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 Insights - The article highlights the remarkable success of 7-Eleven, which has over 80,000 stores globally and has experienced continuous growth for over 50 years [3][4]. Group 1: Business Model Evolution - 7-Eleven originated as a small ice-selling store in 1927 and evolved by expanding its product offerings to meet customer needs, laying the foundation for the convenience store model [6][7]. - The transformation of 7-Eleven into a global leader was significantly influenced by Japanese businessman Toshifumi Suzuki, who adapted the American model to fit Japanese consumer preferences [10][11]. Group 2: Consumer Insight and Market Adaptation - 7-Eleven's exceptional ability to understand consumer needs is exemplified by its market research before entering Beijing in 2004, leading to the introduction of freshly prepared food options that catered to local tastes [14][18]. - The company has continuously innovated its offerings, such as the "freshly baked delivery" service, which doubled the sales of bread by ensuring customers received freshly baked products [19]. Group 3: Value-Added Services - In 1987, 7-Eleven pioneered utility bill payment services in Japan, addressing the time constraints of consumers [21]. - The introduction of ATMs in 1990 and meal delivery services in 2000 further exemplified 7-Eleven's commitment to convenience, particularly for elderly and pregnant customers [22][23][26]. Group 4: Customer Satisfaction Focus - The article emphasizes that many successful Japanese companies, including 7-Eleven, prioritize customer satisfaction over profits, as seen in the practices of companies like Kao and Suntory [27][29]. - The approach of understanding and respecting consumer needs has been a common thread among leading Japanese brands, contributing to their resilience in competitive markets [29]. Group 5: Learning Opportunities - The article promotes a learning trip to Japan, focusing on the operational strategies of successful brands like 7-Eleven, Suntory, and others, to explore how they thrive in low-growth environments [31][36].

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].