981\u66f4\u591a\u5143\u5316\u3002<\/p>\n\n\n\n
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Daniel Zipser\uff1a\u5bf9\uff0c\u6211\u4eec\u90fd\u77e5\u9053\u4e2d\u56fd\u73b0\u5df2\u6210\u4e3a\u5168\u4e16\u754c\u6570\u5b57\u5316\u7a0b\u5ea6\u6700\u9ad8\u7684\u56fd\u5bb6\u4e86\u3002<\/em><\/h2>\n\n\n\n\u9c7c\u8c37\u96c5\u5f66\uff1a<\/strong>\u786e\u5b9e\u5982\u6b64\u3002\u524d\u4e00\u6b21\u6211\u5728\u4e0a\u6d77\u6253\u8f66\u65f6\uff0c\u53f8\u673a\u5e08\u5085\u90fd\u4e0d\u613f\u610f\u6536\u73b0\u91d1\u3002\u65e5\u672c\u51fa\u79df\u8f66\u53f8\u673a\u8fd8\u662f\u66f4\u613f\u610f\u6536\u53d6\u73b0\u91d1\u7684\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser\uff1a\u50cf\u963f\u91cc\u5df4\u5df4\u548c\u817e\u8baf\u8fd9\u6837\u7684\u4e92\u8054\u7f51\u5de8\u5934\uff0c\u63a8\u52a8\u7740\u4e2d\u56fd\u6574\u4e2a\u4e92\u8054\u7f51\u751f\u6001\u5708\u7684\u53d1\u5c55\u3002\u8fd9\u5bf9\u5316\u5986\u54c1\u884c\u4e1a\u610f\u5473\u7740\u4ec0\u4e48\uff1f<\/em><\/h2>\n\n\n\n\u9c7c\u8c37\u96c5\u5f66\uff1a<\/strong>\u5f88\u5927\u7684\u5546\u673a\u3002\u6bd4\u5982\u53d1\u5c55\u7535\u5546\u5e73\u53f0\u7684\u4e1a\u52a1\u3002\u6211\u4eec\u6b63\u5728\u8ddf\u963f\u91cc\u5df4\u5df4\u8c08\u6218\u7565\u5408\u4f5c\uff0c\u5e0c\u671b\u53ef\u4ee5\u5206\u4eab\u963f\u91cc\u5728\u7f8e\u5bb9\u4ea7\u54c1\u3001\u6d3b\u52a8\u548c\u5185\u5bb9\u7b49\u65b9\u9762\u6536\u96c6\u7684\u6d88\u8d39\u8005\u6570\u636e\uff0c\u4ee5\u63d0\u5347\u6211\u4eec\u7684\u4e1a\u52a1\u3002<\/p>\n\n\n\n\u6d88\u8d39\u8005\u4eca\u5929\u5df2\u7ecf\u5728\u8fd9\u4e9b\u7535\u5546\u5e73\u53f0\u4e0a\u8d2d\u4e70\u6211\u4eec\u7684\u4ea7\u54c1\uff0c\u5206\u4eab\u7ecf\u9a8c\u548c\u611f\u53d7\u3002\u6211\u4eec\u53ef\u4ee5\u5229\u7528\u8fd9\u4e9b\u6570\u636e\u8fdb\u884c\u6d88\u8d39\u7fa4\u7ec6\u5206\uff0c\u5e76\u9488\u5bf9\u4ed6\u4eec\u7684\u9700\u6c42\u63d0\u4f9b\u5b9a\u5236\u5316\u4ea7\u54c1\u3002\u6211\u4eec\u6b63\u5728\u4e0a\u6d77\u6269\u5927\u7814\u53d1\u4e1a\u52a1\uff0c\u8fd9\u6837\u4e00\u6765\uff0c\u5c31\u80fd\u66f4\u52a0\u6709\u6548\u5730\u5229\u7528\u8fd9\u4e9b\u4fe1\u606f\uff0c\u501f\u52a9\u6d88\u8d39\u8005\u6d1e\u5bdf\u5feb\u901f\u5f00\u53d1\u5e76\u6d4b\u8bd5\u65b0\u4ea7\u54c1\uff0c\u4ee5\u53ca\u5c1d\u8bd5\u65b0\u7684\u4fc3\u9500\u65b9\u6848\u3002\u8fd9\u4e9b\u5e73\u53f0\u662f\u6d4b\u8bd5\u65b0\u6982\u5ff5\u7684\u7edd\u4f73\u5730\u65b9\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n\u5728\u4f20\u7edf\u96f6\u552e\u6a21\u5f0f\u4e0b\uff0c\u4ea7\u54c1\u6d4b\u8bd5\u53ef\u80fd\u4f1a\u6bd4\u8f83\u590d\u6742\uff0c\u5e76\u4e14\u6210\u672c\u5f88\u9ad8\u3002\u9996\u5148\u4f60\u8981\u751f\u4ea7\u5f88\u591a\u4ea7\u54c1\uff0c\u7136\u540e\u6446\u5230\u8d27\u67b6\u4e0a\uff0c\u8fd8\u8981\u505a\u63a8\u5e7f\u548c\u5ba3\u4f20\uff0c\u518d\u770b\u770b\u6d88\u8d39\u8005\u5230\u5e97\u540e\u7684\u53cd\u5e94\u3002\u4f46\u6709\u4e86\u8fd9\u4e9b\u7535\u5546\u5e73\u53f0\uff0c\u6211\u4eec\u5c31\u80fd\u4e0d\u65ad\u8bd5\u9a8c\u65b0\u60f3\u6cd5\u3002\u597d\u60f3\u6cd5\u53ef\u4ee5\u7ee7\u7eed\uff0c\u65e0\u6548\u7684\u60f3\u6cd5\u968f\u65f6\u558a\u505c\u3002<\/p>\n\n\n\n
\u8fd9\u66f4\u591a\u4f53\u73b0\u4e86\u4e00\u79cd\u534f\u4f5c\u6001\u5ea6\uff0c\u800c\u6211\u8bf4\u7684\u534f\u4f5c\u662f\u6307\u96c6\u601d\u5e7f\u76ca\uff0c\u622e\u529b\u540c\u5fc3\u7684\u6001\u5ea6\u3002\u6211\u8bb0\u5f97\u7b2c\u4e00\u6b21\u89c1\u5230\u9a6c\u4e91\u662f\u5728\u676d\u5dde\u3002\u4f1a\u8bae\u7ed3\u675f\u65f6\u4ed6\u8bf4\uff0c\u201c\u6211\u4eec\u8fd9\u4e2a\u5408\u4f5c\u7684\u60f3\u6cd5\u662f\u597d\u7684\uff0c\u4f46\u60f3\u6cd5\u8981\u843d\u5230\u5b9e\u5904\u624d\u884c\u2026\u2026\u201d\u5728\u65e5\u672c\uff0c\u6211\u4eec\u7ba1\u8fd9\u4e2a\u53eb\u201cPDCA\u201d\u2014\u2014\u8ba1\u5212 (Plan)\u3001\u6267\u884c (Do)\u3001\u8bc4\u4f30 (Check)\u3001\u884c\u52a8(Action)\u3002\u7b80\u800c\u8a00\u4e4b\uff0c\u5c31\u662f\u5206\u6790\u6570\u636e\u3001\u6267\u884c\u65b9\u6848\u3001\u83b7\u53d6\u53cd\u9988\u3001\u8fdb\u884c\u8bc4\u4f30\uff0c\u6539\u826f\u540e\u7ee7\u7eed\u90e8\u7f72\u3002\u8fd9\u5c31\u662f\u6211\u4eec\u8ddf\u963f\u91cc\u5df4\u5df4\u7684\u5408\u4f5c\u65b9\u5f0f\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n\u6211\u975e\u5e38\u671f\u5f85\u8fd9\u4e2a\u5408\u4f5c\u5c06\u5e26\u6765\u7684\u6210\u679c\u3002\u6700\u8fd1\uff0c\u6211\u4eec\u6210\u7acb\u4e86\u4e00\u4e2a20\u4eba\u7684\u56e2\u961f\uff0c\u4ed6\u4eec\u5c06\u642c\u53bb\u676d\u5dde\uff0c\u4e13\u95e8\u8d1f\u8d23\u8fd9\u6b21\u5408\u4f5c\u3002<\/p>\n\n\n\n
