Observations from working between Japan, the United States and other markets—where strategy, relationships and execution meet.
A strong product can open the door in a new market. But partner commitment depends on market relevance, commercial logic, evidence and a reason to make the opportunity a priority.
Market selection is not only about where the opportunity is largest. Goldwin’s global expansion shows how different markets can serve different strategic roles.
HUMAN MADE’s plan for UNDERCOVER highlights a crucial distinction: global brand recognition does not automatically create a scalable global business.
What the PINSTRIPE collaboration around Soho House Tokyo suggests about another route to international market entry for Japanese craft and manufacturing companies.
Portugal’s fashion and footwear industry shows how craftsmanship, industrial innovation and sustainability still require one more element: market demand.
Finland’s oldest bakery, Ekberg, shows how foreign companies can combine local representation, production, retail access and brand control when entering Japan.
For foreign B2B companies entering Japan, choosing a distributor is often treated as the first step. In many cases, the better first question is what still needs to be learned before committing to a channel partner.
Notes on judgment, translation and execution between Japan, the U.S. and other markets.