Analyzing Japanese Business Culture for Global Expansion

This essay delves into the intricacies of Japanese business culture, providing a comprehensive analysis of the cultural aspects crucial for international business success. It addresses the challenges of expanding a business in Japan, emphasizing the importance of understanding Japanese etiquet...Read More

qwertyuiopasdfghjklzxcvbnmq
wertyuiopasdfghjklzxcvbnmqwe
rtyuiopasdfghjklzxcvbnmqwerty
uiopasdfghjklzxcvbnmqwertyuio
pasdfghjklzxcvbnmqwertyuiopas
dfghjklzxcvbnmqwertyuiopasdfg
hjklzxcvbnmqwertyuiopasdfghjk
lzxcvbnmqwertyuiopasdfghjklzx
cvbnmqwertyuiopasdfghjklzxcvb
nmqwertyuiopasdfghjklzxcvbnm
qwertyuiopasdfghjklzxcvbnmqw
ertyuiopasdfghjklzxcvbnmqwert
yuiopasdfghjklzxcvbnmqwertyui
Management- Business communication
Business culture
4/5/2019
Student’s Name

Business culture 1
In today’s scenario, being global has completely transformed the way the world does
business, more of now people from different professional cultures regularly meet each other.
As diversity is one of the most essential thing to have in a business, along with it also present
challenges when many people from the different cultural background, their working
environment and most importantly communication factor. In relation to it, the business
culture case highlights that Ms. Mary wishes to expand her business in Japan in terms of
organic food supply. Hence, what all cultural aspects need to be considered is discussed in
the following essay and hence, what all precaution needs to be taken while starting business
in different country. In terms of Japanese culture, certain trends and focuses are shaped
within and outside the country. Moreover, Japanese have been very effective at adapting
religions and schools of through outside the country (Adekola, and Sergi, 2016)
.If we talk about Japanese culture and etiquette the first and the foremost challenges comes at
the beginning of the meeting is greeting each other. Bowing is mandatory in Japanese culture
and if we compare it with western culture rather than bowing, they prefer hand shaking in
meetings. Hence, when in meeting Miss Mary need to blow according to the Japanese culture
(Thomas, and Peterson, 2017)
.Other topic for concern is preparation of the business cards in advance, in this the person
present and introduce oneself to the Japanese business associates plays a major role for an
outcome of future potential relations. Hence, when Miss Mary is about to do the Japanese
meeting with Mr Moro she has to carry her business card with herself, which should be in,
perfect condition without any folds and scratches. Moreover, while exchanging the business
cards in japan the person has to hold it with its both hands, with the facing information so that
the other person can easily read what is written over it (Dunn, 2011).
In terms of first meetings, exchanging business cards are extremely vital with both the hands,
which demonstrate a greater respect. Then after considering it the person need to take time to
memorize all the important information. Hence, the exchanged cards should also be placed
properly and courteously into the commercial card holder, it should not be shoved into a
pocket just like tissue and do care not to damage or bend the card hence, by doing so they
consider to be a direct insult (Venture Japan, 2019).
In terms of meetings person should always be formally dressed without being overdressed.
Another important aspect in terms of Japanese meetings are they the other person needs to

Business culture 2
show interest during meetings and its acceptability to take records or repeat contestants
thoughts in order to elucidate what is being said in meeting (De Mente, 2012)
.Most importantly, promptness is must in the industry and communal meetings in japan. In
terms of relations, both occupational and individual relations are categorized. Elder persons
their having complex position than younger, men are higher than women are and senior
executive are advanced than junior administrators are.
Along with these to make the business meeting pleasant, person focus should be on
establishing friendly relations, harmony and trust. Formally, conducted meetings require
etiquette and harmony and there should be removal of unpleasantness and confrontation.
Hence, proper introduction to business contracts is must who is thinking of performing new
business at new place with new culture (Eckard, Marchiori, Carraher, and Stiles, 2014).
Hofstrede cross- cultural dimession majorly highlights about the six dimession which is used
to understand the difference in cross-cultural across countries. This type of model helps in
getting knowledge about the different culture of different country and above all it helps in
knowing the impact on the business settings.
(Source: Hofstede, 2011)

Business culture 3
In terms of low and high power distance: it majorly highlights about power distribution
within the members of the institution or organisation. In Japanese context, they are having a
broad line hierarchical society. As compared to the Asian countries, japan is more
hierarchical as all the judgments are confirmed by each of the categorized layer and finally
the top-level organization confirms them. Although there is slow decision-making process but
things in business is carried out at proper levels. Moreover, there is an strong Japanese
education system in which everyone is born equivalent and everyone can gets ahead and
become anything but for which they need to work harder (Hooker, 2012).
Individualism v/s collectivist segment highlights about the gradation of interdependence,
which a civilization upholds among personalities. As in individualist society, people use to
look after them and their uninterrupted household and communist prefer to take precaution of
them and other in exchange of faithfulness. In this aspect, japan scores 46%, which highlights
that they carry overprotective culture and their domestic name, and assets, which are
congenital, from their ancestor. Japanese are also well-known for their trustworthiness
towards their businesses. Hence, Japanese are experienced as collectivist in comparison to the
western standards. Lastly, they are more reserved and are more private than compared to
Asian countries (Hofstede, 2011).
Masculinity v/s femininity dimession highlights that how much the civilization is driven by
rivalry, attainment and accomplishment. In addition, a low score highlights about dominant
values in society are caring for others and quality of life. In japan context, 95% throw light on
masculine driven society. Hence, due to this there a severe competition in between groups
likewise, in corporate concern employees are most motivated when they are fighting in a
winning team against their competitors. More of masculinity in japan helps in driving more
of excellence and perfection in their material production and presentation and in every aspect
of life (Hofstede, 2011).
High and low uncertainty avoidance highlights about the conformability with the
unstructured and dealings in uncertain situations. There is certain countries culture, which
accepts ambiguity while negotiating, and for the answers and solutions, they seek rules and
regulations. In terms of Japanese, they is about 92% score of uncertainty avoidance which
states that Japanese always prepare themselves for any kind of uncertain situation. While in
corporate concern, Japanese before starting meetings takes a lot of time and efforts for
making a feasibility study and considering all the risk factors before commencing any project.