Daniel Zipser\uff1a\u8fd9\u662f\u4e2d\u65e5\u5408\u4f5c\u7684\u7edd\u4f73\u8303\u4f8b\uff0c\u65e0\u8bba\u662f\u5bf9\u5316\u5986\u54c1\u884c\u4e1a\uff0c\u8fd8\u662f\u5bf9\u4e2d\u56fd\u79d1\u6280\u516c\u53f8\u6765\u8bf4\u90fd\u662f\u597d\u4e8b\u3002<\/em><\/h2>\n\n\n\n\u9c7c\u8c37\u96c5\u5f66\uff1a<\/strong>\u786e\u5b9e\uff0c\u4e0d\u8fc7\u8fd9\u79cd\u6a21\u5f0f\u4e0d\u4ec5\u9002\u7528\u4e8e\u4e2d\u56fd\uff0c\u6211\u4eec\u8fd8\u4f1a\u5c06\u5176\u63a8\u5e7f\u5230\u4e9a\u6d32\u3001\u5370\u5ea6\u3001\u4e2d\u4e1c\u548c\u6b27\u6d32\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser\uff1a\u6211\u4eec\u6765\u505a\u4e2a\u5c0f\u5c0f\u9884\u8a00\u5427\uff0c\u60a8\u89c9\u5f9710\u5e74\u540e\uff0c\u4e2d\u56fd\u548c\u4e2d\u56fd\u6d88\u8d39\u8005\u5728\u5316\u5986\u54c1\u884c\u4e1a\u5c06\u626e\u6f14\u4ec0\u4e48\u89d2\u8272\uff1f<\/em><\/h2>\n\n\n\n\u9c7c\u8c37\u96c5\u5f66\uff1a<\/strong>40\u5e74\u524d\uff0c\u4e2d\u56fd\u5f00\u59cb\u6539\u9769\u5f00\u653e\u3002\u5b83\u5148\u662f\u6210\u4e3a\u4e86\u201c\u4e16\u754c\u5de5\u5382\u201d\uff0c\u968f\u540e\u53c8\u53d1\u5c55\u6210\u4e3a\u201c\u4e16\u754c\u5e02\u573a\u201d\u3002\u5728\u6211\u770b\u6765\uff0c\u672a\u6765\u4e2d\u56fd\u8fd8\u4f1a\u6210\u4e3a\u201c\u4e16\u754c\u521b\u65b0\u4e4b\u6e90\u201d\u3002<\/p>\n\n\n\n\u6211\u5728\u4e2d\u56fd\u8ba4\u8bc6\u4e86\u5f88\u591a\u4f01\u4e1a\u5bb6\uff0c\u4e5f\u53c2\u89c2\u4e86\u5f88\u591a\u521b\u4e1a\u516c\u53f8\uff0c\u6211\u89c9\u5f97\u676d\u5dde\u8fd9\u6837\u7684\u57ce\u5e02\u5df2\u7ecf\u53d8\u5f97\u8d8a\u6765\u8d8a\u50cf\u7845\u8c37\u3002\u6211\u5728\u4e0a\u6d77\u6210\u7acb\u4e86\u4e00\u652f\u5546\u4e1a\u521b\u65b0\u56e2\u961f\uff0c\u4ed6\u4eec\u76f4\u63a5\u5411\u6211\u6c47\u62a5\u3002\u6211\u5728\u4e0a\u6d77\u4e5f\u6709\u4e00\u4e2a\u529e\u516c\u5ba4\u3002\u8fd9\u652f\u56e2\u961f\u7684\u4e3b\u8981\u4efb\u52a1\u662f\u4e0e\u521b\u4e1a\u8005\u548c\u521b\u4e1a\u516c\u53f8\u6253\u4ea4\u9053\uff0c\u5bfb\u89c5\u521b\u65b0\u7684\u60f3\u6cd5\u3002\u4e8b\u5b9e\u4e0a\uff0c\u6211\u4eec\u80fd\u4ece\u4e2d\u56fd\u4f20\u7edf\u4ef7\u503c\u89c2\u4e0a\u6c72\u53d6\u5f88\u591a\u7075\u611f\uff0c\u4f8b\u5982\u4e2d\u533b\u4e4b\u9053\u5bf9\u6211\u4eec\u65b0\u4ea7\u54c1\u521b\u65b0\u5c31\u6709\u5f88\u597d\u7684\u53c2\u8003\u4ef7\u503c\u3002\u6211\u6df1\u4fe1\uff0c\u4e2d\u56fd\u5728\u672a\u6765\u5c06\u5e2e\u52a9\u6211\u4eec\u66f4\u5177\u521b\u65b0\u529b\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n\u9c7c\u8c37\u96c5\u5f66<\/strong>\u662f\u8d44\u751f\u5802\u9996\u5e2d\u6267\u884c\u5b98\u3002\u6b64\u6b21\u91c7\u8bbf\u7531Daniel Zipser\uff08\u6cfd\u6c9b\u8fbe\uff09<\/strong>\u5b8c\u6210\uff0c\u4ed6\u662f\u9ea6\u80af\u9521\u5168\u7403\u8d44\u6df1\u8463\u4e8b\u5408\u4f19\u4eba\uff0c\u5e38\u9a7b\u6df1\u5733\u5206\u516c\u53f8\u3002<\/p>\n\n\n\n\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
In 2014, Masahiko Uotani was appointed chief executive of Shiseido. In the company’s nearly 150-year history, he is the first CEO to be parachuted in from outside. Soon after taking office, Mr Uotani pledged to keep Shiseido’s position as an international leader for the next decade.<\/p>\n\n\n\n
The way young people shop for skincare and cosmetics is changing rapidly, and Shiseido is struggling to keep up. Tasked with revitalizing the traditional company, Uotani decided to make drastic changes and optimize its organizational structure to better interact with consumers.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nIn his first year as CEO, he visited more than 10,000 employees, toured the company’s operations around the world, listened to all sides with an open mind – and impressed everyone with his trademark smile and straight back. After an in-depth evaluation, he developed a six-year transformation plan, Vision 2020. Now, more than four years after its launch, Shiseido’s achievements are impressive. In the latest earnings conference, Shiseido announced that based on the outstanding performance of the Japanese and Chinese markets and duty-free channels, revenue in the first nine months of the 2018 fiscal year increased by 10% year-on-year to 805.8 billion yen, and sales in all categories increased.<\/p>\n\n\n\n
