Three years ago, a street-front store was set up in Tokyo’s high-end shopping district Minami-Aoyama, bringing the total number of direct retail stores to four. These include Dover Street Market’s Ginza and New York branches, and the Isetan Shinjuku flagship store. Amidst an expanding overseas trade, the company is also exploring its next steps.

Even with four direct retail stores, I often tell the staff that it is not just about placing orders for products that sell. Rather, it is important for a direct retail store to note whether or not products that should be offered are being ordered, even if they are expensive products that are difficult to sell. Since a direct retail store is where we give expression to the Sacai brand, we must accurately communicate the brand’s concepts.

We have also commenced business dealings with Bon Marche, Selfridges, Barneys New York, Saks, and, starting next year, Bergdorf Goodman. We need to take care of each and every one of these partners. We will be establishing street-front stores in Hong Kong and Beijing in the coming months: this has been three years in the planning with our long-term partner, Joyce. This is not a superficial plan, but a project taking place as an extension of established and continuing business ties with a steady partner.

We have succeeded in significantly increasing overseas sales by holding shows. When our shows are well-received, we are approached by the media, which in turn generates business. Although various stores will take in a brand while it is still fresh and popular, the brand will face competition from surrounding big designer brands thereafter.

Luxury brands keep up their businesses for several decades, and their target markets are really small. There are many areas that we are still lacking in at each stage of development; and as we continue to run our business, we gradually begin to see what we should do next.

The longer a brand stays in a market, the more its brand image matures.

It is far more important to strike a balance between a sense of security on the one hand, and going against expectations on the other. With regard to creation, I have no choice but to have faith and confidence to do it by myself for half a year. However, I would like my staff to feel glad that they are working for Sacai. Since I am hoisting the flag and taking the lead for half a year, I will focus on achieving what I wish to do.

My greatest concern is not about creation. Rather, I think about what kind of presence Sacai should take on going forward. I am creating products while considering the kind of brand Sacai will become.

text:Takuro Ogasawara
photo:Hiroyuki Kamo（Sacai@2015 Spring-summer）