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The encyclopedia · Strategy & Leadership · Strategic decision · 2015–2022

Sanyo Shokai rented Burberry for 45 years — then lost the license and a decade

Burberry ended its 45-year licensing deal with Sanyo Shokai in 2015 and went direct. Sanyo posted its biggest-ever loss and six straight years in the red.

Sanyo Shokai · Burberry · 2015-06

What happened

For 45 years, Sanyo Shokai was Burberry in Japan: the Osaka-founded coat maker held the license that made the British brand a staple of Japanese business dress, and the licensed business was a major source of its revenue. In May 2014, Burberry announced it would let the licensing contract expire in June 2015 and take control of its own operations in Japan.

Sanyo Shokai scrambled to replace what it had lost, launching its own brands — Mackintosh London and Crestbridge — and opening new shops, mainly in urban business areas. But the new labels had less than half the brand familiarity of what they replaced. For the fiscal year ended December 2016, the company announced losses of ¥11.3 billion — the largest in its history.

The losses ran to six consecutive fiscal years. As late as the year ending February 2022, Sanyo was still revising forecasts downward — to sales of ¥38.6 billion, an operating loss of ¥1 billion and an ordinary loss of ¥700 million. Only against the ¥8.9 billion operating loss of 2009 did the numbers look like recovery. The company had survived; the business it was known for had not.

Why it happened

  • A 45-year license is not an asset you own — Burberry could, and did, take the brand in-house when direct retail became more profitable.
  • The replacement brands had less than half the familiarity of Burberry; distribution without a brand is just rent.
  • Revenue from the licensed business had crowded out investment in Sanyo's own labels for decades.
  • Six consecutive loss years show how slowly a dependence like this unwinds — the cost is a decade, not a quarter.
What it cost¥11.3B record loss; six loss yearscatastrophic

The lesson

A licensed brand is a landlord's asset, not yours. Sanyo spent 45 years building Burberry's Japan business and kept nothing when the contract ended — build what you own, or price the day it leaves.

Aftermath

Sanyo Shokai continues as a smaller maker of its own brands, and Crestbridge has slowly built a following of its own. The case is taught in Japanese fashion business as the definitive warning against licensed-brand dependence — the same trap that has caught other Japanese licensees as global brands have taken their names in-house.

Sources

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