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The purpose of this paper is to clarify how to develop a global brand through examining the case of MUJI.

To build a global brand, a company is required to develop a repeatable business model that turns the source of differentiation into activity systems. So, from this hypothesis, the paper examines how the MUJI strategy worked and failed in the process of rapid growth.

MUJI succeeded in differentiation by proposing attractive value, developing products embodying its value and establishing its brand image through its stores. However, its rapid growth seriously damaged and diluted its brand image; and MUJI did not build a rational management system to respond to its expansion; consequently, MUJI’s business performance deteriorated. To revitalize its brand, MUJI reconstructed its product and store development and introduced a low-cost operating system through learning from another company.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The case study of MUJI suggests that building a global brand is required to integrate its value communication into product and store development and to develop a business model to sustain its business globally.

The purpose of this paper is to clarify how a follower company sets its survival strategy and creates its own business model to implement the strategy.

The paper examines the case of Shimamura from the viewpoint of its strategy, business model, business processes, managerial resources and value proposition.

Shimamura’s strategy is to avoid competition by creating a high entry barrier in its main market of local city areas. Shimamura dominates the market by opening its stores intensively in one area and eliminates its competitors to sell its products at a lower price. Shimamura continuously improves its low-cost operating system and develops comprehensive and evolutionary manuals to implement the strategy. Moreover, Shimamura adopts a flexible approach to changing its value proposition by combining its original value with new values.

The case study of Shimamura suggests that the survival of a follower company depends on building a strong business model that implements a clear and simple strategy.

The purpose of this paper is to clarify how a competitive company develops its own method to create innovation by utilizing imitation and learning.

The paper examines the case of Fast Retailing from the viewpoint of imitation strategy.

Fast Retailing constantly explores and imports business ideas, evolves its business model through trial and error and finally creates innovation.

The paper emphasizes the importance of imitation strategy that flexibly accepts and extends business ideas through learning, creates new values by evolving a business model and combines them with corporate identity and brand.

The case study of Fast Retailing suggests that the successful imitation is enabled by flexible corporate culture and redefining its corporate identity and brand through the process of evolving its business model.

This study aims to describe how the Nishimatsuya Chain Company, Ltd has established an innovative business model.

This study examines Nishimatsuya's business model for its value proposition, business processes, internal and external management resources, and profitability.

Establishing simple, clear customer value creates a unique business model.

This study determined that a business model begins with identifying what customers really want. The value proposition innovates a business model by rethinking business processes, management resources, and profitability.

The Nishimatsuya case study suggests that identifying the value proposition underlies establishing a creative business model.