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 core capabilities of the company [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% [10]. - The sales of Kyoto Monfu, a company specializing in kimono, plummeted by 90% as well, reflecting the broader market trend [12]. Group 2: Strategic Decision-Making - In response to the declining kimono market, Kyoto Monfu's fourth-generation heir, Akira Arakawa, recognized the need for a strategic pivot rather than merely calling for a return to traditional culture [15]. - The critical question posed was not about what else could be sold, but rather what core capabilities remained if the kimono industry disappeared [16]. Group 3: Core Competency Identification - Kyoto Monfu identified its unique "deep black" dyeing technique as its core competency, which could be leveraged in new markets [18][23]. - The dyeing process involves three steps: basic dyeing, using a unique agent that allows the fabric to "absorb" light, and a patient drying process that enhances the quality [19][20][21]. Group 4: Market Adaptation - The company recognized a shift in consumer behavior towards second-hand clothing, driven by environmental concerns and a desire for sustainable fashion [26]. - In 2013, Kyoto Monfu launched the "PANDA BLACK" project in collaboration with WWF Japan, focusing on revitalizing old garments through their dyeing expertise [28][29]. Group 5: Business Model Innovation - Kyoto Monfu opted to partner with established retailers like BEAMS and Isetan to reach consumers, rather than attempting a direct-to-consumer model, which was outside their expertise [31][33]. - This collaboration created a win-win situation where consumers could address their old clothing issues, retailers gained new revenue streams, and Kyoto Monfu maintained its core capabilities [35][37].

Core Viewpoint - The article highlights the success story of 趣印科技 (Phomemo Technology), which transformed from a small startup into a leading player in the portable printer market, achieving significant revenue growth through innovative product development and strategic market positioning [8][42]. Group 1: Company Background and Initial Challenges - 趣印科技 was founded by 郭晋鹏 in 2013, initially focusing on the niche market of label ribbons, which was dominated by established companies like Brother and DYMO [19][18]. - The company faced significant challenges in its early years, including a lack of industry experience and financial difficulties, leading 郭晋鹏 to sell personal assets to sustain operations [22][44]. - By 2015, the company began to see revenue growth, surpassing 4 million RMB, as it navigated a competitive landscape marked by price wars [22][23]. Group 2: Strategic Decisions and Market Expansion - In 2015, the introduction of cross-border e-commerce policies allowed 趣印科技 to expand internationally, leveraging platforms like Amazon to reach global customers [26][25]. - The company transitioned from solely producing consumables to developing its own line of lightweight, portable printers, launching the "印先森M02" in 2018, which catered to specific user needs [32][28]. - By 2022, 趣印科技 became the global leader in the portable printer market, with a revenue increase from 4 million RMB to 1.8 billion RMB over a decade [44][42]. Group 3: Product Innovation and User Engagement - The company emphasized user feedback to drive product innovation, leading to the development of various applications for its printers, including DIY printing solutions [34][35]. - 趣印科技's app has attracted 5 million users globally, showcasing the importance of content in enhancing product value and user engagement [38][40]. - The strategic focus on content and user experience has allowed 趣印科技 to differentiate itself in a crowded market, creating a robust ecosystem of products and services [46][48]. Group 4: Future Outlook and Industry Impact - The company plans to continue its growth trajectory by investing in high-end printing technology and expanding its product offerings [51][52]. - 趣印科技's journey serves as a model for other Chinese enterprises, demonstrating the potential for innovation and market leadership through strategic focus and product excellence [53][54].

Core Insights - Japan has entered a super-aged society, necessitating that all businesses address the silver economy or the needs of the elderly [2] - Companies, even those selling children's clothing, must focus on the demands of older consumers, as they often make purchases for their grandchildren [3][4] - The food industry in Japan is increasingly concentrating on meeting the needs of the elderly, with successful products like Yakult Y1000 that cater to common desires such as better sleep [5][6][10] Industry Trends - The Japanese market rarely sees blockbuster products, but Yakult Y1000 has gained popularity due to its sleep aid benefits, reflecting a universal need among older adults [9][10] - Suntory, a beverage company, is diversifying its offerings beyond alcoholic beverages to include health foods and nutritional products in response to the aging population [11] - Ajinomoto has also launched numerous products aimed at the elderly demographic [14] Strategic Insights - There is no distinct "silver economy" sector; instead, all businesses must prepare for and innovate in response to demographic changes [15] - As China approaches an aging society, businesses should prioritize this demographic in their future strategies [16] Learning Opportunities - A program is being offered to explore the operational strategies of Japanese brands that have thrived despite low growth, focusing on companies like Suntory, 7-Eleven, and others [17][18] - The program emphasizes understanding consumer needs through direct engagement and data-driven decision-making, rather than relying solely on management directives [22] Case Studies - 7-Eleven's approach involves regional supervisors working closely with franchisees to provide tailored solutions based on actual sales data [22] - Kobe Bussan utilizes a high proportion of private label products and focuses on efficient supply chain management to maintain low costs [23] - Workman has successfully transitioned from B2B to B2C by addressing the specific needs of blue-collar workers, filling market gaps rather than following trends [24] Product Development - Companies like Suntory emphasize the importance of sensory evaluation in product quality, with their master blender tasting over 200 original spirits daily to ensure quality [25][34] - FANCL focuses on health foods with no additives, adapting products to meet regional consumer preferences [26]

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].

