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Business in Japan, 2006.
An overview of the advantages and disadvantages of doing business in Japan.
1,727 words (approx. 6.9 pages), 3 sources, MLA, $ 55.95
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Abstract
In today's hyper-competitive, globalized world, doing business in Japan is a logical step for many organizations. This paper examines how there are significant opportunities that lie in the land of the rising sun and how with these opportunities come distinctive challenges. It attempts to show that by understanding the unique business culture of Japan, as well as the historic culture of their people, organizations can be better prepared and more likely to succeed in a very competitive marketplace.
Outline
Introduction
Overview of Japanese Economy
Advantages to Doing Business in Japan
Disadvantages of Doing Business in Japan
Mistakes Often Made When Doing Business in Japan
Relationships in Japanese Business
Etiquette in Japanese Business
Conclusion
From the Paper
"The Japanese market is well established, as opposed to the rapidly emerging markets of other Asian countries, such as China and India. Japan has a lengthy history of technology and product development and acquisition and is enjoying slow to moderate growth, with the end of a 12-year recession. Despite this recession, the Japanese economy is still larger, in real terms, than China. Add to this the benefit of a modern and comparatively legal system, financial markets, governance systems, patent laws, and a business code that is both highly ethical as well as predictable. China does not offer these benefits, in their economy. There is still much work to be done to China's legal and financial systems to be of similar value as Japan."
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Doing Business in Japan, 2005.
A discussion on the considerations that should be taken into account before doing business in Japan.
821 words (approx. 3.3 pages), 3 sources, MLA, $ 29.95
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Abstract
This paper acknowledges how, in today?s increasing era of globalization, more and more foreign companies and individuals are discovering the wonderful, profitable, and sometimes, challenging world of doing business in Japan. It attempts to show how, although many have been lured by the boom times of the recent past, leaner times require a thorough knowledge of the business and cultural environment.
From the Paper
"Although, relative to the economic growth of the nation (over the sum of the 1990?s) has vastly outstripped the infrastructure growth, it must be noted that the level of infrastructure is still more than adequate for virtually any business enterprise in the nation. Japan enjoys modern and efficient railways, highways, pipelines, sea ports, airports, communications, and electrical equipment that rival any in the developed world."
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Business with Japan, 2002.
A study of the cultural differences evident when doing business with Japan.
2,650 words (approx. 10.6 pages), 15 sources, $ 97.95
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Abstract
This paper states the cultural preferences of Japanese businesses and explains how the American business person can overcome the cultural barriers and penetrate the Japanese market to claim a portion of success.
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Doing Business in Japan, 2005.
This paper discusses the recommendation that businesses wishing to do business in Japan should find a Japanese partner for a joint venture.
1,910 words (approx. 7.6 pages), 8 sources, APA, $ 60.95
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Abstract
This paper explains that Japanese companies keep their subsidiaries very tightly controlled by the parent company than most other multi-national firms; even when decision-making is delegated to other managers, the Japanese practice of consensus results in consultation with the head office in Tokyo. The author points out that, having learned some tough lessons from the financial problems of the last several years, there is now a "liberalization" of the traditional Japanese ultra-conservative and xenophobic economic policies, which makes it easier for foreign companies to invest in joint ventures. The paper relates that Japanese companies are making an effort to go global, which means they are not merely sending expatriate Japanese managers, as in recent years, but are opening up more to the cultures and practices of other countries.
From the Paper
"There are now several valuable books on the subject of doing business in Japan. It would be wise for our top executives to become familiar with many of the "do's and don'ts" for Japanese communication. However, at the same time, Japanese firms are now under constraints from the international business community, including the U.S. "We feel it is perfectly legitimate to insist that Japanese companies doing business globally adhere to fair practices, both at home and abroad." In other words, for our company to penetrate Japanese markets, we need to be aware of several factors tilting in favor of local companies visa vie outsiders. This is one more reason for initiating a joint venture with a well-situated Japanese firm. It would save our company valuable time and money. Instead of starting from scratch as a "foreigner" and "outsider" we would have an entree with a "local" (i.e. Japanese) firm."
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Doing Business in Brazil and Japan, 2002.
A how-to paper for women, comparing Japan and Brazil's business ettiquette
831 words (approx. 3.3 pages), 3 sources, MLA, $ 29.95
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Abstract
This paper examines ways in which a woman can successfully navigate her way around the business worlds of both Japan and Brazil. It compares business traditions from each country, especially with regard with what is acceptable for women. The paper covers issues such as appropriate business ettiquette, greeting gestures, hierarchy and status. The paper also shows general similarities between both countries.
