*Originally published in Japanese in Forbes JAPAN on August 9th, 2025.
English translation by the author.
In October 2024, Japanese children’s clothing brand MIKI HOUSE opened a boutique inside New York’s legendary Plaza Hotel. At the same time, it upgraded its long-running pop-up at Tangram—a luxury shopping mall in Queens—into a permanent store, relaunching in March 2025.
In the previous column, I examined three core elements of MIKI HOUSE’s U.S. strategy: leveraging the brand power of place through its Plaza Hotel location, making data-driven decisions based on clear “win-or-loss lines”, and elevating children’s apparel from everyday wear to meaningful goods by embedding educational and nurturing value.
In this column, I focus on how MIKI HOUSE operates on the ground in the digital era—and the lessons its strategy offers Japanese companies aiming to compete globally.
Putting Omnichannel Strategy into Practice in the Digital Age
In New York, MIKI HOUSE is quietly redefining the role of brick-and-mortar retail in an age dominated by e-commerce. The store is not simply a point of sale—it is a curated gateway into the brand experience.
“Our approach is all about pursuing customer convenience,” says Yoshikatsu Takeda, President of MIKI HOUSE Americas, Inc. and newly appointed Director at MIKI SHIKO Co., Ltd. “Whether it’s in our systems or our service, we’re expanding our omnichannel strategy with the customer at the center.”
One tangible outcome: every visitor—whether they buy or not—leaves with a brochure. Many later return to the store or shop online.
The company holds a clear belief: the product itself—crafted to exceptional standards—is our most powerful marketing tool. That’s why in-store events are frequent, and services like foot measurements and fittings are always complimentary, regardless of purchase.
Experiences in a high-profile, talked-about location like the Plaza Hotel linger in memory, becoming the foundation for lasting customer relationships. Retailers know this as showrooming: discovering a product in person, then purchasing it later through the channel of choice—often online.
“In line with our omnichannel strategy, we want to strengthen the flow between Real-to-Online and Online-to-Real,” Takeda says. Having operated entirely online during the pandemic, MIKI HOUSE Americas understands these consumer patterns deeply and designs strategies that build long-term loyalty, not just single sales.
Redefining “Japanese-ness”: Fusion, Not Imposition
One of the most distinctive aspects of MIKI HOUSE’s overseas expansion is its fresh approach to expressing Japanese-ness.
“Our priority is not to impose Japanese culture,” says Takeda. “It’s to convey the appeal of exceptional craftsmanship and an uncompromising commitment to quality.”
At the heart of the brand’s identity is a singular mission: delivering the quality essential for a child’s healthy growth. Being a Japanese brand—and made in Japan—is framed as a guarantee of that quality, not the lead storyline.
This is a deliberate break from the traditional “Japan-first” cultural export model, and it is applied consistently on the ground.
“In both our Plaza and Tangram stores, many of our customers are already familiar with Japanese products and services,” Takeda says. “We aim to exceed those expectations.”
That commitment is evident in the details: sofas designed for expectant mothers, a glass of water offered upon arrival, complimentary gift wrapping, same-day delivery to hotels or residences, and direct shipment from Japan for items not in U.S. stock.
These touches—rooted in the spirit of omotenashi—are steadily building a core of loyal fans. Those fans, in turn, share their experiences through word-of-mouth and social media, creating a virtuous cycle that draws in new customers.
Takeda frames the process as blending values: “In a narrow sense, local values mean local needs in children’s apparel. We begin by sincerely listening to those voices, then weave our Japanese-ness into the offering.”
It’s an approach that replaces cultural explanation with cultural integration—one that could serve as a model for the next generation of Japanese brands competing on the global stage.
The Value-Creation Rulebook for the Global Market
The most important insight from MIKI HOUSE’s story is the powerful interplay between a product’s intrinsic value and the context in which it is offered. Even the finest product will fail to resonate without the right context, while a carefully designed context can elevate value dramatically.
In Japanese overseas ventures, a persistent belief remains that “a strong product will sell itself.” The phrase “Japanese monozukuri”—craftsmanship—is often cited as proof, but too often it serves as an empty slogan, unsupported by concrete examples of technical superiority or unique value. Many companies rely on “Made in Japan” as a substitute for explanation, leaning on a familiar label rather than articulating what truly sets them apart.
In reality, this reveals a deeper problem: borrowing widely circulated language because they cannot—or will not—explain their own advantage. In some ways, these companies become victims of the very trend they perpetuate.
In the global market, the decisive questions are less about what you sell and more about who you are, what you have (and do), where and how you sell it, and to whom. In New York, MIKI HOUSE’s approach is a textbook case in applying this principle.
Three Capabilities Japanese Companies Must Master
1. Data-Driven Decision-Making
Replace emotional judgment with clear, numerical benchmarks—win-or-loss lines—and base expansion decisions on e-commerce data analysis. As Takeda explains, the company tests market potential through pop-ups before committing to full-scale rollout.
2. Context Design
Reframe products by placing them in “talked-about” locations like the Plaza Hotel and offering special experiences that redefine meaning. Guided by the belief that “the product itself is the best marketing tool”, MIKI HOUSE builds customer relationships that begin in-store.
3. Value Translation
Integrate Japanese values into local needs without diluting their essence. Takeda’s principle is clear: listen sincerely to customer voices, then blend Japanese-ness into the offering in a way that feels authentic to the market.
MIKI HOUSE’s success also signals a shift in how Japanese brands can present Japanese-ness overseas. Instead of focusing energy on explaining culture, the company seamlessly integrates its values into the local context—achieving deeper, more effective brand resonance.
For Japanese companies, this mindset offers a critical blueprint for maintaining and strengthening competitiveness worldwide. Beyond product development and technical skill, it is the mastery of data-driven decision-making, context design, and value translation that will define the next era of global competition.
In that sense, MIKI HOUSE’s New York strategy should be seen as more than a retail success—it is a template for building a brand worth talking about, and for recognizing the true levers of value in the global marketplace.