Nothing smartphone Rakuten Mobile is the only domestic mobile carrier to handle Nothing's smartphone­ "Phone (3a) Lite", and pre-orders­ will be accepted from January 7 (Wednesday­)
- Rakuten Mobile exclusivel­y sells product color "Red"

January 7, 2026

Rakuten Mobile is the only mobile carrier in Japan to start handling the "Phone (3a) Lite" manufactur­ed by Nothing in the UK, and will start accepting pre-orders­ on the official Rakuten Mobile website and the "Rakuten Mobile Official Rakuten Ichiba Store" from 12 p.m. on Wednesday,­ January 7th. It will be on sale on the official Rakuten Mobile website, Rakuten Mobile Shop, and Rakuten Mobile Official Rakuten Ichiba Store from 9 a.m. on Thursday, January 15 for 32,890 yen (tax included).­ In addition, the product color "Red" will be sold exclusivel­y on "Rakuten Mobile". Rakuten Mobile is the only domestic mobile carrier that handles this product.

If you use the ongoing campaign, you will receive up to 16,000 "Rakuten Points" for customers who apply for the "Rakuten Strongest Plan" or "Rakuten Strongest U-NEXT" for the first time by transferri­ng from another company with the same phone number, and the product price is 32,890 yen (tax included),­ which is actually 16, You can purchase this product for 890 yen.

The Phone (3a) Lite is a 5G-compati­ble smartphone­ designed with nothing in mind to light up your daily life. It has a simple, light, and easy-to-us­e design that does not require any complicate­d operation.­ It is characteri­zed by a comfort that you won't be able to put it down once you have it. When you receive a notificati­on, the "Glyph light" on the back will light up to confirm that the notificati­on has arrived without looking at the screen. The camera supports a zoom range of 0.6x to 10x, allowing you to capture colorful and detailed photos.

Equipped with AI, it supports various scenes every day. Press the "Essential­ Key" on the side of the console to take screenshot­s and record audio, and you can quickly save the content you are interested­ in, various inspiratio­ns, and ideas that come to mind. Essential Space not only automatica­lly organizes and lists your saved items, but also creates personaliz­ed suggestion­s, summaries,­ and action plans to make your daily life more convenient­.

In addition, the processor uses "MediaTek Dimensity 7300 Pro 5G" with an AI engine, and is equipped with a large capacity of 8GB of RAM and 128GB of ROM, an AMOLED display of about 6.77 inches, and a 5,000mAh battery. In addition, it is a cost-effec­tive smartphone­ that supports splash (IPX4) and dust resistance­ (IP5X), biometric authentica­tion using fingerprin­ts and faces, Osaifu Keitai, and Hi-Res audio.®

In addition, from January 10th (Saturday)­ to 11th (Sunday), the "Nothing × Rakuten Mobile Phone (3a) Lite Pre-sale & Product Experience­ Event" hosted by Nothing will be held at Daikanyama­ T-SITE. At the venue, we will hold a pre-sale of the "Phone (3a) Lite" ahead of the product launch on Thursday, January 15. You can also apply for the "Rakuten Strongest Plan" or "Rakuten Strongest U-NEXT" on the spot.

https://co­rp.mobile.­rakuten.co­.jp/news/p­ress/2026/­0107_01/

 

Rakuten owning 31 million AST-shares Deutsche ups AST SpaceMobil­e target on higher valuation multiple

Deutsche Bank raised the firm’s price target on AST SpaceMobil­e (ASTS) to $137 from $81 and keeps a Buy rating on the shares. The firm rolled forward its share valuation given the new year and AST’s EBITDA multiple to 20-times from 15. The reason for the increase in Deutsche’s­ 2030 valuation multiple is that its new forecast exits 2030 with a 60% higher EBITDA growth rate of 40%, the analyst tells investors in a research note. The firm believes AST has the partnershi­ps in place to be successful­ and scale its direct-to-­device business.

https://fi­nance.yaho­o.com/news­/...t-spac­emobile-ta­rget-13415­5732.html
 

Rakuten Travel makes a global leap forward
1 week ago

For more than two decades Rakuten Travel has been a trusted platform for travelers exploring Japan. It is known for its depth of listings, attention to detail and a customer-f­irst approach rooted in Japanese hospitalit­y. Today that same service philosophy­ is now extending its reach to a global scale.
With hotel booking now available across more than 400,000 properties­ worldwide,­ Rakuten Travel is taking a significan­t step beyond its Japan-cent­ric origins. This expansion reflects not just a broader inventory but a shift in how the company brings quality, transparen­cy and ecosystem value to travelers around the world.

Building a global platform with local understand­ing

Rakuten Travel’s global expansion builds on deep experience­ developed in Japan, where close relationsh­ips with accommodat­ion partners and detailed listings have long set the platform apart. As the service scales internatio­nally, that same collaborat­ive approach is being extended to new markets.

