The TASAKI had been one of the most famous jeweler in Japan but rarely known abroad, which had been a big competitor to MIKIMOTO in the pearl jewelry. TASAKI grew by keeping up with the export demand of Japanese pearl. Due to the increasing supply of cultured pearl from Chinese producers, TASAKI started discounting and went into the red in 2008. TASAKI had started corporate restructuring, supported by investment fund « MBK Partners ». TASAKI and the fund appointed new CEO who had worked at a series of brands including Gucci, Fendi and Dior. Under his leadership, TASAKI closed several pearl farming sites, liquidated subsidiaries abroad, and appointed a new creative director. The turnaround seemed successful until around 2015. However, the recovery was not only because of the transformation, but also because of the windfalls of explosive buying by Chinese tourists. TASAKI found little hope for significant growth in the Japanese market.
In 2017, TASAKI delisted through a management buyout by stating that this would increase the autonomy and independence of its business decisions. TASAKI had decided to enhance the presence in the Europe, attempting to position itself as an international fine-jewelry player.The case discusses the issues shaping the next wave of globalization such as corporate restructuring, the efficacy of MBO, and possible way of building luxury or premium brands from Asia that can compete with those in Europe.