Uotani has extensive experience in global marketing, which Shiseido has brought to the forefront. He first set up research and development centers in Tokyo, then did the same in Beijing and Shanghai. The emphasis on research and development stems from Mr Uotani’s vision to make Shiseido a highly innovative cosmetics company in the eyes of consumers.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nMasahiko Uotani<\/h3>\n\n\n\n
Date of birth: June 1954, Kansai region, Japan<\/p>\n\n\n\n
Family status: Married with two daughters<\/p>\n\n\n\n
Education: MBA from Columbia University, Bachelor’s degree in English from Doshisha University, Kyoto.<\/p>\n\n\n\n
Career Highlights:<\/p>\n\n\n\n
He held various senior management positions at Kraft Japan, Citibank and Lion.<\/p>\n\n\n\n
Reorganized Coca-Cola (Japan) and established a new supply chain management department. Responsible for the launch of the popular new drink Qoo.<\/p>\n\n\n\n
BrandVision, which helps Japanese companies go global; Helped NTT Docomo adjust its marketing strategy.<\/p>\n\n\n\n
In 2014, he became the chief executive Officer of Shiseido and greatly improved the company’s performance. Launched “Vision 2020,” aiming to reach $9 billion in sales by 2020. Led the acquisition of Gurwitch Products, furthering Shiseido’s global reach.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nIn November 2018, Masahiko Uotani and Daniel Zipser, McKinsey’s global Senior Managing Partner, had a conversation about Shiseido’s innovation exploration in China, the role of Chinese consumers in Shiseido’s development, and how Shiseido can enhance its interaction with Chinese consumers through digital marketing strategies. And a strategic partnership with Alibaba. The following is an edited transcript of the interview.<\/p>\n\n\n\n
Daniel Zipser: Shiseido is 147 years old. From its origins as a Japanese company to its current status as an international powerhouse, Shiseido now does more than half of its business outside Japan. As CEO and President, how do you see your business outside of the Japanese market?<\/h3>\n\n\n\n
Mr. Uotani: Yes, Shiseido is truly an old Japanese company. When I became CEO in 2014, I set myself two tasks: First, to make Shiseido go abroad and go global; The second is to make the brand stand for the next century.<\/p>\n\n\n\n
Going global is not just about selling products in overseas markets, as Shiseido already gets 60% of its sales from overseas markets. For a company to become truly international, its people, organization, and mindset need to be more diverse.<\/p>\n\n\n\n
We are working towards becoming a truly international company, but we are far from that goal. I try to change the way people think and behave within the organization, and encourage the clash of ideas to spark innovation. I believe that diverse thinking stimulates innovation, and innovation is the engine that will drive the company’s future growth. We are changing all the time, but we still have a long way to go.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser: What role have Chinese consumers played in Shiseido’s development?<\/h3>\n\n\n\n
Masahiko Uotani: Very important role. China’s business has grown by more than 30% in 2018, and the volume of business has surpassed the United States to become our second largest market. In addition, Chinese consumers are keen to travel abroad. In 2018, Chinese tourists made nearly 150 million outbound trips, including more than 8 million visits to Japan. They like to go shopping, especially cosmetics. They buy a lot of things in malls and duty-free shops at airports.<\/p>\n\n\n\n
Over the past three years, Chinese consumers have contributed more than 60% of the growth in our business. China and Japan are geographically close, both Asian countries, and the people of the two countries have a lot in common. For example, the skin conditions are more similar. If a brand sells well in Japan, we can basically assume that Chinese consumers will respond well. The Chinese consumer is critical to our success.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser: You just made an interesting point. More than 100 million Chinese travel abroad, so overseas shopping is very important. So what should cosmetics companies do to appeal to Chinese consumers at home and abroad?<\/h3>\n\n\n\n
