How Fashion Brands Make Profit / 日本語

＃1136 「SHEIN と Temuの戦略分析」強み／課題／改善策

by EIC Mr.S · 2026-01-03

Mr.Thanks

今日は「SHEINとTemuは、なぜここまで急成長できたのか」、そして「なぜ欧州で逆風にさらされているのか」を、営業利益の視点で整理します。売上が伸びていても、利益が残らなければ事業は続きません。特に成熟市場の欧州では、「安い」「売れる」だけでは不十分で、その価格や仕組みを説明できるかが問われます。このテーマは、巨大な中国EC企業の話に見えますが、本質はファッションビジネス全体に共通します。価格設定、SKU数、在庫の持ち方、値引きとの付き合い方。SHEINやTemuの極端な成功と課題を分解すると、「自分のブランドなら何を残し、何を捨てるべきか」が見えてきます。今日はその翻訳を一緒にしていきましょう。

https://youtu.be/qnJ4E-X28l8?si=s7Mk6j-uOIW6qY2H

投稿者プロフィール

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.

最新の投稿

投稿者アーカイブ

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.

Profile

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.