International Business - JAPAN

8/9/2019 International Business - JAPAN

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1 | P a g e I n t e r n a t i o n a l B u s i n e s s - J A PA N

Department of Management Sciences

The Islamia University of Bahawalpur Rahim Yar Khan Campus

INTRODUCTION

COUNTRY NAME

Conventional short form: Japan

Local long form: Nihon-koku / Nippon-koku

Local short form: Nihon/Nippon

BACKGROUND:

In 1603, after decades of civil warfare, the Tokugawa shogunate (a military-led,dynastic government) ushered in a long period of relative political stability and isolationfrom foreign influence. For more than two centuries this policy enabled Japan to enjoy aflowering of its indigenous culture. Japan opened its ports after signing the Treaty of Kanagawa with the US in 1854 and began to intensively modernize and industrialize. Duringthe late 19th and early 20th centuries, Japan became a regional power th at was able todefeat the forces of both China and Russia. It occupied Korea, Formosa (Taiwan), andsouthern Sakhalin Island. In 1931-32 Japan occupied Manchuria, and in 1937 it launched afull-scale invasion of China. Japan attacked US forces in 1941 - triggering America's entry

into World War II - and soon occupied much of East and Southeast Asia. After its defeat inWorld War II Japan recovered to become an economic power and an ally of the US Whilethe emperor retains his throne as a symbol of national unity, elected politicians hold actualdecision-making power. Following three decades of unprecedented growth, Japan'seconomy experienced a major slowdown starting in the 1990s, but the country remains amajor economic power. In January 2009, Japan assumed a nonpermanent seat on the UNSecurity Council for the 2009-10 terms.

GEOGRAPHY:

Eastern Asia, island chain between the North Pacific Ocean and the Sea of Japan, east of theKorean Peninsula.


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AREA:

Total: 377,915 sq km

Land: 364,485 sq km

Water: 13,430 sq km

COASTLINE:

29,751 km

CLIMATE:

Varies from tropical in south to cool temperate in north

TERRAIN:

Mostly rugged and mountainous

NATURAL RESOURCES:

Mineral resource is Fish which is negligible. The world s 2 nd largest Oil Importer.

IRRIGATED LAND:

25,920 sq km (2003)

ENVIRONMENT CURRENT ISSUES:

Air pollution from power plant emissions results in acid rain; acidification of lakes andreservoirs degrading water quality and threatening aquatic life; Japan is one of the largestconsumers of fish and tropical timber, contributing to the depletion of these resources inAsia and elsewhere.


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PEOPLE

POPULATION:

127,078,679 (July 2009 est.)

AGE STRUCTURE:

0-14 years: 13.5% (male 8,804,465/female 8,344,800)

15-64 years: 64.3% (male 41,187,425/female 40,533,876)

65 years and over: 22.2% (male 11,964,694/female 16,243,419) (2009 est.)

POPULATION GROWTH RATE:

-0.191% (2009 est.)

BIRTH RATE:

7.64 births/1,000 population (2009 est.)

DEATH RATE:

9.54 deaths/1,000 population (July 2009 est.)

UR BANIZATION:

Urban population: 66% of total population (2008)


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SE X RATIO:

At birth: 1.06 male(s)/female

Under 15 years: 1.06 male(s)/female

15-64 years: 1.02 male(s)/female

65 years and over: 0.74 male(s)/female

Total population: 0.95 male(s)/female (2009 est.)

INFANT MORTALITY RATE:

Total: 2.79 deaths/1,000 live births

Male: 2.99 deaths/1,000 live births

Female: 2.58 deaths/1,000 live births (2009 est.)

LIFE EXPECTANCY AT BIRTH:

Total population: 82.12 years

Male: 78.8 years

Female: 85.62 years (2009 est.

TOTAL FERTILITY RATE:

1.21 children born/woman (2009 est.)

