This article describes how the exclusive distribution rights we secured through joint development with a Korean company were later overturned when a global US corporation entered the market. It explains the background of the joint development, the sudden intervention by the US company, and how the same product ended up competing in Japan under two different brands. The story highlights cultural differences in contract interpretation among Korean, US, and Japanese companies, a

Japanese bonuses function as part of living income, unlike Western performance‑based bonuses. This article explains the cultural, structural, and financial reasons behind Japan’s bonus system and why foreign HQs often misunderstand it.

European headquarters often set Japan’s salary‑increase rate based solely on inflation, but this approach ignores Japan’s unique labor‑market reality. Japan’s salary‑increase budget frequently exceeds inflation, and inflation‑based raises lead to real wage declines, lower motivation, and reduced competitiveness. True global management requires a Think Global, Act Local approach grounded in Japan‑specific data.

European HQ mandated an urgent shift to BEVs for SBTi compliance, but Japan’s field operations could not support BEV use. This ideological–operational gap created major misalignment, requiring a practical compromise to protect service quality.

Japanese customers often react strongly to a direct “No” because they rarely hear it in business settings. Using a one‑step cushion and later offering an alternative helps maintain trust and enables more constructive communication.

This article highlights the cultural gap in how Japan and Western countries view apologies. While Japanese customers expect “I’m sorry” as a relationship‑building ritual, Western HQ avoids it due to liability concerns—creating real friction in business.