How Fashion Brands Make Profit

＃849「南米の秘宝、パラグアイ」フロンティア市場開拓のチャンス

by EIC Mr.S · 2025-07-11

Mr.Thanks

皆さん、こんにちは！
突然ですが、皆さん、南米の国というと、どんなイメージをお持ちですか？ブラジル、アルゼンチン、ペルー…色々ありますよね。
でも今日、私が皆さんにご紹介したいのは、そのどれとも違う、知られざる魅力に満ちた国、パラグアイです！「え、パラグアイ？どこにあるの？」って思いましたか？まさにそこがポイントなんです！

実は、このパラグアイ、南米大陸のほぼ中央に位置する内陸国で、まだ日本ではあまり知られていません。でも、だからこそ、ビジネスのフロンティアとして大きな可能性を秘めているんです！

今回、お話しする内容は、単なる地理や歴史の話ではありません。皆さんの会社の未来を切り開く、新たな市場とブランド戦略のヒントが隠されています。

パラグアイは、近年著しい経済成長を遂げていて、若い人口も多く、まさに今、注目すべきマーケットなんです。さらに、あるユニークな国際関係が、ビジネスに思わぬメリットをもたらすことも…？今日のプレゼンでは、このパラグアイの魅力と、皆さんのビジネスチャンスを、経営、マーケティング、ブランディングの視点から深掘りしていきます。皆さん、席に座って、少しだけ集中力を高めてくださいね。眠たくなるヒマはありませんよ！さあ、一緒にパラグアイの可能性を探りに行きましょう！

「南米の秘宝、パラグアイ」フロンティア市場開拓のチャンス

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.

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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.