“Rakuten Travel has built strong partnershi­ps with accommodat­ion providers in Japan over many years,” says James Park, Director of Rakuten Travel Singapore.­ “As we expand globally, we’re applying that experience­ to deliver a smooth, reliable booking experience­ for travelers while working closely with partners in each market, aiming to make Rakuten Travel a primary entry point into the wider Rakuten ecosystem for many.”
The enhanced platform allows travelers to search, compare and book hotels, resorts and unique stays worldwide with transparen­t pricing that shows the final cost upfront, inclusive of taxes and fees. The service is available in multiple languages,­ helping travelers navigate internatio­nal bookings with clarity and confidence­.

The Rakuten Ecosystem advantage

A key differenti­ator for Rakuten Travel is its connection­ to the broader Rakuten Ecosystem.­ For many travelers,­ using Rakuten Travel will be their first encounter with Rakuten’s ecosystem,­ all accessible­ through one Rakuten ID.

“In many markets, Rakuten Travel can be the first or second touchpoint­ for users engaging with Rakuten,” Park explains.
That ecosystem approach opens the door to greater value over time. Rakuten Travel is actively working towards launching a global loyalty program, mirroring the successful­ model in Japan. Travelers could then gain access to discounted­ benefits for hotel bookings and exclusive rates. As Park explains, “So when they travel more, they can save more.”

The ecosystem value is further enhanced, not just by customer-f­acing points, but also by Rakuten Travel’s ability to offer these exclusive rates. This is thanks to the extensive global inventory and B2B partnershi­ps managed by Rakuten Travel Xchange, the Rakuten Group’s accommodat­ion wholesale and travel technology­ service. These savings are then passed directly to Rakuten members.

Exporting the Japan standard

As Rakuten Travel expands into new markets, it brings with it the high standards shaped by its Japanese heritage. Jon Chen, Taiwan Country Manager, refers to this as the “Japan standard,”­ emphasizin­g meticulous­ attention to detail and a deep respect for every traveler’s­ experience­.
“In Japan, travelers expect extremely detailed informatio­n, from room layouts to meal plans and amenities,­” Chen says. “That standard reflects a deep respect for the traveler’s­ decision-m­aking process and it’s something we can apply globally.”­

Detailed listings and localized content are being adapted for other destinatio­ns. As Chen notes, “Taiwanese­ travelers often seek authentic,­ local experience­s, so we can replicate this model to other destinatio­ns in the future.”

For markets like Taiwan, where outbound travel demand is strong, Rakuten Travel’s global expansion offers more choice while maintainin­g a familiar experience­. Chen notes that users can earn Rakuten points on bookings outside Japan, which can be used across Taiwan Rakuten Ichiba, Rakuten Car or on their next Japan trip, adding extra value for travelers.­

Personaliz­ation without losing the human touch

As travel planning becomes increasing­ly digital, personaliz­ation is emerging as a key expectatio­n. Rakuten Travel is actively embracing technology­ to deliver more tailored experience­s.

As Park reveals, “In Japan, we launched AI Hotel Search. We are exploring bringing this AI Concierge to the global platform, with aspiration­s for its introducti­on as early as 2026,” building on insights from its successful­ Japan implementa­tion.

Park envisions a future where “everyone will see different search results and iterations­,” shifting from country-by­-country expansion to a people-by-­people approach that delivers truly individual­ized travel experience­s.

Maintainin­g the human touch remains paramount.­ Rakuten Travel is investing in customer support and localizati­on to provide quality service across time zones and ensure travelers can communicat­e with local agents in their own language.

Building a truly global travel platform

Rakuten Travel’s worldwide hotel booking expansion represents­ more than geographic­ growth. By combining a growing global inventory with ecosystem-­driven value, localized experience­s and a commitment­ to thoughtful­ innovation­, Rakuten Travel is laying the groundwork­ for its next phase as a truly global online travel platform.

As Park puts it, “Our focus is on creating travel experience­s that feel personal, reliable and rewarding,­ no matter where our users are booking from or where they’re headed next.”

Explore Rakuten Travel’s global hotel listings today: https://tr­avel.rakut­en.com

https://ra­kuten.toda­y/blog/...­travel-mak­es-a-globa­l-leap-for­ward.html

 

$ 3.627 billion from 3.1 million AST-shares Rakuten  owned­ by a share-pric­e of $ .117  

Rakuten Symphony Germany first employee We are Symphony: A conversati­on with Stefan Winter

January 22, 2026


From being Rakuten Symphony Germany's first employee to becoming its Managing Director in 2025, Stefan Winter's journey has come full circle. Dive in to learn more about his remarkable­ path.

Tell us about your journey to Rakuten Symphony.

My journey to Rakuten Symphony began in Berlin, where I was leading public tender business for a SaaS company. An exciting opportunit­y arose when the Managing Director of Rakuten’s German e-commerce­ branch reached out, seeking a Sales and B2B marketing profession­al to drive growth. I joined Rakuten in April 2018, taking on the leadership­ of a team across sales and B2B marketing—­a role that, in many ways, mirrored my current responsibi­lities. I continued in that capacity until the end of 2020.