Uotani: Now people travel not just for sightseeing, but for an experience. In the past, most Chinese came to Japan for sightseeing at places like Mount Fuji or shopping in Ginza. However, many people now travel to remote areas that even I haven’t been to.<\/p>\n\n\n\n
Chinese tourists are keen to visit cultural relics and historical sites and experience activities such as Japanese tea ceremonies and flower arrangements. Both China and Japan are developing, and I am glad to see that our two peoples are increasing understanding.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nWhen Chinese consumers travel to Japan, we should provide them with the best experience. At the same time, maintain close communication and contact with consumers, after all, this is the basis of doing business.<\/p>\n\n\n\n
When consumers return home, we can continuously track whether they continue to use our products. Previous research has shown that about 60% of Chinese consumers who buy our products in Japan continue to buy and use them after returning home. Consumer behavior and loyalty know no boundaries, which also brings new business opportunities for cross-border marketing.<\/p>\n\n\n\n
Daniel Zipser: What are the marketing challenges for consumers who are exposed to a new brand for the first time abroad? What does this mean for global brand positioning?<\/h3>\n\n\n\n
Masahiko Uotani: When consumers first encounter our products, we should find ways to fully demonstrate the quality of our products. We need to earn the trust of consumers so that they are willing to give it a try.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nChina’s economy is booming, and returning consumers can enjoy a wide range of brand experiences. If Shiseido wants to stand out from the crowd, it needs to go beyond the old “try in store” approach and focus more on communicating its brand so that consumers are truly aware of what makes its products exceptional. Our message has to be deeply embedded, such as the story behind the brand, why the formula was chosen, and why the product works well. Whether it is skin care or makeup, we are committed to meeting the needs of our customers. With the improvement of brand communication, marketing strategies should also be upgraded to make consumers more willing to interact with us. We know that Chinese consumers and Japanese consumers are different, so we are constantly adjusting our marketing methods to increase diversity and be more targeted.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser: Yes, we all know that China is now the most digitized country in the world.<\/h3>\n\n\n\n
Masahiko Uotani: That’s true. The last time I took a taxi in Shanghai, the driver wouldn’t accept cash. Japanese taxi drivers still prefer to take cash.<\/p>\n\n\n\n
Daniel Zipser: Internet giants like Alibaba and Tencent drive the entire Internet ecosystem in China. What does this mean for the cosmetics industry?<\/h3>\n\n\n\n
Masahiko Uotani: Big business opportunity. For example, the development of e-commerce platform business. We are in strategic discussions with Alibaba to share the consumer data that Alibaba collects on beauty products, events and content to enhance our business.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nConsumers are already buying our products on these e-commerce platforms today, sharing their experiences and feelings. We can use this data to segment our customers and provide products tailored to their needs. We are expanding our research and development operations in Shanghai so that we can use this information more effectively to quickly develop and test new products and try out new promotions with consumer insights. These platforms are great places to test new concepts.<\/p>\n\n\n\n
