Latest Japanese E-Commerce Case Study 2025: Toyosu Market
- あゆみ 佐藤
- 2 days ago
- 5 min read
Toyosu Fisheries Direct Market Co., Ltd.: Achieving Operational Efficiency and 1.2× Higher Average Order Value / 1.5× Revenue Growth Through B2B E-Commerce
Toyosu Fisheries Direct Market Co., Ltd. (hereafter “Toyoichi”) is a seafood distribution company that procures fresh fish from ports across Japan and supplies them to restaurants and foodservice businesses.
Beginning in 2024, Toyoichi introduced the B2B e-commerce platform “B-Cart” along with the cloud-based business application “kintone.”By advancing digital transformation (DX) in its order-processing operations, the company achieved remarkable results including:
1.2× increase in average order value, and
1.5× increase in total revenue.
1. Characteristics of the Seafood Distribution Industry and Toyoichi’s Challenges
1.1 Business Characteristics
Toyoichi operates out of Toyosu Market, purchasing fresh seafood from ports nationwide and wholesaling it to restaurants, izakaya, and other foodservice businesses.The seafood industry has several unique structural characteristics:
Uncertainty inherent in fresh products: quality and quantity fluctuate daily.
Ultra-short processing cycles: speed is essential from order intake to dispatch.
Time constraints tied to Toyosu Market operations: orders are accepted only between 15:00 and 0:30.
Highly customized order requirements: e.g., “only this specific cut,” “a particular size,” etc.
These characteristics do not align well with traditional telephone- and fax-based operations.
1.2 Limitations of Conventional Telephone & Fax Ordering
Before digitalization, Toyoichi’s order workflow faced major issues:
Long staff hours: order lines were staffed from 15:00 to 0:30—over 9 hours of continuous phone duty.
Lost opportunities due to limited phone lines: with only 2–4 lines, peak-time orders could not be received.
Frequent errors caused by manual input: mishearing, transcription mistakes, and omissions occurred regularly.
Difficulty handling add-on orders: customers often gave up when they could not reach the company by phone.
Inability to accept orders outside working hours: foodservice businesses’ needs did not match Toyoichi’s phone availability.
Recognizing these issues as barriers to growth, Toyoichi accelerated its DX initiatives.
2. Introducing B2B E-Commerce: Rebuilding Operations with kintone and B-Cart
2.1 Digitalizing Core Operations with kintone
Toyoichi selected kintone for several reasons:
High customizability suited to the unique workflows of the seafood industry
Low-cost and scalable cloud infrastructure
No-code configuration, enabling rapid operational improvement without engineers
Key functions implemented include:
Unified customer information management
Proposal-based ordering using past order histories
Workflow visualization from order intake to shipment
Automated information sharing across teams
2.2 Building a 24-Hour Ordering Environment with B-Cart
Toyoichi adopted B-Cart with a strong emphasis on user-friendly UI for restaurant operators.
Benefits for customers:
Easy search and ordering via smartphone
24/7 ordering capability
Quick repeat purchases from past order histories
Benefits for Toyoichi:
“Proxy login” enables staff to assist customers while maintaining EC workflows
Automated data linkage with kintone
Automated processes from order intake to shipment instructions
2.3 Eliminating Double Entry Through System Integration
Seamless integration between B-Cart and kintone delivered:
Zero double entry
Dramatically fewer human errors
Accurate and timely information sharing between departments
As a result, operational efficiency improved substantially across the organization.
3. Transforming Order Operations: From Phone Dependency to a Hybrid Model
3.1 A Hybrid Model Instead of Eliminating Phone Orders
Because many restaurant clients still prefer nuanced communication by phone, Toyoichi chose a hybrid model—EC as the core system, supplemented by phone, email, and LINE.
This allows:
Phone support when nuanced communication is required
EC-based ordering for simple or repeat purchases
The flexibility of this model accelerated customer adoption.
3.2 Significant Reduction in Staff Workload
The changes after implementation were dramatic.
