this challenge,” stated Mr. Akito. As there are only about 20 home soccer matchesannually, this project is strategically designed to host various other events. This
includes unique attractions such as a zip line above the stadium, captivating
laser shows, and projection mapping inspired by the famous Bellagio fountains
in Las Vegas, offering enchanting views visible from hotel rooms to guests.
Moreover, with convenient access from Nagasaki Airport and the newly
inaugurated West Kyushu Shinkansen, enhancing its appeal as a hub for tourism
and shopping, the plan aims to further elevate the attractiveness of Nagasaki
as visitors to Nagasaki Stadium City also explore the city, contributing to therevitalization of the entire region.
As of November 2023, the project is over halfway complete, with less thana year until the grand opening on October 14, 2024. The opening of Nagasaki
Stadium City stands as a significant milestone in Japanet’s ambitious endeavors.
Mr. Akito reportedly realized during his inspection that the sports businessJapane t Holdings

A JOURNE Y OF E VOLUTION: FROM MAI L-ORDER PIONEER TO GLOBAL VENT URESJDRIVI NG SOCIAL I MPAC T

apan’s economic landscape boasts a
record current account surplus of JPY
12.71 trillion in the first half of FY23,
alongside a significant fifteenfold
increase in the travel surplus to JPY 1.65
trillion. Driven by substantial foreign
investment and a weakened yen, thissignifies Japan’s escalating globalization andrevival as a global tourism hub post-pandemic.
To sustain robust economic growth amidst a
declining workforce, Japan prioritizes enhancing
female employment and regional revitalization.
The 2016 Regional Revitalization Law offers
subsidies to bolster local areas throughgovernment-led or independent projects.
Japan aims to attract people and businesses
to rural regions, leveraging its scenic beautyand exceptional infrastructure to spur local
economies via increased inbound and domestic
tourism, including cruise tours and sports events.
Japan’s top-notch infrastructure favors
mail-order and e-commerce retailers, with
Akito Tak ata
FY21’s e-commerce market hitting JPY 11 trillion,
President & CEOgrowing at an average annual rate of 8% over thelast decade. Concurrently, the mail-order market
doubled since 2012, standing at JPY 11.46 trillion, driven by a multi-channel
approach embraced by numerous businesses.
Founded in 1986 by the visionary businessman and marketing pioneer
Akira Takata, Japanet, through its group company Japanet Takata, has become
synonymous with mail order in Japan. The company is famous for its “selectivefocus” approach, which refines quality and service by narrowing down products
to provide customers with the best options on the market. Over the past decade,Japanet has successfully diversified its business portfolio by applying its“selective focus” approach cultivated through mail-order sales to cruise traveland sports businesses, resulting in a revenue growth up to 248.7 billion yen in2022.
Notably, a significant initiative in this diversification is the private sectordriven sports-centric regional revitalization project in Nagasaki. At its heartlies Nagasaki Stadium City—a sprawling complex set to encompass a soccer
stadium, arena, offices, hotels, and commercial facilities across a 7-hectare site,
brimming with innovative concepts.
“Our mission is to harmonize the needs of our business partners and thetalented individuals within local communities, who craft exceptional products,
centered on the purpose of enriching our customers’ lives and delivering thejoy of living in the present moment,” explains Japanet’s President & CEO, Akito
Takata.
Japanet originated as a single camera store in Nagasaki, where Akito’s father,
Akira, specialized in selling cameras and providing photo development services.
Adopting a genuinely customer-oriented approach, Akira became a prominent
figure in the community, known for his expertise in cameras and his hands-oninvolvement in all aspects of the business, including marketing. In 1990,showcasing his entrepreneurial spirit, Akira served as MC on a radio shopping
program on NBC Nagasaki Broadcasting, a move that laid the foundation for thelaunch of Japanet’s mail-order business.
Building on this momentum, in 1994, Akira made appearances on a series ofTV shopping programs produced by Japanet, expanding the company’s reach toa larger audience. Further evolution occurred in 2000 when Japanet expanded
its operations to include an e-commerce site and in 2001, established a largescale logistics center to cope with growing sales demands. They have grown
the business by constantly imagining the lives of customers such as sellingsets of accessories so that they can be used immediately when they arrive, andcovering fees for installment plans