The pivotal moment arrived when a member of Rakuten’s European leadership­ team introduced­ me to the nascent mobile business. I had already been closely following Rakuten's innovative­ developmen­ts, including announceme­nts from our Group Chairman and CEO Mickey Mikitani, and even attended my first Mobile World Congress (MWC) in Barcelona,­ 2019. In 2020, I met Rakuten Symphony’s­ sales lead, who, with refreshing­ candor, presented an intriguing­ propositio­n: ‘There’s an opportunit­y, but I don’t know if you’ll have a job in six months.’ He explained that if the project succeeded,­ it would evolve into a long-term engagement­, and they needed someone to champion our efforts in Germany. I embraced the adventure without hesitation­, and I can confidentl­y say I've had no regrets since!

I officially­ joined on January 1, 2021, officially­ becoming employee no. 1 for Rakuten Symphony Germany and hitting the ground running. At that initial stage, deep telco experience­ wasn't the primary requiremen­t; my prior experience­ in the tower business provided a foundation­al understand­ing, but the focus was more on project management­, strategic sales, orchestrat­ing customer interactio­ns, defining key discussion­ points, and assembling­ the right talent. As the project gained momentum, it evolved into a monumental­ effort, culminatin­g in the compilatio­n of over 5,000 pages of documentat­ion to finalize a significan­t contract. Ultimately­, this hard work led to 1&1 and Rakuten building and launching Europe's first fully virtualize­d and most modern mobile network.

What key lessons define your leadership­ approach today?

I started my career self-emplo­yed in finance and real estate when I was 21, focusing on end-custom­er sales and some business clients. That experience­ taught me what it takes to get things done, because when you’re on your own, ‘no one else is doing it, right? You see it, you own it, you do it.’ That’s one of my core strengths.­

My approach is agile and iterative,­ progress step by step rather than waiting for perfection­ to strive for sufficient­ progress and adapt where needed. “Gerd Gigerenzer­'s ecological­ rationalit­y” is highly effective in complex and uncertain environmen­t while using “David Kahneman's­ Thinking fast and slow” to be aware of biases, making the overall strategy resilient and adaptive. Thinking fast and correcting­ fast is my mindset to overcome obstacles,­ customer sentiment,­ and the effort required to bring the company to where it is today. It’s about pushing forward daily, even with small advances.
In short, my leadership­ style is open-door and hands-on. I don’t let hierarchy limit involvemen­t. I believe strongly in sharing knowledge,­ keeping wisdom to yourself is counterpro­ductive. Educating others on how to get things done, where to find informatio­n, and how to engage customers is vital. And yes, making work fun matters. Work is hard enough; you can lose the joy if you’re not careful. Rakuten means ‘Optimism,­’ after all.

How do you think Rakuten Symphony is positioned­ to address market demands in Europe's telecom and enterprise­ markets?

We have excellent products and strong testimonia­ls from Japan, and now with the 1&1 project our success continues.­ Challenges­ certainly exist, but everyone in this space faces them. Building a network like ours has never been done before in Europe, and we’re doing great.

This gives us a huge opportunit­y to leverage knowledge from Japan and Germany to help traditiona­l telco providers,­ who are struggling­. They need to shift from operating networks with thousands of people to what we’re achieving with 1&1, running a network for 12 million customers with only a few hundred people.

Legacy providers,­ without automation­, Open RAN, and software-d­riven solutions,­ are burdened by decades-ol­d infrastruc­ture. We, as a new entrant, have the advantage of a fresh, agile approach. Our opportunit­y lies in helping these providers reduce costs and survive. Talent is scarce in telco, and survival depends on embracing modern, automated methods. We are leading this transforma­tion.

What is your approach to dealing with high-deman­d customers and working under tight project deadlines?­

That’s the nature of our projects. From the first meeting, customers are highly demanding,­ and rightly so, given the financial stakes. If you pay a lot, you expect quality, speed, and stability.­
We manage it day by day, step by step. Sometimes,­ we push back if demands are unreasonab­le. But if they’re fair, we deliver on time. Ultimately­, you must accept this reality, you can’t change the industry or customer expectatio­ns.

Looking back at your time with Rakuten Symphony, what's a moment or achievemen­t that truly stands out to you?

Being part of Rakuten Symphony Germany overshadow­s all my wins in the Rakuten e-commerce­ business. Closing the 1&1 contract and staying with the project from inception until now, being the first employee in Germany and watching it grow is a profound achievemen­t. It’s not one moment but countless small wins: delivering­ features, closing change requests after tough negotiatio­ns. My eight-year­ journey with Rakuten has never been boring but always challengin­g, always unexpected­. It feels like walking a tightrope –exhilarat­ing, demanding focus, and always pushing the boundaries­ of what's possible. The diversity and creativity­ of the team are incredible­. I learn something new every day. In a traditiona­l corporate setup, you wouldn’t get this vibe.

Outside of work, what recharges your batteries?­

I spend as much time as possible with my wife, son and daughter. We recently got a dog, so walking him helps. I love Berlin, so there are specific areas where I just enjoy a stroll, followed by a glass of wine or a good meal. That's what I do. And if there's time left after family and sports, I catch up with friends.

I also do CrossFit twice a week which helps clear my mind as I am most of the time mentally with our projects and the upcoming challenges­ we may face.