Before:
Prolonged phone duty
Manual entry for all order details
After:
Most orders flow automatically through EC
Phone workload significantly reduced
Lower operational stress—leading to the company’s first employee taking maternity leave
3.3 Eliminating Phone Line Bottlenecks
Previously, with only 2–4 lines, Toyoichi could not accept multiple simultaneous orders.With EC, hundreds of orders can be processed concurrently, essentially eliminating lost opportunities.
4. Enhanced Customer Experience and Growth in Add-On Orders
4.1 Increase in Add-On Orders Driven by Smartphone Ordering
In the past, customers tended to place only “minimum necessary orders,” as ordering by phone required time and effort.
After EC introduction:
Customers can place orders the moment they realize they need more, even during business hours
Orders can be placed on the way home
Repeat purchasing is effortless
This behavioral shift helped drive a 1.2× increase in average order value.
4.2 Expanded Ordering Hours and New Customer Acquisition
With 24-hour ordering enabled, Toyoichi began capturing orders such as:
Late-night orders after business hours
Emergency orders just before prep time
In-service add-on orders during restaurant operations
These order types were impossible under the previous phone-only system.
5. Structural Drivers Behind the 1.5× Revenue Growth
Toyoichi’s revenue growth results from multiple reinforcing factors:
Growth Factor | Description | Contribution |
Higher average order value (1.2×) | Increase in add-on and repeat orders | +20% |
New customer acquisition | Extended ordering hours & ease of use | +15% |
Higher repeat rate | Easier reordering via EC | +15% |
These factors combine to produce 1.5× overall revenue growth.
6. Visualization and Improvement of Internal Operations
6.1 Identifying Bottlenecks
DX enabled Toyoichi to visualize operational issues:
Peak-time order volume
Optimal staffing schedules
Structural limitations of phone-based operations
This allowed data-driven decision-making.
6.2 Significant Reduction in Human Error
By eliminating handwritten notes and verbal instructions, Toyoichi achieved:
More accurate digital records
Automated notifications via kintone
Consistent shipment instruction workflows
Human errors decreased substantially.
6.3 Contribution to Workstyle Reform
Improvements included:
Reduced working hours
Ability for staff to take parental leave
Shift from manual order-taking to customer-focused tasks
Employee satisfaction also increased.
7. Industry Implications
Toyoichi’s DX initiative represents a pioneering case in the seafood distribution industry.
Key implications:
Digital tools can streamline complex, tradition-heavy industry practices
Better working environments can be achieved alongside operational optimization
DX is a viable strategy for growth in industries resistant to digitalization
Toyoichi’s leadership has expressed interest in promoting DX across the wider industry, suggesting potential ripple effects.
8. Lessons Learned from Implementing B2B E-Commerce
8.1 Effectiveness of the Hybrid Approach
Gradual adoption through parallel use of EC and traditional channels ensures seamless onboarding for customers with varying digital literacy.
8.2 UI/UX Matters in B2B
The ability to reach products in “one click”—akin to B2C UX standards—is critical even in professional procurement settings.
8.3 Importance of Initial Follow-Up
Customer visits, active feedback collection, and rapid iteration during the early phase were essential to driving successful adoption.
Conclusion
Toyosu Fisheries Direct Market Co., Ltd. successfully introduced B2B e-commerce in a highly specialized and tradition-dependent seafood distribution sector.Their DX efforts resulted in:
Efficient order processing
Enhanced customer experience
Improved work environments
Sustained revenue growth
In particular, the hybrid model—maintaining phone and email support while positioning EC as the primary channel—offers a highly practical blueprint for many B2B companies.
Toyoichi’s case demonstrates that well-executed B2B-EC can transform not only operations but also customer relationships and organizational culture.
https://www.oisixradaichi.co.jp/wp-content/uploads/2025/06/7741903e23a4cf6f30eb10162471a3b4.pdf
https://search.sbisec.co.jp/v2/popwin/info/connect/ipo/202107212101.pdf
https://etradehub.gov.taipei/E-commerce-Academy/Detail?enterpriseArticleId=172
https://www.i-connectweb.com/zh-hant/blog/consolidation-services
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