日本樂天之電商經營模式與策略布局分析

Abstract

樂天集團係由三木谷浩史(Mikitani Hiroshi)於1997年所創立，不同於多數電商平台是先有線下實體通路再有線上虛擬通路，樂天創立初期立刻進入虛擬通路，開發網路商城，並以在當時還很新穎的B2B2C商業模式大量招募賣家在其電商平台上架設店鋪。隨著時間的推移，網路、手機與電腦在日本日漸普及化，電子商務成為日本一個新興的產業，而樂天也順勢成為日本第一大的電商平台。 到了2004年，樂天收購DJIDirect，成立樂天證券，正式跨足金融領域，然而其真正在金融業深耕則要等到2010年收購日本第一家純網銀eBanker而成立樂天銀行，讓所有的金融服務都能在網路上被執行，也提高了其電商事業的收付效率。此外，在2018年4月，樂天正式進入移動通訊產業，一個以品牌、會員、數據三個構面為核心，電子商務、金融、通訊三大事業體領軍的樂天生態圈悄然成形。在此生態圈內滿足了消費者幾乎所有層面的消費需求，其樂天超級點數以及會員ID也可以在這個龐大的生態圈中共用，讓樂天與消費者們形成一個不可分割的生命共同體。 本個案研究以質性研究手法，透過次級資料的蒐集與歸納，了解樂天電商平台的經營模式與其策略布局，並針對其階段性發展，探討各階段個客戶價值主張、關鍵資源、能力等要素來分析其經營思維與策略布局，最後針對未來的趨勢，給予本研究之建議。

Rakuten Group is established by Mikitani Hiroshi(三木谷浩史) in 1997. Unlike most E-commerce company which started off with off-line channel before moving into on-line channel, Rakuten went straight into online channel by massively developing online shopping malls, and it also take advantage of the novel B2B2C business model at that time and recruited many merchants to build online shops on the Rakuten Ichiba platform. As time passed, Internet, cell phones and computers are becoming more popular throughout Japan, leading E-commerce to become a new industry, and Rakuten become the greatest E-commerce platform in Japan. In 2004, Rakuten acquired DJIDirect and founded Rakuten securities, which helped Rakuten cross its business to the financial Industry. Yet the real boom in Rakuten’s financial industry was in 2010 when Rakuten acquired eBanker, the very first online bank in Japan, which allowed all of Rakuten’s financial services to operate on the Internet and accelerated the payment process on its E-commerce market. Furthermore, in April 2018, Rakuten officially entered the Mobile market, an ecosystem with brand, membership, data at its core, and E-commerce, finance, Mobile industry as its three facets began to form. This ecosystem satisfies almost every aspect of consumer needs, and its SuperPoint along with customer ID are also usable in the entire ecosystem, creating a mutualistic relationship between Rakuten and its customers. This case study tries to picture the operation process of Rakuten’s e-commerce platform and analyze the strategic layout of Rakuten as a whole by taking advantage of qualitative method as well as the collection and induction of secondary data. Next, this case study tries to figure out Rakuten’s key resources, key ability and customer value proposition on different stages to analyze the management and strategic layout. Last but not least, this case study will target the future trend, and give some constructive opinions and suggestions to Rakuten.