Business culture 4
Moreover, before taking any decisions Japanese mangers collect all the details data before
going in depth of the project (Hooker, 2012).
Long and short-term orientation highlights about the society, which upholds some relations
with its own ancient, while allocating with the encounters of the current and the future. In
Japanese concern, there is an 88% score, which comes under long-term orientation societies.
In corporate aspect, Japanese their constant high rate of investment, higher own capital rate,
priority to steady growth of the market share and so on. Moreover, they also serve the
durability of the companies. (Hofstede, 2011).
Indulgence v/s restraint aspect highlights that what extent does persons try to regulator their
needs and instincts. Relatively, a weaker control over an impulse directs towards
“indulgence” and comparatively resilient control over impulse highlights the “restraint”
nature. Hence, in terms of Japanese with the low score of 42% which highlights the restraint
culture which having a propensity to pessimism and cynicism. Hence, with such nature
Japanese do not much stress on their freedom period and had a major resistor over the
satisfaction of their wishes (Hofstede, 2011).
Hence, from the above hofstede cross-cultural dimession we can highlight that Japanese are
totally different if we compare it to Asian countries or western countries. Likewise, many
issues like misconduct, lack of communication, lack of knowledge of Japanese culture and
working environment lead to the bad impression and affects overall reputation of the
company who is thinking of opening a new venture in Japan (French, 2015)
.Hence, certain suitable things, which Mary can, do in order to increase the success of the
meetings and the future business arrangements are-
 As per the Japanese culture, Miss Mary need to punctual because punctuality is
mandatory for conducting meetings. As being late is treated to be rude in term of
Japanese beliefs.
 Business cards are important part of doing business with Japanese in order to establish
the credentials. Therefore, Miss Mary needs to carry her business card while
conducting the business meeting with Mr Moro. It is advisable to have business card
one side in English and other side to be in Japanese (Kelly, 2017).
 The bow part is the most important aspect in Japanese business protocol. As bowing
before Japanese before starting the meetings and conduct helps in expressing

Business culture 5
appreciations, making apologies and requests and as well as for greetings and
farewells. Hence, Ms. Mary should bow while meeting Mr Moro so that she can
convey both respect and humility.
 Moreover, in terms of Japanese decisions making is slower and ultimate decisions are
based on many meetings and more documentations needed as they belief that slower
decisions making helps in minimizing errors and brings consistency to all the levels.
Hence, Ms Mary needs to work with patience with them as they work by considering
all the facts and figures to remove ambiguity (Interpod, 2019).
 Lastly, in terms of communication style Japanese rely on facial expression,
tone, voice and posture. Moreover, while talking looking at eye is considered
disrespectful especially a person who is elder or senior at age or status. Hence, Ms
Mary needs to speak politely and without seeing in an eye in order to show respect
towards Mr Moro as he a senior manager of his organisation (EU business in Japan,
2019).
From the above-mentioned essay, I want to conclude that while entering or doing business in
Japanese context certain point are need to be considered as every countries culture differ from
each other and demand something for the generating successful business deals. Hence, from
the above essay, it highlights that Ms Mary needs to follow certain Japanese rules of
conducting a meeting with the Japanese manager likewise; keeping in mind the way of
communication, negotiation, showing respect and punctuality for leading the successful deal
with Mr Moro.

Business culture 6
References
Adekola, A. and Sergi, B.S., (2016) Global business management: A cross-cultural
perspective. Routledge
De Mente, B., (2012) Japan: Understanding & Dealing with the New Japanese Way of Doing
Business!. Cultural-Insight Books
Dunn, C.D., (2011) Formal forms or verbal strategies? Politeness theory and Japanese
business etiquette training. Journal of Pragmatics, 43(15), pp.3643-3654
Eckard Marchiori, B., E. Carraher, C. and Stiles, K., (2014) Understanding and overcoming
business etiquette differences in Japan, Turkey, and the United States of America. Journal of
Technology Management in China, 9(3), pp.274-288
EU business in Japan.(2019) business culture [ Online] Available from:
https://www.eubusinessinjapan.eu/culture/business-culture [Accessed 5/04/2019]
French, R., (2015) Cross-cultural management in work organisations. Kogan Page
Publishers
Hofstede, G., (2011) Dimensionalizing cultures: The Hofstede model in context. Online
readings in psychology and culture, 2(1), p.8
Hooker, J., (2012) 19 Cultural Differences in Business Communication. The handbook of
intercultural discourse and communication, 29, p.389
Interpod. (2019) doing business in japan : 4 cultural differences [Online] Available from:
https://www.interproinc.com/blog/doing-business-in-japan-4-cultural-differences [Accessed
5/04/2019]
Kelly, D.(2017) Cultural tips for doing business in Japan [ Online] Available from:
https://www.tripsavvy.com/doing-business-japan-468571 [Accessed 5/04/2019]
Thomas, D.C. and Peterson, M.F., (2017) Cross-cultural management: Essential concepts.
Sage Publications.

Business culture 7
Venture Japan.(2019). Secrets of Japanese business culture [ Online] Available from:
https://www.venturejapan.com/business-in-japan/doing-business-in-japan/secrets-of-
japanese-business-culture/ [Accessed 5/04/2019]