From the Paper
"Greetings are conducted differently in Japan and Brazil. First names should be avoided when greeting Japanese business contacts. Instead, use the suffix ?-san? to the family name or use the title ?misuataa?, Mr., or ?miseusu?, Mrs., and the family name. All introductions are made in order of seniority. One should nod or bow to the same that your counterpart has. Men should bow with their plans flat against their thighs while women should bow with the palm of their hand placed over the back of their left hand and should lower their eyes. Unlike Japanese, Brazilians like to be on a first name basis. However, even here, one should not use first names until invited to do so. Use professional titles to address business contacts of, if there is no title, use the term ?Senhor?, Mister, or ?Senhora?, Mrs. followed by the appropriate first or last name as indicated to you by the individual."
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Conducting Business in Japan: A North American Manager's Guide, 2003.
Investigates the Japanese culture and its implications for conducting international business within the country.
5,700 words (approx. 22.8 pages), 26 sources, MLA, $ 137.95
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Abstract
Japan is a force to be reckoned with when it comes to the global business environment. It is imperative to gain an understanding of this nation's unique and intricate culture in order to facilitate success business ventures with its people. This paper first discusses an overview of the Japanese culture, including basic facts, history, government, religion and economy. An in-depth analysis is then performed on Japanese business practices, including Japanese values, meeting etiquette and protocol and women in the business world. Lastly, implications for domestic and international managers within Japan are examined. Also included are numerous interviews with businesspeople who have or are working in Japan to contrast their perspectives with those of North Americans.
Table of Contents:
Basic Facts
A Brief History
Japanese Government
Religion
The Japanese Economy
Japanese Business Practices
- Values in Practice
- Meeting Etiquette and Protocol
- Women in the Business World
Management Implications
Appendices:
Appendix I
Interview Results
Appendix II
Japan?s Placement on
Indices in the Text
Appendix III
Top 15 Important Lessons Every Business Person Must Know Before
Doing Business WITH or IN Japan!
Appendix IV
How Culture Affects Management Approaches: Cultural Dimensions
Appendix V
A ?Must-Know? List of List of Japanese Culture and Customs
Addendum
Article Summary: Current Intercultural Issues and Challenges
From the Paper
"The Japanese have a deep-rooted culture and value system that helps to dictate their daily business dealings. Primary to these values is the concept of trust and of establishing long lasting relationships. The Japanese will go to great lengths to get to know their business counterparts in order to feel at ease with them. Thus, when Western managers first meet their Japanese counterparts, they should be ready to participate in discussions that cover topics such as personal hobbies and family life. Moreover, after creating a bond of trust between the two parties, it is expected that the relationship will last for some time as the Japanese value long lasting relationships that are of mutual benefit. This concept is based on the Japanese heritage of being an isolated nation where people stayed in one place for a long time and thus formed long lasting relationships."
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Intercultural Business Communications in Japan, 2003.
Discusses how an American executive can make a good first impression on a Japanese executive upon their first business meeting.
8,218 words (approx. 32.9 pages), 16 sources, MLA, $ 175.95
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Abstract
The first few minutes of a business meeting can be very crucial to a company. When dealing with the Japanese culture, or any other culture for that matter, one may come across things that are very different from what one is used to in America. It is no surprise that different cultures have different values and beliefs. These values tend to come into conflict when communicating with cultures that business people are unfamiliar with. This conflict, which occurs during the communication process, can cost companies thousands of dollars in profits if it is not handled properly. This problem needs to be addressed so that employers and executives have a better idea of how to handle the situation when it occurs. This report demonstrates the issues which need to be addressed to prepare an American for a business meeting in Japan and how the American can make a good first impression. The paper gives recommendations to management and other people who may want to implement a strategy for improving their employees? or their own communication skills.
From the Paper
"To understand the business culture of the Japanese, we must understand their day-to-day culture and etiquette. The Japanese are very group-oriented and homogeneous. Japanese will think of the group first rather than themselves. No one is completely independent in Japan; they must always be conscientious about others (Condon 9). Americans are more individualized and focus on themselves before the group. The Japanese prefer to have unanimous agreement rather than agreement by the most votes. They believe in negotiating until agreement emerges and if unanimity does not materialize it is better to defer making the decision."
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Cultural Aspects of Doing Business in Japan, 2000.
5,290 words (approx. 21.2 pages), 22 sources, $ 131.95
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Abstract
This paper discusses the cultural aspects of doing business in Japan. The paper looks at the Japanese economy and why Japan is important, then discusses the Japanese business cultural framework and how it differs to the US society and values. The paper looks at aspects of Japanese society such as homogeneity and etiquettes, collectivism and interdependence in order to show their implications on the business world and work out how to bridge the gaps.