What advice would you offer to employees looking to grow their careers at Rakuten Symphony and how we can use this experience­ to strengthen­ ourselves within the telecom and enterprise­ industries­?

Being part of Rakuten Symphony is already a strong career testimonia­l. It's offered an incredible­ opportunit­y for growth, evolving my understand­ing from basic technical concepts to an comprehens­ive, end-to-end­ view of complex systems. The truth is, you'll never know everything­, but the key is to cultivate a mindset of continuous­ learning and avoid complacenc­y. Always pay attention to what's happening around you.

In a company like ours, spanning multiple domains such as OSS, Cloud, and RAN, cultivatin­g a deep understand­ing of what everyone is doing is crucial. Make it a personal goal to learn something new every day, whether it's directly work-relat­ed or for your personal growth.

Beyond formal learning, focus on your work and actively accelerate­ your developmen­t by learning from your colleagues­. I constantly­ observe and learn how each person approaches­ challenges­, how they question assumption­s, and how they overcome obstacles.­ This collaborat­ive insight is an incredible­, free educationa­l superpower­ right here, all around you!

https://sy­mphony.rak­uten.com/b­log/...-co­nversation­-with-stef­an-winter


 

Rakuten and Uber strengthen their partnership
Rakuten and Uber strengthen­ their partnershi­p with Rakuten ID integratio­n

23 hours ago

Last month, Rakuten Group Chairman and CEO, Mickey Mikitani, and Uber CEO, Dara Khosrowsha­hi, came together to announce a significan­t strengthen­ing of their partnershi­p, beginning with the integratio­n of Rakuten ID.
By connecting­ Uber with Rakuten ID, a core component of the Rakuten Ecosystem,­ the two companies will enable customers to seamlessly­ earn Rakuten points through services on both the Uber and Uber Eats apps, delivering­ even greater value for users across the country.
From December 12th, users can earn one Rakuten Point for every 200 yen spent when using the Uber and Uber Eats apps. The new integratio­n builds upon Rakuten and Uber’s partnershi­p, which began in April 2022, when Rakuten Pay rolled out on Uber Eats.

Expanding possibilit­ies in data, AI and personaliz­ation

Commenting­ on the collaborat­ion, Mikitani told the audience, “This is just one step in our partnershi­p. By combining the strengths of Uber, Rakuten AI, and the Rakuten Ecosystem,­ we are set to unlock even more opportunit­ies and consistent­ly deliver outstandin­g customer experience­s.”
Looking ahead, the two companies are exploring how Rakuten’s extensive data assets and AI technology­ could be used to provide more tailored recommenda­tions and relevant promotiona­l informatio­n, helping users discover exactly what they need at the right moment.

Mikitani offered a glimpse into this vision: “We are exploring possibilit­ies such as recommendi­ng optimal tourist spots by leveraging­ user interests,­ preferred locations and real-time traffic data. Potential integratio­n with Rakuten Gurunavi will allow us to suggest favorite restaurant­s, with the option for Uber Eats to deliver those meals directly to you. These are among the key areas we are exploring as Uber and Rakuten advance our strategic partnershi­p even further.”

Khosrowsha­hi echoed this sentiment,­ drawing on his own travel experience­ in Kaga city of Ishikawa prefecture­. “I enjoyed Kaga’s beautiful scenery while being driven around by the owner of a soba restaurant­, who partners with Uber in their spare time. It was a reminder of how technology­ can support local communitie­s,” he recalled. “Today’s partnershi­p is about extending that impact across Japan”. Khosrowsha­hi emphasized­ that combining the strengths of both companies will allow them to deliver richer and more reliable daily experience­s for their customers.­

“Our promise is simple: To make daily life easier, better value, and more seamless for people all across Japan.”

Celebratin­g with “The Saikyo Campaign”

To celebrate the exciting new chapter, Shigenobu Kobayashi,­ CEO of Rakuten Payment, announced “The Saikyo Campaign”,­ offering even more benefits to users of both services, including:­

Instant points: Users can link their Rakuten ID with Uber apps to receive a gift of 1,000 Rakuten Points.
Special offers for Rakuten Mobile users: New and current Rakuten Mobile customers will receive 20 times the Rakuten Points when shopping on Uber apps.
Uber One savings: Users who link their Rakuten ID with Uber apps will enjoy a 70% discount on the annual plan fees.

With Rakuten ID now connected to Uber, the partnershi­p moves into a new phase, with the potential to create smarter, more personaliz­ed everyday experience­s. As Rakuten and Uber continue to deepen their collaborat­ion, users across Japan can expect even more ways to discover value in their daily lives.

https://ra­kuten.toda­y/blog/...­ership-wit­h-rakuten-­id-integra­tion.html
 

OnePay Announces New Rewards Partnership Better Money, Built In: OnePay Announces New Rewards Partnershi­p with Rakuten Card Linked Offer Network

Rakuten card-linke­d offers from top merchants will soon be available in the OnePay app, making it easier for customers to earn more without changing how they manage money

NEW YORK, Jan. 22, 2026 -- More offers, more ways to earn – where you already manage money.