In the traditional retail model, product testing can be complex and costly. First of all, you have to produce a lot of products, and then put them on the shelves, but also do promotion and publicity, and then see the reaction of consumers after the store. But with these e-commerce platforms, we can constantly experiment with new ideas. Good ideas can continue, ineffective ideas at any time stop.<\/p>\n\n\n\n
It’s more of a collaborative attitude, and by collaborative I mean a collective, hard working attitude. I remember the first time I met Jack Ma was in Hangzhou. At the end of the meeting, he said, “Our idea of cooperation is good, but it needs to be put into practice\u2026” In Japan, we call this “PDCA” – Plan, Do, Check, Action. In short, analyze the data, execute the plan, get feedback, evaluate, improve and continue to deploy. That’s how we work with Alibaba.<\/p>\n\n\n\n
I am very much looking forward to the results this partnership will bring. We recently formed a team of 20 people who will move to Hangzhou to work exclusively on this collaboration.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nDaniel Zipser: It’s a great example of Sino-Japanese cooperation, both for the cosmetics industry and for Chinese tech companies.<\/h3>\n\n\n\n
Mr. Uotani: Yes, but this model is not only for China, we will also extend it to Asia, India, the Middle East and Europe.<\/p>\n\n\n\n
Daniel Zipser: Let’s make a little prediction, what role do you think China and Chinese consumers will play in the cosmetics industry in 10 years?<\/h3>\n\n\n\n
Uotani Masahiko: Forty years ago, China began its reform and opening-up. It became first the “world factory” and then the “world market”. In my opinion, China will also become the “source of innovation in the world” in the future.<\/p>\n\n\n\n
I’ve met a lot of entrepreneurs and visited a lot of startups in China, and I think cities like Hangzhou have become more and more like Silicon Valley. I set up a business innovation team in Shanghai that reports directly to me. I also have an office in Shanghai. The team’s main task is to work with entrepreneurs and startups to find innovative ideas. In fact, we can draw a lot of inspiration from traditional Chinese values, such as the way of traditional Chinese medicine, which is a good reference value for our new product innovation. I am convinced that China will help us be more innovative in the future.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\nMasahiko Uotani is chief executive of Shiseido. This interview was conducted by Daniel Zipser, a McKinsey Global Senior Managing Partner based in Shenzhen.<\/p>\n\n\n\n
\u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8eMcKinsey Greater China\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0f\u5b81\u6aac\u3002<\/p>\n\n\n\n
<\/figure>\n\n\n\n| \u51fa\u751f\u5e74\u6708: 1954\u5e746\u6708\u51fa\u751f\u4e8e\u65e5\u672c\u5173\u897f\u5730\u533a<\/strong> \u5bb6\u5ead\u72b6\u51b5: \u5df2\u5a5a\uff0c\u6709\u4e24\u4e2a\u5973\u513f<\/strong> \u6559\u80b2\u7ecf\u5386: \u54e5\u4f26\u6bd4\u4e9a\u5927\u5b66MBA\uff0c\u4eac\u90fd\u540c\u5fd7\u793e\u5927\u5b66\u82f1\u8bed\u5b66\u58eb\u5b66\u4f4d\u3002<\/strong> \u804c\u4e1a\u4eae\u70b9:<\/strong> \u5728\u5361\u592b\u65e5\u672c\u3001\u82b1\u65d7\u94f6\u884c\u548c\u72ee\u738b\u62c5\u4efb\u8fc7\u591a\u4e2a\u9ad8\u7ea7\u7ba1\u7406\u804c\u4f4d\u3002<\/strong> \u91cd\u7ec4\u53ef\u53e3\u53ef\u4e50\uff08\u65e5\u672c\uff09\uff0c\u5e76\u6210\u7acb\u4e86\u65b0\u7684\u4f9b\u5e94\u94fe\u7ba1\u7406\u90e8\u95e8\u3002\u8d1f\u8d23\u63a8\u51fa\u5e7f\u53d7\u6b22\u8fce\u7684\u65b0\u996e\u6599\u201c\u9177\u513f\u201d\uff08Qoo\uff09\u3002<\/strong><\/td> \u521b\u529eBrandVision\uff0c\u65e8\u5728\u5e2e\u52a9\u65e5\u672c\u4f01\u4e1a\u8d70\u5411\u5168\u7403\uff1b\u5e2e\u52a9NTT Docomo\u8c03\u6574\u8425\u9500\u6218\u7565\u3002<\/strong> | 2014\u5e74\u51fa\u4efb\u8d44\u751f\u5802\u9996\u5e2d\u6267\u884c\u5b98\uff0c\u5927\u529b\u63d0\u5347\u516c\u53f8\u4e1a\u7ee9\uff1b\u542f\u52a8\u201c\u613f\u666f2020\u201d\uff0c\u8ba1\u5212\u5230 2020\u5e74\u8ba9\u9500\u552e\u989d\u7a81\u783490\u4ebf\u7f8e\u5143\u3002\u9886\u5bfc\u4e86\u5bf9Gurwitch Products\u7684\u6536\u8d2d\uff0c\u8fdb\u4e00\u6b65\u63a8\u52a8\u8d44\u751f\u5802\u8d70\u5411\u5168\u7403\u3002<\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n 