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• Teaching Note | HBS Case Collection | February 2020

  Essential Explorations at MUJI

  Tomomichi Amano and Das Narayandas

  Launched as a private brand in 1980 to counter the increasingly brand-conscious consumer in Japan, MUJI offered beautifully designed, fairly priced, no-frills quality goods. The once modest private label brand with 40 products had expanded significantly by 2019 to more than 7,000 products with more than half its 975 stores outside its home market in Japan. It had even expanded into the service industry, opening hotels. President Matsuzaki of Ryohin Keikaku, MUJI’s operating company, was charged with reorganizing the product portfolio and prioritizing new initiatives, tasks complicated by the absence of a clear definition of “MUJI-ness,” the meaning of which had always been intentionally left open.

  Keywords: product portfolio management; Brands and Branding; Product; Management; Change Management; Mission and Purpose; Retail Industry; Japan;

  Citation:

  Amano, Tomomichi, and Das Narayandas. "Essential Explorations at MUJI." Harvard Business School Teaching Note 520-050, February 2020.  View Details

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• Case | HBS Case Collection | January 2020 (Revised February 2020)

  Direct to Consumer Brands

  Sunil Gupta

  Citation:

  Gupta, Sunil. "Direct to Consumer Brands." Harvard Business School Case 520-060, January 2020. (Revised February 2020.)  View Details

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• Case | HBS Case Collection | August 2019 (Revised January 2020)

  Essential Explorations at MUJI

  Tomomichi Amano, Das Narayandas, Naoko Jinjo and Akiko Kanno

  Launched as a private brand in 1980 to counter the increasingly brand-conscious consumer in Japan, MUJI offered beautifully designed, fairly priced, no-frills quality goods. The once modest private label brand with 40 products had expanded significantly by 2019 to more than 7,000 products with more than half its 975 stores outside its home market in Japan. It had even expanded into the service industry, opening hotels. President Matsuzaki of Ryohin Keikaku, MUJI’s operating company, was charged with reorganizing the product portfolio and prioritizing new initiatives, tasks complicated by the absence of a clear definition of “MUJI-ness,” the meaning of which had always been intentionally left open.

  Keywords: product portfolio management; Brands and Branding; Product; Management; Change Management; Mission and Purpose; Retail Industry; Japan;

  Citation:

  Amano, Tomomichi, Das Narayandas, Naoko Jinjo, and Akiko Kanno. "Essential Explorations at MUJI." Harvard Business School Case 520-024, August 2019. (Revised January 2020.)  View Details

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