Almost fashion apparels (over 90 %) sold in Japan are made in china. In early times of 21st century (2001-2010), Japanese fashion apparel Co. (manufacturing wholesale or manufacturing and retail) investigated to advance into China market. Business men of Japanese fashion apparels thought to be easy to advance there because of low level of Chinese fashion items. However, Japanese fashion apparel Co. which succeeded to advance there is only one (UNIQLO, First Retailing). Income of Chinese people in that time and purchasing power were very low. In contrast, tenant rent of Chinese shopping center was relatively high. Business consultant in that time pointed out that it was the reason to failed to advance into China market. However, we referred to the opinion of a business manager of Japanese OEM (Original Equipment Manufacturer) company who succeeded to advance into China. He said that appropriate time to succeed in China market was 2002 at the latest. 2005 was too late to succeed in Chine market. We thought that the main reason to failed to advance there was that Japanese fashion business Co. in that time couldn't make items which were sold enough in Chine market. As a consequence of it, Japanese companies couldn't pay the fixed cost to maintain their tenants. That is to say, fashion apparels designed by Japanese fashion designers hard to realize cash. We call the ability to realize cash of a fashion apparel as "product power" and the ability to realize that of a shop as "sales capabilities". Here, we explained the relation between product power and sales capabilities by using differential equations, commonly known as the "Lanchester model". By using her model, we guessed the relationship between product power and payment of fixed cost. The reason to fail to advance into China market is inferred to inability of Japanese fashion designer.

The change from MAO SUITS (people's clothing of China) to MENSWEAR (SUITS)The fashion clothing market in China grew enormously around 1980, during the regimes of Hu Yaobang (the party's chairman in 1981, who lost in 1987) and Zhao Zhiyang (general secretary in 1987, who lost in June 1989).As shown in Figure 1,the top leaders of the Chinese Communist Party shed their inhibitions and demonstrated the freedom of physical expression to 1.3 billion Chinese people [4].This was a turning point for citizens toward a kansei (affectivity) action. With the end of the "Cultural Revolution," the Red Guard no longer arrested people as counter-revolutionary elements even if they were not

The present study examines the necessary factors for a Japanese firm to enter the Chinese market. From 1995-2005, the Chinese apparel market greatly attracted Japanese fashion apparel firms. However, as of 2020, there are few examples of outstanding success in the Chinese market. We used text mining to compare the views of successful business owner and consultants (commentaries) in the Chinese market. We also performed "Quantitative Content Analysis" using the free analysis software "KH Coder". Entering the rapidly changing Chinese market is a risky and high-return business. The stylism supply, sales and financial results of products that can withstand this, especially the success of the business in the Japanese market, are prerequisites. Firms that meet this premise were rare in 2000. This is because there were few firms that satisfied the "Administrative kansei (affectivity)" was required to enter the market.