How Fashion Brands Make Profit

チョコザップの戦略［Podcast（ポッドキャスト）］

by EIC Mr.S · 2024-06-27

イノベーションのジレンマ

改善を重ねる優良企業であっても、
新しい革新的な技術を軽視してしまい、その地位を失う危険があることを指しています。
（顧客がかぶりイメージダウンの恐れ）

《新しい業界に参入する時のキーワード》

特別だった習慣が毎日身近になる
新しいスキマじかんの使い方を提案

新しいスキマじかんの使い方を提案
歯のホワイトニング

デスクバイク・ネイルアート・マッサージ機
従来通り月額3278円

購買客数アップ
若い女性やトレーニング初心者の獲得へ
↓
成長性（売上アップ）のアクション

新しい業界に参入する時のキーワード
・特別だった習慣が毎日身近になる
・新しいスキマじかんの使い方を提案

ジムの考え方を変える
・簡単に便利に提供することで、新しいマーケットの顧客を獲得したい

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.