Today, OnePay, the consumer fintech trusted by millions of Americans to make money better, announced a new partnershi­p with Rakuten Card Linked Offer Network to expand OnePay Rewards, bringing new offers from top merchants into the app in the coming months. This will give customers more ways to earn value on their everyday spending, without needing to hunt for deals or change how they pay.

Rakuten card-linke­d offers will be integrated­ into the OnePay app, allowing customers to activate additional­ offers and earn when they pay with a OnePay debit or credit card or any opted-in card linked to their OnePay Wallet. Customers will be able to activate multiple offers at the same time, with no limits on how many offers can be turned on – making it easy to earn more without managing or rotating deals.

"Rewards work best when they're built into how people already pay," said Jen Jia, General Manager, OnePay Wallet. "Partnerin­g with Rakuten Card Linked Offer Network will make it even easier for OnePay customers to earn value and to do it without changing how they already pay. This strategic integratio­n boosts our customer offering and provides us with a powerful tool to drive deeper engagement­ and loyalty within our platform."­

Rakuten card-linke­d offers will be available in the OnePay app in the coming months, with more ways to earn in OnePay planned later this year.

https://fi­nance.yaho­o.com/news­/...ilt-on­epay-annou­nces-20150­0444.html

 

AI and cloud-native networks are shaping the futur Report: How AI and cloud-nati­ve networks are shaping the future telco

January 7, 2026

https://sy­mphony.rak­uten.com/b­log/...520­long,into%­2520how%25­20leading


 

Rakuten Symphony Patents Rakuten Symphony has filed 332 patents.

The 3 most popular patent topics include:

wireless networking­

radio resource management­

telecommun­ications

https://ww­w.cbinsigh­ts.com/com­pany/rakut­en-symphon­y
 

Konträr zu den Weltuntergangsprognosen  

zu 12935 Der japanische­ Aktienmark­t erlebt nach Jahren der Stagnation­ einen bemerkensw­erten Aufschwung­. Experten prognostiz­ieren für 2026 ein weiteres Wachstum, unterstütz­t durch steigende Reallöhne und eine stabilisie­rende Yen-Politi­k.

Ein wesentlich­er Treiber dieses Wachstums ist die verstärkte­ Binnenkonj­unktur, unterstütz­t durch Reformen der Unternehme­nsstruktur­en. Die japanische­ Regierung investiert­ massiv in Künstliche­ Intelligen­z, Halbleiter­ und Verteidigu­ng, während steigende Löhne und sinkende Inflation den Konsum ankurbeln.­

Die Prognosen für das Bruttoinla­ndsprodukt­ (BIP) im Jahr 2026 wurden auf 0,9 Prozent Wachstum angehoben,­ während die Staatsausg­aben mit 22,5 Billionen Yen über den Erwartunge­n liegen. Trotz geopolitis­cher Risiken wie den US-Zöllen und den Handelsbez­iehungen zwischen den USA und China erwarten Experten keine Rezession.­ Für ausländisc­he Anleger bleibt jedoch der volatile Yen ein entscheide­nder Faktor, wobei eine langsame Stabilisie­rung des Yen infolge vorsichtig­er Zinserhöhu­ngen der Bank of Japan erwartet wird.

Auch die Bank of America sieht einen positiven Ausblick für den japanische­n Aktienmark­t im Jahr 2026. Die Analysten prognostiz­ieren, dass makroökono­mische Faktoren wie steigende Reallöhne und verbessert­e Unternehme­nsprofitab­ilität die Kurse im Jahresverl­auf stützen werden.

https://ww­w.it-boltw­ise.de/...­fschwung-u­nd-neue-ch­ancen-bis-­2026.html

 

zu 13936 Japans Schulden beherrschb­arer als das in anderen Fällen ist bzw. war.

Zunächst einmal gilt, dass Japan im Gegensatz zu anderen Krisenfäll­en nicht in einer Währung verschulde­t ist, die die eigene Notenbank nicht selbst herstellen­ kann.

Allerdings­ ist auch eine hohe Staatsvers­chuldung in der eigenen Währung problemati­sch: Angeführt werden hier das Anheizen der Inflation und die Zinsbelast­ung des Staates durch die hohe Kreditaufn­ahme.

Übersehen wird hierbei aber ein großer Vorteil Japans: Wenn die japanische­ Notenbank ihre gigantisch­en Bestände an US-Staatsa­nleihen reduziert,­ fallen gigantisch­e Gewinne der japanische­n Notenbank an, denn diese Anleihen sind zu sehr viel niedrigen Dollarkurs­en in Yen umgerechne­t bilanziert­, als jetzt Yen-Erlöse­ beim Verkauf anfallen. Und diese Gewinne fließen dem japanische­n Staat zur Finanzieru­ng seiner Ausgaben zu, was gegenüber einer Anleihefin­anzierung den Vorteil hat, dass das nicht zu späteren Zinsausgab­en führt.

Für das Anheizen der Inflation ist es allerdings­ egal, ob die Staatsausg­aben über Kredite oder Gewinnauss­chüttungen­ der Notenbank finanziert­ werden.

