Leveraging External Resources: “Relying on Others” Management That Fully Utilizes Experts, Support Organizations, and Subsidies

The Limits of Doing Everything In-House

For small and medium-sized e-commerce businesses, the challenges are clear: limited personnel, insufficient technical expertise, and constrained financial resources. Attempting to handle digital transformation, website development, marketing, and operations entirely in-house is no longer realistic.

Many successful e-commerce companies today have adopted a different approach. Rather than relying solely on internal capabilities, they strategically leverage external resources—including government subsidies, public support institutions, and specialized vendors—to expand their operational capacity.

This approach, which may appear as “dependence on external resources,” is not about outsourcing responsibility. Instead, it is a strategic division of labor: core decision-making and brand direction remain internal, while execution is augmented through external expertise. This model enables businesses to scale efficiently without overextending internal teams.

This article explores how e-commerce companies can systematically utilize subsidies, support organizations, and external partners to accelerate growth and remain competitive.

1. Securing Investment Capital Through Government Subsidies

Major Subsidies Available for E-Commerce Development

Government subsidies have become a critical funding source for e-commerce infrastructure and digital transformation. Key programs include:

• Business Restructuring SubsidySupports companies launching new business models or entering new markets, including direct-to-consumer (D2C) initiatives.

• Manufacturing SubsidyApplicable to advanced system development, including integrated e-commerce platforms and digital infrastructure.

• Small Business Sustainability SubsidyCommonly used for building or upgrading e-commerce websites, marketing initiatives, and customer acquisition strategies.

These programs can significantly reduce the financial burden of e-commerce investment, allowing companies to implement robust digital strategies with reduced upfront costs.

Case Study: Launching a Branded E-Commerce Platform Using Subsidies

A horticulture supply retailer previously relied on a basic online storefront that lacked the ability to convey brand identity or support gift purchases effectively.

By leveraging government subsidies and partnering with an e-commerce development firm, the company launched a fully customized e-commerce platform. This enabled the business to:

• Establish a branded customer experience

• Expand into the gift market

• Modernize its digital infrastructure while minimizing financial risk

The result was a scalable online sales channel aligned with the company’s long-term brand strategy.

Case Study: Manufacturing Company Launches D2C Channel

A manufacturing company used subsidy funding to build its own direct-to-consumer e-commerce site.

Previously dependent on wholesale distribution, the company gained several strategic advantages:

• Direct access to customer data

• Improved profit margins

• Greater control over brand positioning

This transition allowed the company to diversify revenue streams and strengthen its market presence.

Practical Insight

Before investing in e-commerce infrastructure, businesses should evaluate subsidy eligibility and incorporate funding strategies into their project planning. Working with experienced vendors familiar with subsidy programs can significantly improve approval rates and implementation success.

2. Utilizing Public Support Institutions as Strategic Advisors

Accessing Free Expertise Through Government-Affiliated Organizations

Public support organizations provide valuable resources for e-commerce businesses, including:

• Free consultations

• Subsidy application support

• Access to industry case studies

• Introductions to certified service providers

These services effectively function as an advisory network, enabling companies to access expertise that would otherwise be financially inaccessible.

Case Study: Regional Manufacturer Expands Nationwide Through E-Commerce

A regional food manufacturer successfully expanded nationwide by working with public support institutions.

With guidance from advisors, the company:

• Developed an e-commerce strategy

• Secured government funding

• Established scalable online sales channels

This structured support enabled the company to accelerate digital transformation while minimizing operational risk.

Practical Insight

Engaging with support institutions early in the planning process helps businesses identify relevant programs, partners, and funding opportunities. These institutions can serve as long-term strategic allies rather than one-time resources.

3. Partnering with Specialized Vendors and Consultants

Case Study: Accelerated E-Commerce Launch Through External Partnerships

A company seeking to launch a gift-focused e-commerce site collaborated with multiple external partners, including:

• E-commerce developers

• Subsidy application specialists

• Technical implementation vendors

By distributing responsibilities across specialized partners, the company achieved rapid deployment while maintaining internal focus on brand strategy.