From the Paper
"Understanding Japanese business practices and the Japanese market has become a necessity for the American executive. Knowing how Japanese business people think and what factors influence decision-making is essential for conducting business with Japanese firms. The business person working to gain a foothold in Japan faces two major problems with regard to Japanese business customs: how to go about making an initial approach to a Japanese company and how to maintain and develop a business relationship once it has been established. In essence, business success in Japan hinges on the businessperson?s comprehension and appreciation of Japanese customs and values. Although business people from different cultures are becoming increasingly knowledgeable of and familiar with each other's customs and business practices, the application of such knowledge is often superficial. In many cases, the very familiarity of a custom or mannerism merely serves to mask the underlying deep-seated differences."
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Business Customs Between Japan and the U.S., 2006.
An examination of the differences in Japanese and U.S. business customs.
1,951 words (approx. 7.8 pages), 9 sources, MLA, $ 62.95
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Abstract
In this paper the author examines the striking differences between Japanese and U.S. business customs which emanate from their different cultures. The author looks at the main concepts that differ between the two nations such as the Japanese emphasis on trust which they believe must be a major component of all long-term relationships. The author gives the example of how contracts do not have as much meaning as with U.S. business relationships. The author discusses in detail the main concepts that the Japanese work under, trust and harmony, unity and intuitive decision making. In conclusion the author points out that although the customs of Japanese business relationships are becoming more widely known and understood, he still recommends that a third party intermediary is taken to help in transactions. This, he states is quite common practice and a preferred practice of the Japanese so that many of the common errors of business protocol can be avoided.
Table of Contents:
Key Concepts
Group Harmony or Wa
Long-Term Relationships, or Nagai Tsukiai
Public Face;Tatemae and True Feelings; Honne
Communication Without Words; Hara-gei and Trust; Shinyo
Conclusions
From the Paper
"This aspect of the Japanese value system has important implications for business negotiations with Japanese clients or partners and is an area where particularly Americans with their somewhat "helter-skelter," lifestyles tend to look upon as superfluous. Therefore, this striking difference of culture-clash is by way of contrast and comparison quite an important factor for the American businessperson to study very carefully if one wishes to conduct business on any level in Japan. Executives of the Japanese organization will want to spend a great deal of time in getting to know prospective foreign associates and it explains why there is so much emphasis on the getting acquainted phase of the first meeting and why informal socializing is such a crucial component of establishing a business alliance in Japan."
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Business in Nigeria, Thailand and Japan, 2006.
A comparison of business transaction strategies in Nigeria, Japan and Thailand.
2,297 words (approx. 9.2 pages), 9 sources, APA, $ 70.95
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Abstract
This paper compares the similarities and differences in the political systems, economy and culture of the countries of Nigeria, Japan and Thailand. It examines the benefits and detriments that might occur while business transactions are being processed. It also looks at the best possible approaches that business people in each of these countries should optimally utilize for achieving the best possible results in both the long and short term.
Table of Contents:
Objective
Introduction
Overview of Japan
Key Issues Relating to Business Transaction Difficulties
Overview of Nigeria
Key Issues Relating to Business Transaction Difficulties
Overview of Thailand
Key Issues Relating to Business Transaction Difficulties
Comparison of Nigeria, Thailand, & Japan
Summary and Conclusion
From the Paper
"The structural characteristics in large Asian firms that present problems in the global business society are factors such as the fact that Asian firms are generally very poorly structured, family owned and managed businesses with investments being based on connections and centralized decision-making. Cash accounting is the preferred method of business transaction which results in the companies being greatly limited in the global market. Companies are categorized by internal funding and little to no transparency in accounting and auditing processes.., Abuse of minority shareholders is prevalent and management is patriarchal."
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Japanese Business Management, 2005.
An analysis of the future of small businesses in Japan.
1,527 words (approx. 6.1 pages), 15 sources, MLA, $ 50.95
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Abstract
This paper discusses the future of small businesses in Japan and considers whether the era of the supportive small firm has ended. The paper examines whether small businesses are profitable in Japan's present economy. It then offers an explanation of the changing roles (trends) of the small firm in Japan. It looks at small businesses which have supported the large firm segment in Japan and then discusses their future.
From the Paper
"The corporations in Japan have various dilemmas related to governance and has been thus since the decade of the 90's. The firms were termed "bank-based or stakeholder-oriented models with the external of corporate management vested in the main banks and the corporate management was a composition of internally promoted insiders that were assimilated into the culture of the corporation based on lengthy relationship terms .Approximately fifty-percent of the workers at a manufacturing company located in central Japan in the Tokai region work in a managerial capacity which is said to save money for the firm. The company, who wanted to be unnamed in an aggressive move convinced union members to become managers in 1999. Yet convinced these individuals that the company could not afford to pay them overtime. The managers make less in terms of overtime pay than do ordinary employees. With the second largest economy on a global basis, the country of Japan struggling with a banking (internal) crisis and an accompanying financial crisis. "
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"How to Do Business with the Japanese", 2005.
