Does Japan Have Its Own Super Line Clothing Brand? Where Does "Made In Japan" Go?

Does Japan still have its own super line?

Maybe many people can list Yamamoto Teruji, Lssey Miyake, Comme des Gar ons, Sacai and other brands, but these brands are not made in Japan.

In the course of brand building, marketing and other courses in Nihon University, professors only expressed "how to communicate with customers" is very important, but they will not place "origin" as a priority.

This mode of thinking is different from that of Europe.

As of 2014,

The rate of domestic production has dropped to 3%, which has made many Japanese factories facing crises and even bankruptcy.

The peak period of clothing production in Japan was 1990, when the clothing rate was 50.5%, and about 1 million people worked in factories.

Since then, the number of garment factory workers has dropped to 400 thousand people in 2005.

The rise of fast fashion is one of the reasons for the rapid decline of the Japanese apparel industry.

Consumers began to lean towards low price goods, and sales of high quality and high priced goods declined.

In 1991, sales in Japanese department stores reached a peak of 9.713 trillion yen, and in 2016, the data had dropped to 5.978 trillion yen.

A survey by the Japanese department stores shows that fast fashion is the main reason for this phenomenon.

Does Japan still have its own super line clothing brand?

Perhaps many people can list Yamamoto Teruji, Lssey Miyake, Comme des Gar ons, Sacai and other brands, but these brands are not made in Japan.

In the course of brand building, marketing and other courses in Nihon University, professors only expressed "how to communicate with customers" is very important, but they will not place "origin" as a priority.

This mode of thinking is different from that of Europe.

As of 2014, the rate of garment production in Japan has dropped to 3%, which has led many Japanese factories to face crises and even bankruptcy.

The peak period of clothing production in Japan was 1990, when the clothing rate was 50.5%, and about 1 million people worked in factories.

Since then, the number of garment factory workers has dropped to 400 thousand people in 2005.

The rise of fast fashion is one of the reasons for the rapid decline of the Japanese apparel industry.

Consumers began to lean towards low price goods, and sales of high quality and high priced goods declined.

In 1991, sales in Japanese department stores reached a peak of 9.713 trillion yen, and in 2016, the figure had dropped to 5 trillion and 978 billion yen.

A survey by the Japanese department stores shows that fast fashion is the main reason for this phenomenon.

In addition, between the factories and consumers, there are layers of middlemen, which eventually lead to subcontracting factories to gain profits.

Generally speaking, the factory's income is about 20% of the price of the product.

Higher priced goods can guarantee a certain degree of factory interest, but the emergence of price war has quickly eroded the interests of factories.

In 1990, Japan began to enter deflation, and factories began to cut costs. "Overseas trainees" (Japan's system of receiving foreign workers in order to protect the labor force of enterprises) gradually became the backbone of supporting Japan's manufacturing.

According to the 2010 study, about 1.2 million trainees are engaged in the production of clothing and fiber products.

The background of this situation is that the sewing industry with low wages can hardly gather talents from Japan, and can only rely on trainees.

But this situation leads to a kind of death cycle: the trainees who are not easy to get started to leave after the three years of study career, and the factory can only recruit and train new people, and go far away from the ideal of "pferring technology to future generations".

Most of the trainees who went to Japan were Chinese, because the number of domestic wages increased gradually in recent years.

At present, most of the trainees come from Vietnam, Burma and other countries.

But when the level of wages in these countries is rising, there will be another shortage of labor in Japan.

The fundamental way to solve the problem is to ensure the interests of the factory, raise the wages of the workers, and invite local residents who can work for a long time.

Due to the aging of population and the lack of children, how to make good use of the overseas labor force in Japan has become a great opportunity for the garment industry.

Up to now, there are about 2 million 700 thousand foreigners in Japan, of whom more than 220 are from Asia.

In addition, Japan's "luxury brand fever" has become a thing of the past.

Da Shigehiko, former director of LVMH group, said: "LV is a great brand, but now is not the age of LV.

This may be an opportunity for Japanese fashion revival.

Yamada Toshio, the founder of Japan's first Japanese Internet brand Factelier, said that revitalizing the Japanese clothing industry needs three elements: focus on the market, have autonomy, and invest in low efficiency manual production.

Focus on the market

Although the brand of Japanese made products is highly praised, the design needs to be improved.

Under the premise of guaranteeing technology, the commodities provided by the brand must meet the needs of consumers.

"Factories in Italy and France will arrange production after considering factors such as market and fashion trends."

Autonomy

Japanese factories mostly use subcontracting production mode, so they are all produced according to the style and quality requirements put forward by the partners.

If you want to be independent, you must break away from this pattern, cultivate your own sewing and proofing techniques, and really have the ability to control the products.

Manual production with low investment

In China, Vietnam, Burma and other countries, enterprises with large capital have introduced the most advanced machines to produce a large number of garments efficiently.

But Japan, which has high labor costs, should seek to differentiate itself from old fashioned power looms and time-consuming dyed fabrics.

Like the traditional factories of gang Shan, it produces tannin cloth for Chanel, Louis Vuitton and other luxury brands.

"Other factories should also invest in inefficient manual production to increase the added value of the product itself."

For more information, please pay attention to the world clothing shoe and hat net information report.