Tadashi Yanai Famous Quotes
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It is clothes. It is parts. Therefore, you combine the parts differently to create your own unique expression.
Our international success started out first because we became the No. 1 casual wear brand in our home market of Japan. Then, we set up stores in the world's major fashion centers of New York, Paris and London.
You have to be a crazy guy and a little eccentric to be very successful.
Americans believe cotton is best, but we've invented new fabrics that will change your lifestyle.
Japan's biggest problems are conservatism and cowardice.
I tell people that we must have the courage to share what we feel, but no one follows me.
The air of the English is down-to-earth. They care about details; there's a tradition, but there's also a counter-culture: the younger generation versus the older generation and so on. But then that's well blended into a happy balance and crystallised into common sense.
Wal-Mart is an amazing success story. What I particularly admire very much about the late Sam Walton was his policy of valuing his employees. Giving value to employees is very rare in the retail industry. I also admire the strategies Walton used to build up his discount store concept.
I might look successful but I've made many mistakes. People take their failures too seriously. You have to be positive and believe you will find success next time.
I learned that people don't buy anything from unknown stores.
In general, the apparel industry isn't about continual process improvement or making the perfect piece of denim; it's about chasing trends.
Forty-five years ago, when I was 18, I came to San Francisco by boat and took two weeks to get here. I had a great impression. I think San Francisco is the welcoming gate for people from Asia.
Our underwear used to just be cotton, but we wanted to see if we could create something out of synthetics.
America, for me, is the country where, if you have something great to offer, you'll be valued highly.
Japanese businesspeople and companies are lacking in individuality.
Opening new stores outside of Japan is important, but training our employees is even more important.
Too often, we have tended to fall into a trap of creating plain hamburgers.
Japan has only 100m people. Asia has 4bn. At least one-third, maybe nearly half, will become middle class, and this is a big opportunity for Japanese businessmen.
The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.
