Evolution and Expansion of Brand Experience in Each Area
Sasaki:We have been calculating the “BrandZ” index, which quantifies the brand value of major companies worldwide, and have been publishing rankings on an annual basis for the past 20 years. In the 2025 apparel sector, ASICS ranked 8th. From an operating deficit in the fiscal year 2020, ASICS has rapidly recovered its performance, achieving over 100 billion yen in operating profit in the fiscal year 2024. What are the factors behind the success of these reforms?
Tominaga:ASICS celebrated its 75th anniversary last year. Although it has grown over its long history, its growth slowed down around 2015 due to intensified competition, delays in digital adaptation, and overconfidence in the belief that “good products will sell.” Therefore, since 2018, under the leadership of the current Chairman and CEO Yasuto Hirota, we have embarked on three major transformations.
Sasaki:Please tell us specifically.
Tominaga:The first is the reorganization from the traditional function-based organization to category-based management structure with five categories: performance running footwear, core performance sport footwear such as tennis and other sports, apparel and equipment, SportStyle, and Onitsuka Tiger. Each category has integrated development and sales to formulate global strategies, and the headquarters has taken the lead in channel reforms and marketing. The second is strengthening collaboration with top athletes. A representative example is the “C-PROJECT. It is named after the word “Chojo,” which means “peak,” inspired by the words of our founder, Kihachiro Onitsuka: “First, aim for Chojo.” We pursued optimal design in collaboration with runners active worldwide, resulting in the “METASPEED” series of running shoes for top athletes. Currently, C-PROJECT has contracts with about 100 athletes worldwide. The third is the full-scale entry into the lifestyle domain. The SportStyle category has been developed as a category that proposes our sports technology to lifestyle through collaborations with new designers and strengthening partnerships with sales partners.
Sasaki:The lifestyle division is also growing significantly.
Tominaga:Yes. Previously, the appeal was “running shoe technology for everyday wear,” but we have implemented various measures such as collaborating with various designers and holding events in line with Paris Fashion Week. In this way, we have steadily evolved each category and expanded the brand experience.
Sasaki:From a marketing perspective, ASICS excels in customer engagement. They design not only products but also “experiences,” such as “Desk Break” campaign on World Mental Health Day, interactions between athletes and fans at the Olympics, Paralympics and marathons, and the “OneASICS” loyalty membership program and app-linked events. Furthermore, their consistent storytelling in digital and social media is strong. The messages of “Don’t end with defeat,” “Far more than this,” ““Never stop moving forward,” and “Run past your potential” have become “stories” that resonate with both employees and consumers.
Creating New Value with Both Products and Experiences
Sasaki:Which overseas markets are growing?
Tominaga:Southeast Asia, including Indonesia and Malaysia, and India. The maturity of sports culture such as marathons and tennis, and morning activities in these regions, combined with SNS dissemination, have made ASICS accepted as a symbol of a “healthy and cool lifestyle.” In Australia, recommendations by foot doctors have become widespread, and the brand is recognized as “good for the feet.” Currently, the overseas sales ratio is about 80%.
Sasaki:It seems that each product category and strategy for each country and region are optimized. As evidence, profitability has also improved significantly.
Tominaga:We have simultaneously promoted the reorganization of unprofitable areas, a shift to high-end products, and the strengthening of direct sales and our own e-commerce. The e-commerce ratio has risen to about 20%, and the direct sales ratio of Onitsuka Tiger is about 85%. By moving away from the premises of discounts and transforming into a structure where the brand is chosen for its value, we have able to achieved an operating profit margin of about 15%.
Sasaki:Meaningful differentiation is important for a brand. ASICS has succeeded in incorporating the uniqueness of its research into its products and storytelling the functionality. In the AI era, brands that are trusted will become stronger as recommendations and summaries become more important than searches. This creates a virtuous cycle where products sell without discounts. I think ASICS meets these requirements.
Tominaga:Thank you. While the performance domain will not deviate significantly, it is important to keep the lifestyle domain fresh without complacency, as trends change quickly.
Sasaki: I believe that continuous innovation is crucial for success. It is necessary to continue creating new value with both products and experiences. Many Japanese companies were bound by the success experience of the bubble era, believing that “good products will sell,” and did not have the idea of going overseas to enhance brand value. Now, there is a tailwind for re-evaluating Japan. However, it is important to translate Japan’s soft power into brand value. To be recognized globally like ASICS, it is essential to tune to each country’s market. Our company has a vast dataset of consumers and supports companies aiming for the global market.
Tominaga:Our group also polishes the experience value, such as supporting the Mt. Fuji Marathon. I feel that the combination of “experiences unique to Japan × ASICS’ functional value” resonates with fans worldwide. We want to continue to be a brand that is chosen for performance and loved in daily life, competing head-on with the world’s top brands. We will continue to refine our brand, which is based on Sound Mind, Sound Body philosophy.
Sasaki:We look forward to further evolution so that ASICS will continue to be chosen worldwide.