Ginza Eikokuya Wins 'No. 1 Overall' in 2026 Bespoke Suit Shop Ranking

On June 10, 2026, Ginza Eikokuya (CEO: Hideki Kobayashi), the operator of the long-established bespoke suit brand 'Ginza Eikokuya,' announced that it had achieved the 'No. 1 Overall' ranking in the bespoke suit shop category in the '2026 GMO Customer Satisfaction Ranking' conducted by GMO Research & AI.

Three Management Structures Supporting No. 1 Customer Satisfaction Building a System that Focuses on Sincere Customer Service through 'Evaluation of Trial and Error' Based on the belief that a rewarding work environment leads to the best customer service, Ginza Eikokuya has established a system that allows on-site staff to focus solely on providing sincere customer service without being pressured by short-term sales figures.

● Evaluation by 'Trial and Error' Instead of short-term results, the company evaluates the 'process' itself—whether staff consistently engaged in trial and error towards their goals and actively collaborated with others—using a 1-6 scale. This prevents the need for high-pressure sales tactics to meet short-term targets.

● A Culture that Affirms 'Streamlining Unnecessary Work' While the system warns against neglecting traditional duties, it explicitly encourages streamlining unnecessary work, viewing it as a positive practice. This promotes efficiency and physically creates time for staff to engage with customers.

Management Structure of '60% Reduction in Store Count x Revenue Maintenance' By significantly reducing the number of stores and lowering the break-even point, the company has broken away from pursuing short-term sales goals. This serves as the foundation for ensuring the HR system remains effective rather than just a formal concept.

● Reverse Numerical Performance From 11 stores in FY2019 (1.42 billion yen in sales) to 4 stores in FY2025 (1.46 billion yen in sales), the company has maintained and increased revenue despite reducing its store count by over 60%.

● 'Structural Optimization' through Debt-Free Management Typically, store closures in the apparel industry are emergency measures due to poor performance. However, Ginza Eikokuya's consolidation is a structural reform for the future, realized precisely because of its sound, debt-free financial status.

'Physical Investment in Human Capital' The remarkable talent retention rate—with a 0% turnover rate for employees with less than three years of service (as of April 2026) and an average tenure of over 23 years—and the successful transfer of skills are maintained not through rhetoric, but through structural and numerical investment.

● Establishment of '1on1 Dedicated Rooms' With the integration and relocation of three stores in the Tokyo area in June 2026, the company established '1on1 dedicated rooms' within the new store. These rooms leverage the surplus capacity created by consolidation to facilitate continuous dialogue and staff development, serving as a vital infrastructure for the organizational culture that values 'trial and error.'

● Fewer than 6 Subordinates per Supervisor Each supervisor is limited to overseeing no more than 6 employees. This system guarantees deep, personal communication with each member.

● Not Increasing Production Although the company is investing 600-700 million yen in a new factory for its manufacturing subsidiary, the goal is not to increase production but to eliminate legal risks and improve the educational environment. The decision to limit supply even when demand exists protects brand value, maintaining both quality and a supportive environment for staff.

About Ginza Eikokuya Founded in 1940, Ginza Eikokuya is a long-standing full-bespoke suit brand that has provided 'attire that commands trust' for over 80 years. In Japan, where the population is declining and the market is maturing, the company is garnering attention for its management model that evolves by adopting strategies diametrically opposed to traditional 'scale expansion.'

1. 'Shrink to Grow': A Paradoxical Management Model Ginza Eikokuya has evolved from 11 stores and 1.42 billion yen in sales in FY2019 to 4 stores and 1.46 billion yen in FY2025. This 'paradoxical growth'—increasing revenue while drastically reducing store count—has lowered fixed costs and break-even points, building a robust corporate structure that can invest in 'quality' and 'people' without being constrained by sales targets. On May 13, 2026, it consolidated three locations in the Ginza and Toranomon area into a new flagship store, the 'Tokyo Ginza Store.' This consolidation increases decision-making flexibility and focuses efforts on creating higher added value.

2. An Organization Realizing Growth and Fulfillment through 'Structure' The biggest feature of the company's management is designing the philosophy of 'cherishing people' not merely as rhetoric, but as a system (structure) that allows employees to feel 'growth' and 'fulfillment.'