How Fashion Brands Make Profit

＃1074 「選ばれるブランドの羅針盤」価値と共感の経営

by EIC Mr.S · 2025-12-05

Mr.Thanks

皆さん、こんにちは。本日から2日間にわたり、「これからのブランド経営」について、一緒に学んでいきます。変化の激しい市場では、ただ良い商品をつくるだけでは選ばれません。環境を読み、価値を磨き、さらにファンとの関係性を育てることが、これからのブランドの強さを決めていきます。DAY1では外部環境の変化をどう読み取り、自社のチャンスと脅威を見極めるのか。そして、価格競争に巻き込まれず“価値で勝つ”ための土台づくりを学びます。DAY2では、ファンがブランドを育てる時代の新しい仕組みと、実践的な戦略について深掘りしていきます。この2日間が、皆さんのブランド経営をアップデートするきっかけになれば幸いです。

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EIC Mr.S

I was born in Kobe and entered the apparel industry in 1986. At that time, Japan’s fashion industry was experiencing rapid growth. It was a booming market where products would sell almost as soon as they were made.

However, in 1991, the economic bubble burst. The industry, which had been thriving, suddenly entered a very difficult period.

“Why aren’t products selling?”
“How can a brand survive?”

While searching for answers to these questions, I continued working in sales, merchandise planning, and business development.

Later, I took on the challenge of overseas business. I was entrusted with management responsibilities in Taiwan and Hong Kong, where I expanded operations in the Asian market.

But overseas, Japan’s successful business models did not work. The climate, body types, and culture were all different.

Products, organizations, and sales methods all had to be rebuilt from scratch.

I experienced many failures. However, those experiences taught me the true essence of the fashion business.

That is:

“It is not sales that determine success, but the system behind the brand.”

Today, I support companies as a management consultant while also teaching students as a lecturer at a vocational school.

Why do I teach?

Because I want to pass on what I have learned through experience to the next generation.

I want to help improve the apparel industry, even if only a little.

With that belief, I continue to dedicate myself to the fashion business today.

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EIC Mr.S

I was born in Kobe and entered the apparel industry in 1986. At that time, Japan’s fashion industry was experiencing rapid growth. It was a booming market where products would sell almost as soon as they were made. However, in 1991, the economic bubble burst. The industry, which had been thriving, suddenly entered a very difficult period. “Why aren’t products selling?” “How can a brand survive?” While searching for answers to these questions, I continued working in sales, merchandise planning, and business development. Later, I took on the challenge of overseas business. I was entrusted with management responsibilities in Taiwan and Hong Kong, where I expanded operations in the Asian market. But overseas, Japan’s successful business models did not work. The climate, body types, and culture were all different. Products, organizations, and sales methods all had to be rebuilt from scratch. I experienced many failures. However, those experiences taught me the true essence of the fashion business. That is: “It is not sales that determine success, but the system behind the brand.” Today, I support companies as a management consultant while also teaching students as a lecturer at a vocational school. Why do I teach? Because I want to pass on what I have learned through experience to the next generation. I want to help improve the apparel industry, even if only a little. With that belief, I continue to dedicate myself to the fashion business today.

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Mr. Thank’s 桑克斯老师

“Thank’s Sensei’s Fashion Business Class”

Thanks Sensei was born in Kobe, Japan. He entered the apparel industry in 1986 and gained hands-on experience in brand management and business development while working in sales, business planning, and merchandise planning (MD). He experienced the market downturn following the collapse of Japan’s economic bubble and the structural changes in the industry, overcoming one of the most turbulent periods in the Japanese fashion business on the front lines.

Later, he took on the challenge of international business, leading retail expansion in Taiwan and Hong Kong. By developing products and building organizations suited to local markets and cultures, he successfully achieved business growth in the Asian market.

He is now independent and works as a management consultant, supporting companies in developing growth strategies. At the same time, he is also dedicated to nurturing the next generation as a lecturer at a vocational school.