著者

飯田 健雄

出版者

多摩大学

雑誌

経営・情報研究 : 多摩大学研究紀要 (ISSN:13429507)

巻号頁・発行日

vol.10, pp.29-52, 2006

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This paper centers on the strategic management of Fast Retailing which not only disrupted but innovated the Japanese apparel industry in the 1990s. The Uniqlo brand is very familiar to Japanese consumers. The company was modestly established in a prefecture west of Japan twenty years ago, but has grown to be the most dominant category killer in the Japanese apparel industry. Fast Retailing sold almost 8 million fleece jackets in 1998 only. Presently, however, the company suffers an innovator's dilemma because it has failed to achieve the sales target after the success of its blockbuster, fleece. Sales are stable now, but growth is slowing. It appears that SPA is no longer a panacea to maintain success. Nonetheless, the dynamic organizational pattern is always global-oriented. Fast Retailing has begun to embark on an aggressive worldwide M&A to increase its total amount of sales. The ultimate game plan is to catch up with GAP and possibly to outgrow the gigantic apparel company.