What is "Japan digital collaboration"?
Many people say they want to expand overseas and do business with foreign countries, but do not know where to start. The market is shrinking rapidly in Japan, and this trend is finally starting to accelerate.
At present, the average age of the Japanese population is said to be 48 years old. You could call Japan an aging nation. The average age is a barometer of a country's vitality. Japan has the highest average age and one of the weakest economic forces in the world. Consumer confidence is weak, and recovery from the Covid-19 pandemic is expected to be slow.
On the other hand, young countries experiencing the same Covid-19 pandemic are more likely to recover their willingness to spend after the end of the disease. Younger countries have a lot of desire to buy a house, buy a car, and many other things. The average age of ASEAN countries is surprisingly young, for example, Indonesia is 29 and Cambodia is 26. People in these growing countries have a real appetite for spending. The entrepreneurs in those countries are also young and eager to rise, to learn and to challenge themselves. It was the same in old Japan: during the high growth period of the 1960s, people competed to buy things. Today's ASEAN region can be said to be what it was like when Japan was at its most vibrant.
Japan has been unable to find a way for solution. However, Japan's accumulated know-how, products and services are excellent. However, in spite of the superior products and services, there are no customers. We want to find a way out of a market that is shrinking year by year, and into an overseas market that is expanding year by year. Isn't this a desire shared by all Japanese companies?
"Japan digital collaboration" is a service that responds to the needs of these Japanese companies.
We don't know where to start.
Even if you want to expand overseas, you don't know where to start. You don't know who to ask. Even in today's era of globalization, such voices are heard from companies all over the world. Even if a company is willing to take on the challenge, there are many barriers to overcome, and many companies end up abandoning the idea. A cautious company will form an internal team to gather preliminary information and conduct a site visit. After the visit, we analyze the information and carefully examine whether or not there is a market for the company, and if we determine that there is a possibility based on the data, we begin preparations for the establishment of the local company. However, once in the country, they are overwhelmed by business practices and cultural barriers that are completely different from those in Japan, and it takes many years to overcome them. It takes a long time for Japanese companies to expand overseas, which is rare in the world.
On the other hand, when executives themselves boldly challenge themselves to try it first, they very often look for connections and rely on people they happen to meet to expand their business. Sometimes, you will meet a great business partner, but very often, you will also meet someone who is not. Overseas expansion is largely dependent on who you meet. It tends to be a risky development that depends on luck.
Covid-19 will change the way we expand overseas.
The social change brought about by Covid-19 is online. We are changing into a society where everything, from meeting to trading, is online. Until now, it took a huge amount of time and cost to expand overseas. Only a few Japanese companies were able to overcome this huge barrier. However, with the advent of the online society, the cost of economic activities has dropped dramatically, and the same is true for overseas expansion. It is no exaggeration to say that all companies are now able to expand overseas.
What is the key to success in overseas business?
Continuous dialogue is essential.
Conventional overseas business matching has had major challenges in terms of continuity. They go abroad after a long period of preparation and talk directly with local companies. On the day of the matchmaking, expectations are high due to the heated discussions with the local company. However, as they returned to Japan and time passed, their expectations grew more and more distant. It was very common.
Why couldn't they expand overseas when they had the potential? It is because there is no continuity of dialogue. As soon as they return to Japan, the relationship with each other is cut off. What is most important for overseas expansion is an uninterrupted dialogue with your business partners. With overseas expansion comes a high wall of physical distance. The psychological stress of the distance is much greater, and it keeps you away from small dialogues. The amount of dialogue is the driving force behind overseas expansion. A series of small conversations. This is the secret to the success of your overseas business.
People around the world have realized that a byproduct of this Covid-19 pandemic is online work. We can now have a dialogue with foreign companies whenever we need it. Even if it is a small question, we will soon be able to have a dialogue with foreign companies. This movement leads to mutual trust.
In order for foreign companies to get to know your company's products and services, you will engage in a series of dialogues with foreign companies. In this way, the distance between you and the foreign company will decrease rapidly.
Mutual trust is necessary for overseas expansion
In the 1970s, Japan was not well received by the ASEAN countries. However, in August 1977, Prime Minister Fukuda announced the "Fukuda Doctrine" to improve Japan's relations with ASEAN countries, which has become the basis for Japan's current relations with ASEAN countries.
We urge all companies wishing to do business with ASEAN countries to keep the "Fukuda Doctrine" in mind when acting.
The Fukuda Doctrine is:
First, Japan, a nation committed to peace, rejects the role of a military power.

Second, Japan, as a true friend of the countries of Southeast Asia will do its best for consolidating the relationship of mutual confidence and trust based on "heart-to-heart" understanding with these countries.

Third, Japan will be an equal partner of ASEAN and its member countries, and cooperate positively with them in their own efforts to strengthen their solidarity and resilience.
Rather than imposing the Japanese way of doing business, we should do business by communicating heart to heart and respecting the culture and traditions of the other country.