Yutori's Quest for a 'Youth Empire': Unveiling the Essence of a Brand Designed to Inspire Fervor | An Interview with Takanori Kataishi

──Starting from 'Vintage Girls' on social media, your brand development has rapidly expanded. How do you think this differs fundamentally from traditional apparel company branding methods?

Takanori Kataishi (hereafter, Kataishi): It all started with the Instagram account 'Vintage Girls' that we launched in 2018. While working as a company employee, I began this media operation as an extension of my personal activities, and within just one month, we reached 50,000 followers.

Witnessing the diffusion power and real-time nature of social media, I realized that an approach completely different from traditional advertising and magazine-based brand launches was possible.

At that time, with just 100,000 yen in capital, I incorporated the business with a university friend, starting as a limited liability company. Later, to accelerate our growth, we raised funds and transitioned into a corporation.

In other words, our business approach was the opposite of traditional apparel companies, which start with large initial investments. We started with nearly zero resources, acquired passionate fans through social media, and then solidified our business foundation.

While existing companies move based on large investments in stores, inventory, and advertising, we first checked the market reaction through social media and then converted that enthusiasm into business. Even with minimal initial investment, if you can create a story that resonates on social media, significant growth is achievable.

This method of starting small and growing big is, I believe, the critical difference from traditional apparel companies.

Currently, we are no longer operating as a media entity but focusing on our brand business. However, the essence of brand building is still influenced by the era of social media.

At Yutori Corporation, we have many young, sensitive members who autonomously catch the zeitgeist and naturally incorporate it into our products and promotions.

Social media algorithms are constantly changing, and what worked yesterday may not work today. Therefore, rather than sticking to a top-down strategy, respecting the instincts of young people who are in tune with cultural trends daily allows us to remain flexible to changes.

Leveraging their perspectives to instantly shape the current atmosphere is, I believe, the main reason we can maintain a competitive edge.

In other words, rather than being swayed by changes in algorithms and technology, focusing on the underlying 'public interest' and 'cultural signs' is a significant strength of our organization.

──What is important in building a brand?

Kataishi: Regarding brand interpretation, it's essential to 'decide not to decide' and 'determine what not to do.' Instead of simply following trends, we value a rebellious spirit and a bit of contrariness.

When these elements are intriguingly transformed into products, that's when a good brand is formed. The entry point might seem negative, but if the exit is positive, the greater the disparity, the stronger the brand will be.

Moreover, to maintain the freshness of the brand, it's crucial to continuously appoint new people with fresh ideas as producers.

Rather than me intervening from above saying 'this needs to change,' the basic stance is to respect the moments when team members feel 'not having fun' and support their decision-making.

This freedom ultimately leads to building an organization that fits the values of the younger generation.