In 2015, Akira stepped down, passing the reinsto Akito. Reflecting on this transition, Akito shares,“My time working with my father was exciting,but it was also overwhelming. Inheriting myfather’s love and passion for our products, I haveworked hard to ensure that our customers haveconfidence in our products. Refine the products
and services that we can deliver.As a call centermanager, I focused my efforts on the fundamental
purpose of the business: providing the highest
quality customer service possible.”
One of Akito’s initial initiatives was to establish
after-sales service, including repairs for home
appliances sold on Japanet Takata, making it
one of the pioneers in the mail-order industry tooffer such a service. “Our dedicated repair teamhandles everything, from initially addressing
customers’ phone calls reporting issues tothe actual repair process,” notes Akito. Heemphasizes that Japanet Takata’s strong positionin the market is due to its in-house approach,where it takes responsibility for all aspects ofquality, from product purchasing to after-sales
service. This allows the company to swiftly
address customer inquiries. He also mentionedthat their “selective focus” style, which involves narrowing down products
and handling them in large quantities, enables them to further refine quality.
Typically, repairs are directed to the manufacturer, but by managing repairs
within Japanet, they can accurately pinpoint areas requiring improvement in
future product versions and continue enhancing products in collaboration withthe manufacturer.
Furthermore, not only does the company provide after-sales services, but it
also handles installations for large household appliances within its own group.
Particularly notable is its performance in air conditioners, with sales reachingapproximately 493,000 units in 2022, accounting for approximately 5.4%of the market share. Mr. Akito emphasizes that customer satisfaction can beimmensely improved through selective focus measures.
Japanet continues to evolve into a new business entity, with mail-orderbusiness at its core. One notable initiative that has already been undertaken is
the cruise business. Venturing into travel in 2017, the company secured a Class 1
Travel Business License, enabling the planning and execution of comprehensive
Japan-exclusive tours. Akito emphasized, “In our cruise business, our enduring“selective focus” philosophy remains intact. We are elevating service quality
by exclusively chartering large cruise ships and refining our tour offerings toprovide a tailored experience.’”This entrepreneurial leap into the cruise business reflects Akito’s visionary
leadership and commitment to innovation. The inspiration for this endeavororiginated from an employee’s suggestion, showcasing Akito’s openness tofresh ideas and his willingness to explore unconventional paths. This strategic
diversification underscores not only Akito’s entrepreneurial spirit but also
Japanet’s proactive approach to exploring innovative avenues for growth andcommunity impact. Akito’s leadership style is characterized by a dynamic andforward-thinking approach that continues to drive Japanet toward exciting anddiverse ventures.
“We recently partnered with MSC Cruises, a European cruise company,
to charter a large cruise ship,” says Akito. “In the past year, we conducted 13
charters of MSC Bellissima, attracting around 44,000 passengers. By organizing
multiple tours with the same ship and itinerary, we’ve significantly enhanced ourstaff’s expertise and skills. Swift resolution of identified issues in subsequent
tours has notably improved our product’s quality and appeal. Every detailmatters, from boarding procedures to onboard information displays and eventhe flavor of the miso soup, tailored to satisfy Japanese tastes on a foreign vessel.

Our success stems from our “selective focus” and in-house approach,prioritizing and adapting to our customers’ expectations and needs. Initiallyachieving a 70% satisfaction rate on our maiden tour in 2023, we diligently
listened to feedback. With continual enhancements, we achieved a remarkable
95% satisfaction rate by the 10th tour.”Approximately 80% of the participants on the company’s cruise offerings are
first-time cruisers, indicating an indisputable expansion of Japanet’s presencein the domestic cruise market. Mr. Akito unveiled the group’s aspirations toextend its cruise business to the United States. As part of a strategic initiative tointroduce Japanet’s cruise business to a broader global audience, the company
is progressing with plans to debut its inaugural tour in late March of the current
year.
Apart from the mail-order business, Akito has established anothercornerstone of the company known as the “sports and regional revitalization
business”. In 2017, Japanet acquired full ownership, stepping in to resolve thebusiness crisis faced by V. Varen Nagasaki, a J2 professional soccer club thatthe company had sponsored for eight years. Akito serves as the representative
director and president of this club. Moreover, with ambitions to join the B Leagueby 2021, Akito spearheaded the establishment of Nagasaki Velca, marking
Nagasaki’s inaugural professional basketball club. Notably, construction isunderway for Nagasaki Stadium City, an elaborate complex centered aroundthe home stadium and arena for both clubs.

©VVN©n_velca

Nagasaki Stadium City is located a 10-minute walk from Nagasaki Stationand consists of facilities centered around a soccer stadium. It includes aversatile arena suitable for basketball games, concerts, and other events, open
layout offices, commercial facilities, hotels, and other surrounding amenities. It isa state-of-the-art soccer stadium designed allowing fans to sit 5 meters from thepitch, close to the action. The entire project has been meticulously crafted fromthe visitor’s perspective, emphasizing an immersive and enjoyable experience.

Mr. Akito emphasized that this Japanet project is a rare initiative led by
the private sector. This initiative is being promoted through partnerships
with prominent companies such as Softbank and Coca-Cola, and represents
Japanet’s innovative, forward-thinking, and in-house approach to revitalizing
Nagasaki. “Normally in Japan, projects of this nature are supervised andcompleted by the government, but we have confidence in our ability to overcome

This is a visual representationis thriving in overseas clubs, where many spectators visit stadiums in small
towns, contributing to regional vitality, education, and cultural formation. He
mentioned, “I don’t see a reason why things achieved abroad cannot be done inJapan. If everyone says it’s difficult, then let’s take on the challenge ourselves.”
This statement was made while considering Nagasaki, situated at the westernedge of Japan, with a total project costexceeding 90 billion yen.
The success of regional revitalization
through Nagasaki Stadium City may pave
the way for similar initiatives in otherregions. Japanet is a crucial contributor to
the revitalization of Japan as a whole andaims to actively disseminate information
about this project.
Additionally, Akito has been devoted toorganizational development to accelerate
this business growth. Succeeding
his father, Akito has evolved the work
environment into a balanced, comfortable space that fosters self-driven project
management among employees, emphasizing both productivity-enhancing
discipline and the desire for a fulfilling life. Japanet recognizes adaptability as thekey to success and has consistently embraced change. His presidency not onlyreflects industry transformations but also emphasizes initiatives for employee
well-being.
“We have aimed to create an atmosphere where employees can enjoy selfimprovement while maximizing productivity,” states Mr. Akito. Notably, Japanet
holds a leading position in the industry concerning maternity leave. “One-thirdof our managerial positions are held by women, doubling the national average.
We support maternity and childcare leave for employees, including executives.
Japanet hopes that passionate employees will continue to work with us foran extended period. When considering many years of service, the perceptionof maternity and childcare leave as tough persists, despite the relatively
short duration. We believe that the experience of raising children contributes
significantly to the personal growth of our employees.”
Overall, Japanet’s philosophy and commitment to the in-house, “selectivefocus” approach and employee inclusivity are the roots of its success. Under
Akito Takata’s visionary leadership, Japanet stands as an emblem of innovationand community revitalization, setting an inspiring standard for forward-thinking
businesses in today’s dynamic global landscape.