2018\u5e7411\u6708\uff0c\u9c7c\u8c37\u96c5\u5f66\u4e0e\u9ea6\u80af\u9521\u5168\u7403\u8d44\u6df1\u8463\u4e8b\u5408\u4f19\u4ebaDaniel 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\u6211\u5728\u4e2d\u56fd\u8ba4\u8bc6\u4e86\u5f88\u591a\u4f01\u4e1a\u5bb6\uff0c\u4e5f\u53c2\u89c2\u4e86\u5f88\u591a\u521b\u4e1a\u516c\u53f8\uff0c\u6211\u89c9\u5f97\u676d\u5dde\u8fd9\u6837\u7684\u57ce\u5e02\u5df2\u7ecf\u53d8\u5f97\u8d8a\u6765\u8d8a\u50cf\u7845\u8c37\u3002\u6211\u5728\u4e0a\u6d77\u6210\u7acb\u4e86\u4e00\u652f\u5546\u4e1a\u521b\u65b0\u56e2\u961f\uff0c\u4ed6\u4eec\u76f4\u63a5\u5411\u6211\u6c47\u62a5\u3002\u6211\u5728\u4e0a\u6d77\u4e5f\u6709\u4e00\u4e2a\u529e\u516c\u5ba4\u3002\u8fd9\u652f\u56e2\u961f\u7684\u4e3b\u8981\u4efb\u52a1\u662f\u4e0e\u521b\u4e1a\u8005\u548c\u521b\u4e1a\u516c\u53f8\u6253\u4ea4\u9053\uff0c\u5bfb\u89c5\u521b\u65b0\u7684\u60f3\u6cd5\u3002\u4e8b\u5b9e\u4e0a\uff0c\u6211\u4eec\u80fd\u4ece\u4e2d\u56fd\u4f20\u7edf\u4ef7\u503c\u89c2\u4e0a\u6c72\u53d6\u5f88\u591a\u7075\u611f\uff0c\u4f8b\u5982\u4e2d\u533b\u4e4b\u9053\u5bf9\u6211\u4eec\u65b0\u4ea7\u54c1\u521b\u65b0\u5c31\u6709\u5f88\u597d\u7684\u53c2\u8003\u4ef7\u503c\u3002\u6211\u6df1\u4fe1\uff0c\u4e2d\u56fd\u5728\u672a\u6765\u5c06\u5e2e\u52a9\u6211\u4eec\u66f4\u5177\u521b\u65b0\u529b\u3002CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n \u9c7c\u8c37\u96c5\u5f66<\/strong>\u662f\u8d44\u751f\u5802\u9996\u5e2d\u6267\u884c\u5b98\u3002\u6b64\u6b21\u91c7\u8bbf\u7531Daniel Zipser\uff08\u6cfd\u6c9b\u8fbe\uff09<\/strong>\u5b8c\u6210\uff0c\u4ed6\u662f\u9ea6\u80af\u9521\u5168\u7403\u8d44\u6df1\u8463\u4e8b\u5408\u4f19\u4eba\uff0c\u5e38\u9a7b\u6df1\u5733\u5206\u516c\u53f8\u3002<\/p>\n\n\n\n In 2014, Masahiko Uotani was appointed chief executive of Shiseido. In the company’s nearly 150-year history, he is the first CEO to be parachuted in from outside. Soon after taking office, Mr Uotani pledged to keep Shiseido’s position as an international leader for the next decade.<\/p>\n\n\n\n The way young people shop for skincare and cosmetics is changing rapidly, and Shiseido is struggling to keep up. Tasked with revitalizing the traditional company, Uotani decided to make drastic changes and optimize its organizational structure to better interact with consumers.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n In his first year as CEO, he visited more than 10,000 employees, toured the company’s operations around the world, listened to all sides with an open mind – and impressed everyone with his trademark smile and straight back. After an in-depth evaluation, he developed a six-year transformation plan, Vision 2020. Now, more than four years after its launch, Shiseido’s achievements are impressive. In the latest earnings conference, Shiseido announced that based on the outstanding performance of the Japanese and Chinese markets and duty-free channels, revenue in the first nine months of the 2018 fiscal year increased by 10% year-on-year to 805.8 billion yen, and sales in all categories increased.<\/p>\n\n\n\n Uotani has extensive experience in global marketing, which Shiseido has brought to the forefront. He first set up research and development centers in Tokyo, then did the same in Beijing and Shanghai. The emphasis on research and development stems from Mr Uotani’s vision to make Shiseido a highly innovative cosmetics company in the eyes of consumers.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Date of birth: June 1954, Kansai region, Japan<\/p>\n\n\n\n Family status: Married with two daughters<\/p>\n\n\n\n Education: MBA from Columbia University, Bachelor’s degree in English from Doshisha University, Kyoto.<\/p>\n\n\n\n Career Highlights:<\/p>\n\n\n\n He held various senior management positions at Kraft Japan, Citibank and Lion.<\/p>\n\n\n\n Reorganized Coca-Cola (Japan) and established a new supply chain management department. Responsible for the launch of the popular new drink Qoo.<\/p>\n\n\n\n BrandVision, which helps Japanese companies go global; Helped NTT Docomo adjust its marketing strategy.<\/p>\n\n\n\n In 2014, he became the chief executive Officer of Shiseido and greatly improved the company’s performance. Launched “Vision 2020,” aiming to reach $9 billion in sales by 2020. Led the acquisition of Gurwitch Products, furthering Shiseido’s global reach.