Case Study: Coordinated Multi-Partner Launch of a D2C Brand

In another case, a company launching a D2C brand utilized a structured partner model:

• Strategic planning: consulting firm

• Platform development: e-commerce agency

• Subsidy application: specialized advisors

This collaborative approach enabled efficient execution while ensuring professional expertise at every stage.

Practical Insight

Rather than attempting to build all capabilities internally, businesses should develop a network of trusted partners. Strategic outsourcing improves execution speed, reduces errors, and increases overall success rates.

4. Implementing a Systematic “External Resource Strategy”

Step 1: Identify Resource Gaps

Break down project requirements into three categories:

• Financial resources

• Human resources

• Technical expertise

This clarity allows businesses to target external support efficiently.

Step 2: Match External Resources to Specific Needs

Typical resource allocation may include:

• Subsidies to address financial constraints

• Support institutions to provide strategic guidance

• External partners to supply operational expertise

This structured approach minimizes inefficiencies and maximizes return on investment.

Step 3: Focus Internal Efforts on Strategic Leadership

Management should concentrate on:

• Brand positioning

• Market strategy

• Customer relationships

Execution details—such as technical implementation and subsidy applications—can be handled by external specialists.

Conclusion: External Resources as Strategic Leverage, Not Dependency

Government subsidies, support institutions, and specialized partners are not merely auxiliary tools. They are strategic levers that expand a company’s capabilities.

By leveraging external resources effectively, businesses can:

• Reduce financial risk

• Accelerate implementation

• Improve operational quality

• Scale efficiently despite limited internal resources

The future of small and medium-sized e-commerce businesses will not be defined by how much they can do alone, but by how effectively they integrate external expertise into their growth strategy.

Strategic utilization of external resources is not a compromise—it is a competitive advantage.

References

Organization for Small & Medium Enterprises and Regional Innovation, Japan (SMRJ)E-Commerce Support Portal “ebiz”https://ec.smrj.go.jp/

Organization for Small & Medium Enterprises and Regional Innovation, Japan (SMRJ)EC Support Partner Directoryhttps://ecpartner.smrj.go.jp/

Organization for Small & Medium Enterprises and Regional Innovation, Japan (SMRJ)Subsidy Utilization Navigation Portalhttps://seisansei.smrj.go.jp/

Small and Medium Enterprise Agency, Ministry of Economy, Trade and Industry (METI), JapanMirasapo Plus – SME Support Portalhttps://mirasapo-plus.go.jp/

Japan Chamber of Commerce and IndustrySmall Business Sustainability Subsidy Programhttps://r3.jizokukahojokin.info/

KOMOJU (DEGICA Co., Ltd.)Subsidy Guide for E-Commerce Businesseshttps://ja.komoju.com/blog/subsidy-for-ecommerce/

W2 Solution Co., Ltd.Guide to Subsidies Available for E-Commerce Developmenthttps://www.w2solution.co.jp/useful_info_ec/hojokin/

ecforce (SUPER STUDIO Inc.)Subsidy Utilization Guide for E-Commerce Businesseshttps://ec-force.com/blog/ec-hojokin/

INU LLCCase Studies on Manufacturing Subsidy Utilization for E-Commercehttps://inu-llc.co.jp/

Mono Support Co., Ltd.Business Restructuring Subsidy and New Business Development Case Studieshttps://mono-support.com/

S-CONTiGO Co., Ltd.E-Commerce Website Development Case Studies Using Government Subsidieshttps://s-contigo.com/

Day1 Co., Ltd.Guide to IT Implementation Subsidies and E-Commerce Developmenthttps://day-1.co.jp/

remacreCase Studies on E-Commerce Development Using IT Implementation Subsidieshttps://remacre.com/

DMG Consulting Co., Ltd.D2C and Direct-to-Consumer Business Launch Support Guidehttps://dmg-consulting.jp/

StockSun Co., Ltd.Guide to IT Implementation Subsidies and E-Commerce Investmenthttps://stock-sun.com/

Tokio Marine & Nichido Fire Insurance Co., Ltd.Subsidy Utilization Case Studies for Small and Medium Enterpriseshttps://www.tokiomarine-nichido.co.jp/

KOMOJU (DEGICA Co., Ltd.)E-Commerce Payment and Subsidy-Related Informationhttps://ja.komoju.com/