这家1915年成立的百年企业，完成了一场惊心动魄的自救

Core Viewpoint - The decline of a product or industry may not solely be due to a lack of consumer need, but rather a deeper issue related to the ability and adaptability of the company or industry [2][3]. Group 1: Market Analysis - The kimono retail market in Japan has seen a drastic decline from 20 trillion yen in 1975 to approximately 2 trillion yen in 2023, a drop of 90% [9]. - The sales of Kyoto Monfu, a kimono company, plummeted by 90% as well, reflecting the broader market trend [11]. Group 2: Strategic Adaptation - Kyoto Monfu's fourth-generation successor, Akira Arakawa, recognized the futility of trying to revive the kimono market and instead decided to pivot the company's focus [14]. - The first step in this strategic shift involved assessing the company's core competencies, leading to the realization that their unique "deep black" dyeing technique was their true asset [18][23]. Group 3: Market Opportunities - As consumer preferences shifted towards second-hand clothing and sustainability, Kyoto Monfu launched the "PANDA BLACK" project in collaboration with WWF Japan, which involved dyeing old clothes to give them a new life [30][31]. - This initiative resonated with consumers' growing interest in eco-friendly fashion, allowing the company to tap into a new market segment [31]. Group 4: Business Model Innovation - Instead of directly selling to consumers, Kyoto Monfu chose to partner with established retailers like BEAMS and Isetan to leverage their customer base, effectively creating a win-win situation for all parties involved [33][36]. - This approach allowed Kyoto Monfu to maintain its core competencies while expanding its market reach through established retail channels [36][39].