How Fashion Brands Make Profit / 日本語

＃1170 「SPAの各部門の目標数値」役割の明確化で営業利益率を高める経営

by EIC Mr.S · 2026-01-21

Mr.Thanks

皆さん、こんにちは。今日は「売上」の先にある「営業利益」をどうやってチーム全員で作り出すか、というお話をします。

アパレル業界は今、原材料の高騰やトレンドの激しい変化にさらされています。単に「売上を追う」だけでは、期末に在庫の山が残り、結局利益が残らない……という苦しい状況に陥りがちです。なぜ今、営業利益が重要なのか。それは利益こそが、次の新しいブランド投資や、スタッフの給与アップ、そしてブランドを存続させるための「体力」になるからです。

今回は、日本屈指の高収益企業として知られる「キーエンス」の考え方をヒントに、MDから店舗スタッフまで、全員が「自分の動きがどう利益につながるか」を実感できる具体的なKPI（重要業績評価指標）の設計図を見ていきましょう。

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.