Core Viewpoint - The article discusses the evolution of Japan's economy and its ability to adapt to challenges such as trade wars, aging population, and low consumption, drawing parallels to China's current situation and suggesting lessons that can be learned from Japan's experience [3][6][10]. Group 1: Economic Context - China, as the world's factory, is facing trade wars, financial conflicts, and technological competition, which may force it to upgrade its technology and domestic demand [3]. - Japan experienced a similar situation in the 1980s and 1990s, leading to a significant transformation in its economy, resulting in a dual economic engine: one focused on globalization and the other on domestic consumption [3][5][10]. Group 2: Lessons from Japan - Japan's response to economic challenges involved creating new service industries to meet the needs of its aging population, which is referred to as "internal demand Japan" [4][6]. - The article emphasizes the importance of understanding consumer needs and adapting business strategies accordingly, as demonstrated by successful Japanese companies [14][15]. Group 3: Business Strategies - Japanese brands have thrived by focusing on customer experience and meeting real demands rather than following trends, as seen in companies like 7-11 and WORKMAN [15][17]. - The concept of "grounded logic" is highlighted, where businesses engage directly with consumers to understand their needs, leading to innovative product development and effective supply chain management [14][16][18]. Group 4: Event and Learning Opportunity - The article promotes a learning trip to Japan, scheduled from November 30 to December 5, aimed at exploring the operational strategies of leading Japanese brands during low-growth periods [10][11][19]. - Participants will gain insights into how Japanese companies have navigated economic challenges and adapted their business models to sustain growth [11][20].

Core Insights - Japan has entered a super-aged society, necessitating all businesses to address the needs of the elderly, even those traditionally focused on younger demographics [2][10] - Successful examples in the silver economy include products like Yakult Y1000, which cater specifically to the health and wellness needs of older consumers [2][5] - The concept of a distinct "silver economy" is challenged; instead, businesses are innovating within their existing product lines to adapt to an aging population [8][9] Industry Trends - The food industry in Japan is increasingly focusing on the demands of older consumers, with companies like Suntory developing health foods alongside their traditional alcoholic beverages [5][10] - There is a common need among the elderly for better sleep, which has led to the popularity of products with sleep-enhancing properties [5] - Companies like Ajinomoto are also launching numerous products aimed at the elderly demographic, indicating a broader trend across various sectors [7] Business Strategies - Businesses are encouraged to prepare for and innovate in response to demographic changes, particularly in markets like China that are also aging [10] - Successful Japanese brands have thrived during low-growth periods by focusing on customer experience and making incremental innovations rather than pursuing disruptive changes [14][15] - The approach of understanding consumer needs through direct engagement and data sharing is emphasized, as seen in the operations of 7-11 and Kobe Bussan [15][16] Case Studies - Kobe Bussan has established a strong supply chain and product development strategy, with a significant portion of its offerings being private label products [16] - Workman has successfully transitioned from B2B to B2C by addressing the specific needs of blue-collar workers, filling market gaps rather than following trends [17] - Kikkoman focuses on adapting its products based on extensive consumer feedback, demonstrating a commitment to meeting diverse culinary needs [17] Conclusion - The insights from Japan's aging society and the strategies employed by successful companies provide valuable lessons for businesses in other markets facing similar demographic shifts [10][14]

以下文章来源于i黑马 ，作者创业认知 其中， 养乐多Y1000 ，就是这样的成功案例。 在日本银发经济赛道上，有没有特别成功的案例、品牌、商品或服务？ 对此， 三浦展老师是这样回答的： 香帅，著名金融学者 曾任北京大学金融系副教授、博士生导师 日本已经进入超老龄化社会，所有企业都需要面对银发经济或老年人。 即使是销售儿童服装的企业，也会在产品研发时，重点调研老年人需求。 i黑马 . 让创业者不再孤独@i黑马 此前，在经济学家香帅与" 日本消费社会研究第一人 "三浦展的访谈中提到： 因为给孩子买衣服的，往往是祖辈。 日本食品行业，正在集中精力解决老年人需求。 三浦展， " 日本消费社会研究第一人 " 著有《孤独经济》、《第五消费时代》 日本市场很少出现爆款商品，但这款产品因为有助眠效用而热销。 这反映出， 希望拥有好的睡眠，是老年人的共性需求。 以酒类企业为例， 三得利 在银发经济背景下，除了酒类产品以外，还重点研发健康食品与营养品。 我虽然不怎么喝酒，却会选择两款健康食品。 味之素 ，也推出了大量面向老年人的商品。 最后，香帅老师这样总结： 其实，没有所谓的"银发赛道"。 而是，所有商家都在自己原有的商品基础 ...