ETHNIC GROUPS:

Japanese 98.5%, Koreans 0.5%, Chinese 0.4%, other 0.6%


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RELIGIONS:

Shintoism 83.9%, Buddhism 71.4%, Christianity 2%, other 7.8%

LANGUAGES:

Japanese

LITERACY:

Definition: age 15 and over can read and write

Total population: 99%Male: 99%

Female: 99% (2002)

EDUCATION EXPENDITURE:

3.5% of GDP (2005)


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GOVERNMENT

GOVERNMENT TYPE

A parliamentary government with a constitutional monarchy

CAPITAL

Name: Tokyo

Geographic coordinates: 35 41 N, 139 45 E

Time difference: UTC+9 (14 hours ahead of Washington, DC during Standard Time)

ADMINISTRATIVE DIVISIONS

47 prefectures: Aichi, Akita, Aomori, Chiba, Ehime, Fukui, Fukuoka, Fukushima, Gifu, Gunma,Hiroshima, Hokkaido, Hyogo, Ibaraki, Ishika wa, Iwate, Kagawa, Kagoshima, Kanagawa, Kochi,Kumamoto, Kyoto, Mie, Miyagi, Miyazaki, Nagano, Nagasaki, Nara, Niigata, Oita, Okayama,Okinawa, Osaka, Saga, Saitama, Shiga, Shimane, Shizuoka, Tochigi, Tokushima, Tokyo,Tottori, Toyama, Wakayama, Yamagata, Yamaguchi, Yamanashi

INDEPENDENCE

660 B.C. (traditional date of the founding of the nation by Emperor JIMMU; first recognizedby Emperor Meiji in 1873)

NATIONAL HOLIDAY

Birthday of Emperor AKIHITO, 23 December (1933)


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CONSTITUTION

3 May 1947

LEGAL SYSTEM

Modeled after European civil law systems with English-American influence; judicial review of legislative acts in the Supreme Court; accepts compulsory ICJ jurisdiction with reservations

EXECUTIVE BRANCH:

Chief o f stat e: Emperor AKIHITO (since 7 January 1989)

Head of government: Prime Minister Yukio HATOYAMA (since 16 September 2009); DeputyPrime Minister Naoto KAN (since 16 September 2009)

Cabinet: Cabinet is appointed by the prime minister

Elections: Diet designates the prime minister; constitution requires that the prime ministercommands parliamentary majority; following legislative elections, the leader of majorityparty or leader of majority coalition in House of Representatives usually becomes primeminister; the monarchy is hereditary

LEGISLATIVE BRANCH

Bicameral Diet or Kokkai consists of the House of Councillors or Sangi-in (242 seats -members elected for fixed six-year terms; half reelected every three years; 146 members inmulti-seat constituencies and 96 by proportional representation) and the House of Representatives or Shugi-in (480 seats - members elected for maximum four-year terms;300 in single-seat constituencies; 180 members by proportional representation in 11regional blocs); the prime minister has the right to dissolve the House of Representatives at

any time with the concurrence of the cabinet

Elections: House of Councillors - last held on 29 July 2007 (next to be held in July 2010);House of Representatives - last held on 30 August 2009 (next to b e held by August 2013)


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ELECTION RESULTS

House of Councilors - percent of vote by party - NA; seats by party

DPJ: 109, LDP: 83, Komeito: 20, JCP: 7 SDP: 5, Others: 18

House of Representatives - percent of vote by party (by proportional representation)

DPJ: 42.4%, LDP: 26.7%, Komeito: 11.5%, JCP: 7.0%, SDP: 4.3%, others: 8.1%; seats by party -DPJ 308, LDP 119, Komeito 21, JCP 9, SDP 7, others 16 (2009)

J UDICIAL BRANCH:

Supreme Court (chief justice is appointed by the monarch after designation by the cabin et;all other justices are appointed by the cabinet)

POLITICAL PARTIES AN D LEADERS:

o Democratic Party of Japan or DPJ [Yukio HATOYAMA];

o Japan Communist Party or JCP [Kazuo SHII];

o Komeito [Natsuo YAMAGUCHI];

o Liberal Democratic Party or LDP [Sadakazu TANIGAKI];

o People's New Party or PNP [Shizuka KAMEI];

o Social Democratic Party or SDP [Mizuho FUKUSHIMA]