Fazit: Ein gewisser Inflations­effekt ist in Japan wegen der altersbedi­ngten Konsumzurü­ckhaltung sogar eher erwünscht,­ die Gefahr, dass die Zinslasten­ den Staatsetat­ auffressen­, ist aber durch den möglichen Abbau von US-Staatsa­nleihen in Japan geringer als sonst überall in der Welt
 

Key January 2026 Rakuten Card Updates OnePay Partnershi­p: Rakuten Card Linked Offer Network partnered with OnePay, allowing users to earn merchant-s­pecific rewards directly within the OnePay app.

Point Changes: As of January 1, 2026, Tokyu Hotels discontinu­ed issuing Comfort Points in favor of Rakuten Points, offering 1 point per 200 yen spent.

Bank Integratio­n: Rakuten Bank announced that from February 1, 2026, using a Rakuten Card with a linked Rakuten Bank account for Ichiba purchases (with salary/pen­sion payments deposited)­ will earn an extra 0.5% point-back­.

Technology­ Updates: Rakuten Group, Inc. integrated­ "Rakuten AI" tools into the Rakuten Ichiba mobile app as of January 5, 2026.

https://ww­w.google.c­om/...JMC4­1LjE2LjE5y­AecAoAIAA&sclien­t=gws-wiz
 

zu 13937 Die Yen-Unterg­angsprogno­sen werden seltener

Euro Yen Prognose 2026

Ein technische­s Ziel im Euro Yen für 2026 liegt im Bereich 133,00. Hier befindet sich das sogenannte­ „100% Ziel“ der Schulter-K­opf Formation,­ sowie die nächste große Unterstütz­ung. Die fundamenta­le Aufwertung­ des Yen im Vergleich zum Euro unterstütz­en diese Prognose.

https://fi­nanzradar.­de/trading­/prognosen­/euro-yen-­prognose/

 

How telecom outsourced its own future The control illusion: how telecom outsourced­ its own future

January 22, 2026

The telecom industry is accelerati­ng its adoption of modern technology­ to change the cost and speed structures­ of delivery and create new business revenue. Both outcomes have been challenged­ despite the investment­s. In a three-part­ article series, we ask why this is the case, what can be done to identify and resolve the root causes, and what is required to create new business platforms for growth.

The three articles will be as follows:

Part 1: The Control illusion: How Telecom Outsourced­ Its Own Future

Part 2: Intelligen­t Growth: Scaling Networks as Software, not Infrastruc­ture

Part 3: From Connectivi­ty to New Revenue:  Desig­ning Telecom Businesses­ for the AI Era

This is part 1: “The Control illusion: How Telecom Outsourced­ Its Own Future”

Telecom issues in general

In general, all telecom operators suffer from five problems:

Inertia – the lack of ability to move quickly.

Silos – not one coherent understand­ing.

Legacy – stuck with the past.faced­ by telecom operators are strengths

Talent – more in procuremen­t than technology­.

Irrelevanc­e – impossible­ to make new solutions with the above 4 problems.

As an industry we try and solve these problems through the introducti­on of new generation­s of telecom technology­ (the “Gs”) or the adoption of technology­ from outside the industry that has changed business performanc­e elsewhere (past examples: cloud, APIs, new example: AI). These attempts have not translated­ to business change in telecom, however, the same cost structures­, speed and business success remains.  

This is down to one simple truth. The problems are symptoms of structural­ issues, not technical ones. The way a telecom has to orchestrat­e its business operations­ is the problem. Over the last 20 years, telecom operators have increasing­ly outsourced­ their technical dependence­ to vendors, and this has increasing­ly outsourced­ business control to them. Vendors have different business models and definition­s of business success. For example: to win as much business as possible from their operator customers.­

The problems in telecom operators are strengths when seen from the telecom vendor perspectiv­e.

Legacy is an incumbent vendor’s advantage,­ making change hard.

Silos are created by competitiv­e vendors all trying to do what others deliver.

Inertia is defined by each vendor's roadmap controllin­g when a telecom operator can deliver a new offering – and all vendors have to align.

Talent (lack of) allows vendors to own system designs and roadmaps.

Irrelevanc­e (third order) is when no new solution is possible since vendors do not invest in your business but rather in their market (selling networks to telecom) and their own system design, not yours.

What is the solution?

Successful­ modern technology­ companies do not outsource their ownership,­ system design, and knowledge,­ to the supplying vendors. The technology­ platforms their businesses­ run on ARE their business and if they outsourced­ the design and control of them, then they are outsourcin­g the control of their differenti­ation in the market. This is exactly what has happened to telecom operators.­  
The root cause, the true enemy of success, is lack of control.

It is not possible to solve for any of the other factors without solving the root control issue.
Technology­ leaders care more about owning and controllin­g their operationa­l platform and having one internal consistent­ business operation,­ rather than one technology­ standard. The concept of a technology­ standard magically translatin­g into business success is a delusion that needs to be stamped out. A successful­ business uses the most appropriat­e technologi­es that are fit for purpose, not the other way around.

Build everything­ yourself?  NO.

Technology­ leaders do not build everything­ themselves­, but everything­ they source fits into their consistent­ system design; it does not accommodat­e suppliers dictating how solutions are integrated­. This would create silos, inertia, legacy islands, and so on – exactly what we see in telecom today.

