海外での日本の大衆向けビジネスに見る「ほんものであること」

「ラグジュアリーの羅針盤」Vol. 25 公開されました。

「マイルドヤンキービジネス」とNewsPicksが呼んだ日本の大衆ビジネスの大ヒット。作り手が「他人の目を意識して演じる」ことではなく、「ありのままの姿を見せる」ことを選んでいる点が、大きな共感を呼んでいる。

「本物であること」とは、自分自身に対して正直であること。他者の期待に応えるために変えるのではなく、自分の信念や文化をしっかりと軸に据えて、誠実に表現し続けること。その先に希望があるのだろう。

I find myself grappling with complex emotions as I revisit content I wrote for this series two years ago—specifically, in Vol. 3, titled “Before the Luxury Liner Runs Aground.”

In that article, I likened the current state of the luxury business to the Titanic, poised before an iceberg. Unfortunately, that prediction seems to have come true. According to Bloomberg, more than 38 trillion yen in market capitalization has evaporated from European luxury brands since March 2024. While Hermès and Prada have shown resilience, LVMH has reported a significant decline in sales, and Kering, which owns Gucci, has faced even steeper double-digit losses.

The contraction in demand can be attributed to the shrinking Chinese market, upon which the industry had become overly reliant. Adding to this is the phenomenon being termed “luxury fatigue.” As noted by an executive from Chanel in an interview with the Swiss daily Le Temps, “A sense is spreading among consumers that they are beginning to question the very purpose of this industry.”

The overwhelming flood of information surrounding luxury products today seems to strip away their allure of rarity and exclusivity. Many might find themselves fatigued by the relentless marketing excesses involving celebrities. It’s a sentiment that likely resonates with a growing number of people.

Another point that strikes me is a phrase I wrote myself:

“While we speak of luxury as a single concept, the path to pursue is not that of the European luxury industry. Rather, we should re-evaluate the essence of true richness, rooted in the unique philosophies and inherent characteristics of our own land. Or has this now taken root in the form of ubiquitous discount retailers?”

“Ubiquitous discount retailers,” of all things. And yet, that’s precisely what has happened. Japanese businesses offering low-cost, high-experience value—such as Kura Sushi, the amusement chain Round1, and the secondhand clothing store Second Street—are achieving remarkable success in the United States.

Unlike brands that chase status and prestige or proclaim lofty missions such as “making the world a better place” or “promoting Japanese beauty to the world,” these businesses target a customer base that seeks simple, accessible pleasures. Without significantly adapting to local customs, they are embraced abroad exactly as they are, following the Japanese way. The impact of inbound tourism appears to play a significant role in this phenomenon.

This approach—eschewing high-concept branding and embracing a relaxed, unembellished authenticity—ironically aligns with the principle most prized by luxury: authenticity.

Being “authentic,” rooted in the unique culture of a particular place, emerges as a powerful magnet in an era that celebrates cultural diversity. This authenticity, whether in the realm of luxury or mainstream business, captivates people and serves as a bridge connecting like-minded individuals across the globe. This realization feels like a glimpse into a new wave of globalization.

Now that we can observe this trend with clarity, I hope it heralds the rise of Japanese luxury with its unique allure, ready to be confidently shared with the world, distinct from its European counterparts.