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n In November 2018, Masahiko Uotani and Daniel Zipser, McKinsey’s global Senior Managing Partner, had a conversation about Shiseido’s innovation exploration in China, the role of Chinese consumers in Shiseido’s development, and how Shiseido can enhance its interaction with Chinese consumers through digital marketing strategies. And a strategic partnership with Alibaba. The following is an edited transcript of the interview.<\/p>\n\n\n\n Mr. Uotani: Yes, Shiseido is truly an old Japanese company. When I became CEO in 2014, I set myself two tasks: First, to make Shiseido go abroad and go global; The second is to make the brand stand for the next century.<\/p>\n\n\n\n Going global is not just about selling products in overseas markets, as Shiseido already gets 60% of its sales from overseas markets. For a company to become truly international, its people, organization, and mindset need to be more diverse.<\/p>\n\n\n\n We are working towards becoming a truly international company, but we are far from that goal. I try to change the way people think and behave within the organization, and encourage the clash of ideas to spark innovation. I believe that diverse thinking stimulates innovation, and innovation is the engine that will drive the company’s future growth. We are changing all the time, but we still have a long way to go.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Masahiko Uotani: Very important role. China’s business has grown by more than 30% in 2018, and the volume of business has surpassed the United States to become our second largest market. In addition, Chinese consumers are keen to travel abroad. In 2018, Chinese tourists made nearly 150 million outbound trips, including more than 8 million visits to Japan. They like to go shopping, especially cosmetics. They buy a lot of things in malls and duty-free shops at airports.<\/p>\n\n\n\n Over the past three years, Chinese consumers have contributed more than 60% of the growth in our business. China and Japan are geographically close, both Asian countries, and the people of the two countries have a lot in common. For example, the skin conditions are more similar. If a brand sells well in Japan, we can basically assume that Chinese consumers will respond well. The Chinese consumer is critical to our success.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Uotani: Now people travel not just for sightseeing, but for an experience. In the past, most Chinese came to Japan for sightseeing at places like Mount Fuji or shopping in Ginza. However, many people now travel to remote areas that even I haven’t been to.<\/p>\n\n\n\n Chinese tourists are keen to visit cultural relics and historical sites and experience activities such as Japanese tea ceremonies and flower arrangements. Both China and Japan are developing, and I am glad to see that our two peoples are increasing understanding.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n When Chinese consumers travel to Japan, we should provide them with the best experience. At the same time, maintain close communication and contact with consumers, after all, this is the basis of doing business.<\/p>\n\n\n\n When consumers return home, we can continuously track whether they continue to use our products. Previous research has shown that about 60% of Chinese consumers who buy our products in Japan continue to buy and use them after returning home. Consumer behavior and loyalty know no boundaries, which also brings new business opportunities for cross-border marketing.<\/p>\n\n\n\n Masahiko Uotani: When consumers first encounter our products, we should find ways to fully demonstrate the quality of our products. We need to earn the trust of consumers so that they are willing to give it a try.