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

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.

In export business, the key is not selling equipment but designing how cash is collected. L/C secures payment, installation fees should be 100% T/T, and the final 10% is protected by a PBG. When these are not feasible, factoring becomes the fallback option.

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.