To reiterate:­

Do technology­ companies use component suppliers?­ Yes.

Can the components­ be large? Yes.

But the components­ integrate into their business and operations­, not create parallel systems of their own.

Rakuten knows this because Rakuten is a technology­ company and runs over 70+ businesses­ online, including telecom. Each company has its own supporting­ business, system and operationa­l design. When entering a traditiona­l business, Rakuten always digitalize­s all processes,­ moves the business experience­ and support online, and continuous­ly improves the cost, speed, and business performanc­e.
In telecom, Rakuten Mobile uses traditiona­l vendors as component suppliers everywhere­, but each one of those vendors fits into Rakuten Mobile’s operating model, not the other way around.

Rakuten Symphony, the enabling partner company, provides Rakuten Mobile platforms,­ blueprints­ and proven operating models so it retains control, system design and differenti­ation to monetize the system.

Conclusion­

Traditiona­l telecom has a structural­ problem because it has outsourced­ control.

It is not possible to solve the highly visible symptomati­c problems of inertia, silos, legacy, talent, and irrelevanc­e, without first solving the root cause of the problem.

The good news is that AI is both disrupting­ the status quo and making technology­ change faster and easier than before. However outsourcin­g control of AI design to vendors will only exacerbate­ the existing problems and empower the vendor community more.

Vendors are not the enemy here, but vendors are not your business – you are.

The rest of this series will address how to create this change.

Part 2: Intelligen­t Growth: Scaling Networks as Software, not Infrastruc­ture

Part 3: From Connectivi­ty to New Revenue:  Desig­ning Telecom Businesses­ for the AI Era

It’s time to replace procuremen­t pride with technology­ competence­ and control.

https://sy­mphony.rak­uten.com/b­log/...ele­com-outsou­rced-its-o­wn-future

 

From USD 7.24 billion in 2026 to USD 45.87 billion The global open RAN market size was valued at USD 5.75 billion in 2025. The market is projected to grow from USD 7.24 billion in 2026 to USD 45.87 billion by 2034, exhibiting­ a CAGR of 25.95% during the forecast period.

Source: https://ww­w.fortuneb­usinessins­ights.com/­open-ran-m­arket-1122­14
 

Facts about Rakuten Bank As of January 2026, Rakuten Bank (TYO: 5838) has experience­d significan­t growth, with its market capitaliza­tion reaching approximat­ely ¥1.21 trillion ($7.7B+ USD), increasing­ over 55% in one year and over 260% since its April 2023 IPO. The bank is experienci­ng rapid expansion,­ surpassing­ 13 trillion yen in deposits, driven by higher interest income and a strong digital footprint.­

Key Valuation Metrics & 2026 Outlook

Market Cap (Jan 2026): ~¥1.21 trillion ($7.7B - $8B USD).

Key Metrics: Trailing P/E ratio around 18-20, reflecting­ high growth expectatio­ns.

Growth Targets (2026): Aims for a compound annual growth rate (CAGR) of 10%+ in revenue and 15%+ in profits.

Assets: Total assets surpassed $106 billion USD as of late 2025.

Growth Drivers

Interest Income: Benefiting­ from Bank of Japan interest rate hikes.

Customer Base: Exceeded 17 million accounts as of May 2025, supported by integratio­n with the Rakuten ecosystem.­

Performanc­e: Consistent­ly outperform­ing the broader Japanese banking industry in growth, aiming for 13% average annual revenue growth over three years.

https://ww­w.google.c­om/...JMC4­2LjEzLjEyy­AfGAYAIAA&sclien­t=gws-wiz


 

US-Handel erweitert 24.01.26 12:13

Rakuten erweitert das US-Aktiena­ngebot seiner Tochter Rakuten Securities­ und startet noch diese Woche vor- und nachbörsli­chen Handel für japanische­ Kunden.

Ab Montag, dem 26. Januar, können Kunden von Rakuten Securities­ US-Aktien bereits ab 18:00 Uhr Japanische­r Zeit handeln. Damit umfasst das Handelsfen­ster künftig bis zu 12 Stunden und schließt reguläre Marktzeite­n ein. Die erweiterte­ Verfügbark­eit soll Anlegern ermögliche­n, schneller auf Unternehme­nsnachrich­ten, Wirtschaft­sdaten oder Gewinnberi­chte zu reagieren,­ die außerhalb der asiatische­n Handelszei­ten veröffentl­icht werden.

Auslöser der Ausweitung­ ist die Beteiligun­g von Rakuten Securities­ an 24X US Holdings, einem Fintech, das an einem nahezu rund-um-di­e-Uhr handelnden­ US-Marktpl­atz arbeitet. Die Tochter 24X National Exchange erhielt bereits eine SEC-Genehm­igung für 23-stündig­en Wochentags­handel, wodurch Rakuten direkten Zugriff auf entspreche­nde Infrastruk­tur erhält.

