Yoshikawa Shunta Goes to, Kumamoto City "Factorie"

【Q1】

How did Factelier's new business model come to fruition? What were the underlying concepts and methods?

Factelier aims to create a value axis where "clothes are chosen based on the maker's passion." It's a third value axis, distinct from "fashionability" or "affordability." Think of it like buying vegetables after seeing the farmer's face.

Therefore, we set the goal of "becoming the world's foremost communicator of craftsmanship." We carefully selected outstanding Japanese factories that also produce goods for global luxury brands. We created original brands for each factory, clearly stating the factory name on the clothing tags. We then aimed to build a system enabling direct sales from the factory to the consumer.
To achieve this, we had to overcome two taboos: "eliminating middlemen like trading companies and manufacturers" and "making factory information transparent" so consumers could know the producers.

This caused ripples throughout the apparel industry, but my mindset was "as long as customers are satisfied and support us, it's fine," so I forged ahead. Furthermore, pressure was put on the factories that cooperated with us. Ultimately, we created a solution by adding the text "Factelier by" to the product tags, making it clear that they were merely fulfilling orders placed through us.
Through struggle and ingenuity, we now build brands with 55 factories nationwide. While still a work in progress, we've achieved a model that delights both producers and consumers. Even industry peers who initially opposed us are now reaching out, saying, "Let's collaborate on something."

While we handle apparel products, our true nature is that of a company building a platform to deliver craftsmanship. (Yoshikawa)

 

 

【Q2】

Factorie seems to have built a strong community with its customers. Is there anything you consciously focus on?

Factorie refers to our customers as "revolutionary comrades." We want to increase the number of customers who participate because they resonate with our values, rather than just buying because the products are good. To achieve this, we prioritize three things.

First is "having a sense of mission." If we don't work with the mindset that "this must be accomplished for the greater good," we cannot engage our customers.

Second is "making customers think 'I want to buy from you.'" Just look at shopping districts—stores that build this kind of relationship with customers never go out of business. That's why Factorie employees, from accountants to engineers, write blogs and stand on the shop floor selling clothes. You can't build 1:n relationships online unless you first earn that 1:1 "I want to buy from you" feeling. Conversely, we never push sales based on motives like "next-day delivery" or "accumulating points."

Third is "creating spaces." Factorie regularly invites customers on tours to factories nationwide and hosts events at stores where factory workers share their stories. Creating these unique, irreplaceable "spaces" that can't be experienced elsewhere is what we feel strengthens the community.

This is crucial because more consumers today are willing to pay for "empathy." Building a strong community requires hard work. (Yoshikawa)

【Q3】

In an era where "to C" will become increasingly important, what do you think are the key points for moving people's hearts?

What I keep engraved in my heart is this: "If you're not passionate, people won't move." In other words, only when you're truly passionate can those around you become passionate too.

Right now, many people like Shinji Kagawa, Mao Asada, and Kundo Koyama are supporting Factorie's activities. Actually, all these connections stem from letters I sent out right after starting the company. I was the only employee, working out of an apartment room with my phone service cut off... It was a situation where I felt like giving up. But I had something I wanted to achieve, so I rallied myself with the thought, "I can't control the outcome, but I can control my actions." I decided to write one letter every day to someone I wanted to meet. I sent letters to 1,000 people and was able to build relationships with many different individuals. If you're passionate enough, even without money, you can get someone to take action for just the 82 yen cost of a stamp. To this day, I personally write letters to every single person who purchases our products.

Another thing I've come to feel is that in the times ahead, "joy matters more than righteousness." Because of the earthquake in Kumamoto, I'm often involved in charity work. But rather than just explaining why donations are needed, inviting soccer player Hirotsugu Kiyotake to play soccer with the kids draws more people, and ultimately, they donate too. In business too, I believe we shouldn't just preach lofty ideals; we must also focus on conveying them in a fun way.

Get passionate yourself. Then convey that passion in a fun way. That's how I hope we can build the world Factorie aims for: "buying clothes with the maker's passion."

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Factelier's Japan's Longest Poster

From October to November this year, as part of Factorie's charity project, the "Longest Poster in Japan," measuring 67 meters in length, appeared at JR Kumamoto Station. It featured a total of 100 images: 94 photos of children from the Kumamoto earthquake disaster area smiling while holding Kumamon T-shirts they had freely colored, plus 6 photos of Kumamon himself.

Finally... (by Yoshikawa)

Lately, I've felt there's been an excess of aggressive marketing and over-reliance on data. I wondered if Factorie might hold clues for authentic planning in today's world, so I went to meet President Yamada. Indeed, I found tremendous insight. What I learned most from him is that to truly move people, "sensitivity" and "intuition" are crucial. It's not the "greatest common denominator" created by marketing, but the "passion born from a person's experiences and emotions" that truly enters people's hearts and moves them. I want to keep this in mind in my own daily work too.