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n China’s economy is booming, and returning consumers can enjoy a wide range of brand experiences. If Shiseido wants to stand out from the crowd, it needs to go beyond the old “try in store” approach and focus more on communicating its brand so that consumers are truly aware of what makes its products exceptional. Our message has to be deeply embedded, such as the story behind the brand, why the formula was chosen, and why the product works well. Whether it is skin care or makeup, we are committed to meeting the needs of our customers. With the improvement of brand communication, marketing strategies should also be upgraded to make consumers more willing to interact with us. We know that Chinese consumers and Japanese consumers are different, so we are constantly adjusting our marketing methods to increase diversity and be more targeted.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Masahiko Uotani: That’s true. The last time I took a taxi in Shanghai, the driver wouldn’t accept cash. Japanese taxi drivers still prefer to take cash.<\/p>\n\n\n\n Masahiko Uotani: Big business opportunity. For example, the development of e-commerce platform business. We are in strategic discussions with Alibaba to share the consumer data that Alibaba collects on beauty products, events and content to enhance our business.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Consumers are already buying our products on these e-commerce platforms today, sharing their experiences and feelings. We can use this data to segment our customers and provide products tailored to their needs. We are expanding our research and development operations in Shanghai so that we can use this information more effectively to quickly develop and test new products and try out new promotions with consumer insights. These platforms are great places to test new concepts.<\/p>\n\n\n\n In the traditional retail model, product testing can be complex and costly. First of all, you have to produce a lot of products, and then put them on the shelves, but also do promotion and publicity, and then see the reaction of consumers after the store. But with these e-commerce platforms, we can constantly experiment with new ideas. Good ideas can continue, ineffective ideas at any time stop.<\/p>\n\n\n\n It’s more of a collaborative attitude, and by collaborative I mean a collective, hard working attitude. I remember the first time I met Jack Ma was in Hangzhou. At the end of the meeting, he said, “Our idea of cooperation is good, but it needs to be put into practice\u2026” In Japan, we call this “PDCA” – Plan, Do, Check, Action. In short, analyze the data, execute the plan, get feedback, evaluate, improve and continue to deploy. That’s how we work with Alibaba.<\/p>\n\n\n\n I am very much looking forward to the results this partnership will bring. We recently formed a team of 20 people who will move to Hangzhou to work exclusively on this collaboration.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Mr. Uotani: Yes, but this model is not only for China, we will also extend it to Asia, India, the Middle East and Europe.<\/p>\n\n\n\n Uotani Masahiko: Forty years ago, China began its reform and opening-up. It became first the “world factory” and then the “world market”. In my opinion, China will also become the “source of innovation in the world” in the future.<\/p>\n\n\n\n I’ve met a lot of entrepreneurs and visited a lot of startups in China, and I think cities like Hangzhou have become more and more like Silicon Valley. I set up a business innovation team in Shanghai that reports directly to me. I also have an office in Shanghai. The team’s main task is to work with entrepreneurs and startups to find innovative ideas. In fact, we can draw a lot of inspiration from traditional Chinese values, such as the way of traditional Chinese medicine, which is a good reference value for our new product innovation. I am convinced that China will help us be more innovative in the future.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Masahiko Uotani is chief executive of Shiseido. This interview was conducted by Daniel Zipser, a McKinsey Global Senior Managing Partner based in Shenzhen.<\/p>\n\n\n\n \u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8eMcKinsey Greater China\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0f\u5b81\u6aac\u3002<\/p>\n\n\n\n |
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