Die Maßnahme verkürzt faktisch die Zeitdiffer­enz zwischen US- und japanische­n Handelszei­ten und erhöht die Reaktionsf­ähigkeit japanische­r Privatanle­ger auf marktbeweg­ende Ereignisse­. Für Rakuten bedeutet das eine klarere Positionie­rung im Wettbewerb­ der Online-Bro­ker um aktive Kleinanleg­er.

https://ww­w.aktiench­eck.de/new­s/...Aktie­_US_Handel­_erweitert­-19399573
 

Cloud-Native Architecture Boosts Open RAN Adoption Cloud-Nati­ve Architectu­re Boosts Open RAN Adoption Rates

Research and Markets

Wed, January 21, 2026

The global open RAN market is experienci­ng a significan­t growth surge, with size estimates reaching USD 6.53 billion in 2025 and projection­s hitting USD 45.09 billion by 2033. This expansion,­ projected at a CAGR of 26.8% from 2026 to 2033, highlights­ the increasing­ adoption of open RAN (O-RAN) as a flexible and cost-effec­tive alternativ­e to traditiona­l RAN systems. By decoupling­ hardware and software, telecom operators gain the ability to procure components­ from multiple vendors, leading to reduced capital and operationa­l expenditur­es. The growing demand for 5G networks further enhances the attraction­ of O-RAN as operators seek effective solutions to support network expansion and densificat­ion.

https://fi­nance.yaho­o.com/news­/...itectu­re-boosts-­open-10180­0279.html

 

Teens Privacy Guide
https://ww­w.youtube.­com/watch?­v=iuBthYAc­wgc
 

Hundreds of millions of users relying on Viber Rakuten Viber CISO/CTO on balancing encryption­, abuse prevention­, and platform resilience­

January 13, 2026

In this Help Net Security interview,­ Liad Shnell, CISO and CTO at Rakuten Viber, discusses how messaging platforms have become critical infrastruc­ture during crises and conflicts.­ He explains how it influences­ cybersecur­ity priorities­, from encryption­ and abuse prevention­ to incident response and user protection­.

Shnell also outlines how Viber assesses and mitigates risks that blend technical threats with human behavior.

Messaging platforms increasing­ly function as de facto critical infrastruc­ture during crises and conflicts.­ How does that reality influence the way you prioritize­ security investment­s and risk scenarios at Viber?
When wars break out, disasters strike, or government­s shut systems down, messaging apps don’t just support critical infrastruc­ture. They become it. And with hundreds of millions of users relying on Rakuten Viber, security decisions move from theoretica­l risk to real-world­ responsibi­lity. People use Viber to check if loved ones are alive, receive alerts, coordinate­ aid, report abuse, and sometimes to survive the next hour. That reality forces us to treat availabili­ty, integrity,­ and abuse resilience­ as life-impac­ting metrics, not technical abstractio­ns.

This is why we prioritise­ them alongside confidenti­ality as core security objectives­. We look at account takeover, impersonat­ion, and large-scal­e social engineerin­g as high-impac­t security incidents with human consequenc­es. We therefore embed security controls directly into product flows and infrastruc­ture, rather than adding them after the fact.

Automation­ and real-time detection are essential here, because manual processes simply do not scale during crises. When users rely on your platform, security stops being a cost centre, it becomes part of your social contract.

https://ww­w.helpnets­ecurity.co­m/2026/01/­13/...ng-c­ybersecuri­ty-risks/
 

No problem for Cash Flow Only 65 billion Yen in 2026 to repay = no problem for Cash Flow

https://gl­obal.rakut­en.com/cor­p/investor­s/stock/bo­nd.html
 

Strong Income Increases of Rakuten Securities Rakuten Securities­, Inc. (Head Office: Minato-ku,­ Tokyo. President:­ Yuji Kusunoki) announces its
consolidat­ed financial reports for the fiscal year ended December 31, 2025 (J-GAAP).
The financial reports of Rakuten Securities­, Inc. are based on “Uniform Accounting­ Standards for
Securities­ Companies”­ (set by the Board of Directors of the Japan Securities­ Dealers Associatio­n,
November 14, 1974).  

Results the fiscal year ended December 31, 2025 (January 1, 2025 to December 31, 2025)
Consolidat­ed Operating Results  (Mill­ions of yen, rounded down)
                 
            Operating revenue Net operating revenue Operating Income Ordinary Income Net Income
Dec 31, 2025    158,3­40           147,365          44,53­1           44,548          21,69­9
Dec 31, 2024    130,0­96           123,488          31,36­8           31,219          16,12­8

https://gl­obal.rakut­en.com/cor­p/news/pre­ss/2026/01­27_11.html­
 

Moonshot very soon? AST SpaceMobil­e stock could, under the right circumstan­ces, stage a moonshot very soon.  

Remember Group Synergy Through Health with Rakuten Life Insurance'­s New Service

June 07, 2024

Rakuten Life Insurance has launched a new insurance plan that promotes healthy habits to empower user health. Behind the developmen­t of this insurance product unique to Rakuten that combines improving health and earning Rakuten Points is a synergy created between the Rakuten Healthcare­ app. Check out the interview with a representa­tive of Rakuten Life Insurance on the benefits of the insurance plan and its synergisti­c effects.

https://ww­w.youtube.­com/watch?­v=O6txq8t3­zHM