Mon, Apr 16, 2007 page12

• Interview: From PR officer to MUJI president

  • By Jackie Lin / STAFF REPORTER
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  Being a public relations officer has been Wang Wen-hsin's (王文欣) life-long dream since the time when she started studying in the advertising department at National Chengchi University.

  After 15 years in public relations and thanks to her analytical mindset and other skills, Wang was presented with a rare opportunity early last year, when she was asked to become vice president of MUJI (Taiwan) Co (台灣無印良品).

  The 38-year-old Wang has since been promoted to company president, making her the youngest and the only female president in parent group President Chain Store Corp (統一超商), which owns over 30 brands, including 7-Eleven, Starbucks and Mister Donut.

  

  Wang Wen-hsin, the general-manager of the MUJI Co, smiles during an interview on April 9.

  PHOTO: LIN CHENG-KUNG, TAIPEI TIMES

  She is also the first member of the President Chain PR team to assume a top managerial role.

  "I always thought I'd be a PR person forever. I love the job so much I never feel tired. So when president Hsu Chung-jen (徐重仁) [of President Chain] informed me of my job transfer, I was very surprised," Wang told the Taipei Times during an interview last week.

  As the chief of President Chain's public relations team, Wang was seen in every press conference introducing the company's latest products to reporters.

  After the meeting with Hsu, she did not have much time to think.

  Making sure she understood what her boss wanted her to achieve in the new position, for one month Wang spent half a day every day at MUJI outlets getting hands-on experience before concluding her career as a publicist, which began in her first year after graduating from university at a PR firm, followed by 14 years at President Chain.

  "I became a fan of MUJI after making my first overseas trip to Japan during university. But knowing and loving the brand doesn't mean one knows how to operate the business," she said.

  To quickly bridge the knowledge gap, Wang said she spent time in the outlets to understand its more than 5,000 products, observed how consumers shop and talk about the products and gathered customer feedback and suggestions posted on its Web site.

  "I respected my colleagues' opinion as they had worked there for over two years. I make my decisions based on their feedback and my own conclusions," Wang said.

  With all this preparatory work, Wang said she did not feel too much pressure.

  "I'm quite daring at work and believe nothing can't be resolved," she said.

  Her familiarity with the PR business makes her more suited to communicate with reporters, customers and Japanese shareholders, a clear advantage as most managers usually need to rely on their publicists.

  For example, Wang constantly transforms herself into a model, strutting the catwalk during press conferences showcasing MUJI's latest products -- apparel or skin-care products. These initiatives have helped boost media coverage.

  One thing she has difficulty understanding has been the media attention she has received of late.

  President Chain and its parent company, Uni-President Enterprise Corp (統一企業), set up the joint venture with Japan-based retail giant Ryohin Keikaku Co -- owner of the 27-year-old MUJI brand -- and Mitsubishi Group in 2003 with an initial capital outlay estimated at NT$100 million (US$3 million).

  MUJI is a household goods and clothing label that trumpets "simple, natural and quality" designs.

  Since its first outlet was opened in Taipei's Breeze Center (微風廣場) in April 2004, MUJI Taiwan has operated 10 stores nationwide, reporting revenues of NT$570 million last year.

  Despite its late entry, outside Japan, Taiwan has the most MUJI outlets in Asia and ranks second in the world only after the UK, which runs 16 stores.

  Branching out has already reaped profits in its first year and the company expects 30 percent growth.

  Two new stores would be opened every year over the next five years, Wang said.

  The ultimate scenario would be to have more than 50 MUJI shops in Taiwan, based on Japan's experience of operating over 300 stores for a population six times that of Taiwan, she said.

  MUJI Taiwan has over 10,000 members who subscribe to its electronic newsletter containing the latest product information.

  Wang has also been looking at the possibility of issuing membership cards sometime this year to secure customer loyalty.

  Asked whether she anticipates another surprising turn in her career now that she has become a role model for many young students, Wang shook her head.

  "I have no personal plan now. What I think of every day is how to boost each store's performance, what kind of products to introduce and how to employ marketing strategies to enhance brand awareness and attract more customers," she said.
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