Japanese Business Culture and Practices: A Guide to Twenty-First Century Japanese Business Protocols by Isao Takei & Jon P. Alston

Author:Isao Takei & Jon P. Alston [Takei, Isao & Alston, Jon P.]
Language: eng
Format: epub
Tags: Business & Economics, Business Etiquette
ISBN: 9781532048197
Google: ZBBfDwAAQBAJ
Publisher: iUniverse
Published: 2018-05-25T23:46:11.863915+00:00

2.19. Who to Send to Japan

Everyone experienced with Japanese-style business practices and asked who should be sent to Japan answers, “Someone who is patient.” Japanese will not be rushed except under very unusual circumstances. Japanese will not be pressured unless there is a crisis, rapid price changes, and the like. Japanese are hard workers but the bottom line is achieving and maintaining good relations rather than an immediate profit. Developing the correct social relations takes time because few Japanese will rush if doing so might result in damaged relationships. Alison R. Lanier (1962) notes that maintaining harmony and morale are paramount among Japanese.

A corporate representative to Japan must also be sociable and able to entertain and be entertained to a much greater degree than is the custom in the U.S. This includes being able to drink alcoholic beverages throughout the evening and join in what might seem to be silly bar games, singing, and frequent toasting. Part of the socializing has the aim of creating a feeling of thankfulness or social debt (giri and on). The ideal corporate representatives should also be willing to perform favors in order to create a sense of debt that might be repaid within a business context.

A third needed characteristic is being able to stay humble. Dealing with Japanese demands low levels of self-promotion while at the same time praising others. U.S. Americans are taught to promote themselves in order to stand out and be noticed while modesty is a major virtue among Japanese. Even description of one’s products or services is done in a manner that avoids overt boasting and self-promotion. In the same manner, the ideal representatives should be able to control their emotions, especially anger and frustration. They should not express frustration or disappointment, nor show too much eagerness.

A representative should make the effort to learn at least some of the Japanese colleagues’ language. Japanese make a great effort to learn the languages of their customers and U.S. Americans should do likewise. Those sent to Japan on extended assignments can better avoid culture shock and a sense of alienation when able to communicate to some extent. Being able to do so avoids many of the everyday problems experienced by expatriates. Finally, dealing with Japanese demands great diplomatic skills.

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