Not satisfied with nine million customers per day, was Toshifumi Suzuki, Chairman and CEO of Seven-Eleven Japan Co. Ltd, are looking for ways to attract more customers and more sales to gain. Fascinated by the optimistic outlook for the growth of business-to-consumer (B2C) e-commerce in Japan, he contacted several prominent Japanese company to order the largest B2C e-commerce site in Japan start the possibility of cooperation explore. Suzuki knew that the successful launch and operation of a B2C e-… Read more »

Not satisfied with nine million customers per day, was Toshifumi Suzuki, Chairman and CEO of Seven-Eleven Japan Co. Ltd, are looking for ways to attract more customers and more sales to gain. Fascinated by the optimistic outlook for the growth of business-to-consumer (B2C) e-commerce in Japan, he contacted several prominent Japanese company to order the largest B2C e-commerce site in Japan start the possibility of cooperation explore. Suzuki knew that the successful launch and operation of a B2C e-commerce business in Japan, which is known for its civil hesitancy to buy on-line, could be a major coup for him. His challenge was, his would-be partner, that he had to convince a potentially successful and lucrative business model. Set in December 1999, this case is all about the aspiration of Suzuki to establish a business-to-consumer e-commerce venture with Japanese consumers targeted. Sets the obstacles he has planned and the methods to overcome these obstacles.
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from
Ali F. Farhoomand,
Deric Tan
Source: University of Hong Kong
18 pages.
Release Date: 1 January 2000. Prod #: HKU101-PDF-ENG
Seven-Eleven Japan foray into e-tailing HBR case solution