This paper describes the business culture of Japan based on the book "How to Do Business with the Japanese" by Boye deMente.
910 words (approx. 3.6 pages), 1 source, MLA, $ 32.95
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Abstract
This paper explains that Americans and other Westerners find negotiating with Japanese both frustrating and fascinating because Westerns are unable to believe things are as they seem in Japanese business proceedings, which results in some unusual and roundabout ways of negotiation. The author points out the difficulty of using advertising created in America because many English terms simply do not translate properly into Japanese and many of the people working at so-called "English-speaking agencies" do not speak English well enough. This paper concludes that, although the book was written in 1993, the author's description of the hard and fast traditional ways the Japanese strongly insist on doing business with foreigners means it will be well into the 21st century before anything changes and the Japanese will come to realize that some of their frustrating business methods need to be updated and internationalized.
From the Paper
"The language barriers are formidable. DeMente figures only about 5% of all interpreters from Japanese to English are truly competent, which means that often the nuances of both languages fail to get translated and everyone misses the point. Even in lighthearted situations, the misunderstandings can be hard to grasp. At an Osaka hotel, next to a series of sunlamps in the spa, there was a sign which read "To Kill Water Bugs." Actually, the lamps were for athlete's foot treatment, but the Japanese term for Athlete's foot is mizu mushi which translates as "water bugs"."
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BMW Japan, 2002.
An analysis of the business environment in Japan using BMW as a case study.
2,700 words (approx. 10.8 pages), 9 sources, APA, $ 80.95
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Abstract
This paper examines how the BMW Group has enjoyed immeasurable success in the Japanese market through ambition, determination, the appointment of several clever key people, comprehensive research undertaken on the nature of the Japanese political, business and cultural environment and a very slick, carefully orchestrated marketing campaign. It attempts to analyze this success by identifying the key decisions and decision-makers in the development of BMW Japan from 1981 to the present day from the poachment of Yoji Hamawaki from Kawasaki America to head up BMW?s venture into Japan, to the establishment of their dealer network that defied convention and their carefully targeted marketing campaign.
Table of Contents:
Abstract
Body
Introduction
Business Environment of Japan
History of BMW in Japan
Competitors
Sales Volume Statistics
Political and Legal Environment of Japan
Barriers of Entry for Foreign-Owned Companies
Safety and Environmental Issues
Cultural Environment of Japan
Customer Demographics
BMW Marketing Strategy
References
Endnotes
From the Paper
"The Tokyo headquarters set up a customized dealer development department to facilitate the new network. For Japanese car manufacturers this was the norm: each company housed a department to employ and educate new dealers, conduct seminars, release direct mail to support their marketing efforts. However, foreign car makers did not incorporate this in their business operations. They also did not invest millions of dollars to develop a local parts center to support dealers, like BMW did. BMW's obligation to its dealer network was unique to the Japan market involving foreign companies. BMW treated its dealers very well."
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Asia Pacific Business, 2004.
This paper compares the business environments of China and Australia and of South Korea and Japan as part of the nine Asia Pacific countries.
2,795 words (approx. 11.2 pages), 13 sources, APA, $ 83.95
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Abstract
This paper explains that the difference in the business environment of Australia and China has the potential to cause considerable problems: Chinese managers are significantly more motivated by economic security, independence and control in contrast to their Australians counterparts. The author points out that companies in Australia are not as bound by government regulations as the Chinese are; even the influence of unions is not appreciated in Australia. The paper relates that, despite the legendary animosity that exists between Japan and South Korea, the two countries have comparable models of economic development; both plans for 'democracy' were borrowed from other governing states.
Table of Contents
Statement of Thesis
Introduction
Review of Case Study
South Korea and Japan
From the Paper
"The Australian economy has seen significant changes in the past fifteen years. The government in Australia initiated a series of macro and micro-economic reforms. These reforms were inclusive of phasing out tariffs, waterfront, shipping and air freight reform, financial deregulation, floating of the dollar as well as the freeing up of the labor market gradually. Stated 'key elements' of the reform agenda on the micro-economic scale are that of public sector reform and privatization. "
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International Business Start Up, 2005.
Examines the challenges associated with building an Asian Fusion business.
2,070 words (approx. 8.3 pages), 8 sources, APA, $ 71.95
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Abstract
This paper examines the challenges associated with building an Asian Fusion fast food business in the United States, and then exporting it to Japan. The information the business will need and the risks it will be taking are all discussed.
From the Paper
"This paper explores the process of starting an international business. The process involves starting a restaurant chain in the United States offering a Japanese-Asian fusion menu and then expanding that ..."
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