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CONTRACT LA W

Japanese contract law is based mostly on the Civil Code, which defines the rights andobligations of the parties in general and in certain types of contract. Kawashima writes thatCivil Code theory requires the contractor to complete the work of construction at theagreed price, and that until then the contractor bears the risk of all expenses. But he notesthat pre-war public works contracts had stipulated a possible shifting of a burden from thecontractor to the owner of the works in the event of an act of God, albeit at the discretion of the owner. Kawashima does not spell out that the contractor will be excused fromcontractual liability by an act of God under Art 415 of the Code, and the novice needs theguiding hand of academic theory to readily draw that implication from the words of theprovision. Nor does he spell out that the owner is relieved from making payments under art536(1) a rule that extends to all bilateral contracts, including the contract for work(ukeoi keiyaku). A reader must then know that the contractual stipulation allowing the

discretion to vary the effect of those Code provisions, so that the owner may share so me of the loss, is acceptable because those provisions are classified by theorists as optional rules(nin-I hoki).

The relational contract theory developed by Uchida from the start of the 1990s identifiesthe perceived gap between contemporary social practices and the legal values of classical(kotenteki) contract law in Japan. Uchida further argues that the Japanese legal system nowreveals communitarian values that deviate from the modern (kindaiteki) paradigm of values of individualism and freedom, but which should now be seen as normativelyappealing.

PROPERTY RIGHTS LAW

Like several other civil law states, Japan places a great emphasis on the rights of the tenant,and landlords are generally not allowed to unilaterally terminate leases without " justcause", a very narrowly construed concept. Many landlords are forced to "buy out" theirtenants if they wish to demolish buildings to make way for new development: one well-known contemporary instance is the Roppongi Hills complex, which offered sever al previoustenants special deals on apartments.

Despite this emphasis on tenant rights, the government exercises a formidable eminent

domain power and can expropriate land for any public purpose as long as reasonablecompensation is afforded. This power was famously used in the wake of World War II todismantle the estates of the defunct peerage system and sell their land to farmers at verycheap rates (one historical reason for agriculture's support of LDP governments). NaritaInternational Airport is another well-known example of eminent domain power in Japan.


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ECONOMY OF J APAN

The ec onomy o f J apan is the second largest in the world, after the United States at $5.07trillion in terms of nominal GDP and third after the United States and China when adjust edfor purchasing power parity. The workers of Japan rank 18th in the world in GDP per hourworked as of 2006. The Big Mac Index shows that the wages in Tokyo are the highest amongprincipal cities in the world.

For three decades, Japan experienced rapid economic growth, which was referred to as theJapanese post-war economic miracle. With average growth rates of 10% in the 1960s, 5% in

the 1970s, and 4% in the 1980s Japan was able to establish itself as the world's secondlargest economy. However, in the second half of the 1980s sliding stock and real estateprices caused the Japanese economy to overheat in what was later to be known as theJapanese asset price bubble. The bubble economy came to an abrupt end as the Tokyo StockExchange crashed in 1989. Growth in Japan throughout the 1990s was slower than growthin other major industrial nations, and the same as in France and Germany. From 4.5% perannum in the 1980s, real GDP rose just 1.5% p.a. in the 1990s and 0.8% p.a. in the 2000s.The problems of the 1990s may have been exacerbated by domestic policies intended towring speculative excesses from the stock and real estate markets. Government efforts torevive economic growth throughout the 1990s were not very successful and when theglobal economy slowed in 2000-2001 the Japanese economy was in a serious economicsituation. The economy began to recover under the policies of Junichiro Koizumi and revivedstrong growth in global trade, raising an average of 2.1% a year in 2003-07. Subsequently,the global financial crisis and a collapse in domestic demand saw the economy shrink 1.2%in 2008 and 5.0% in 2009.


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MACRO ECONOMIC TRENDS

This is a chart of trend of gross domestic product of Japan at market prices estimated by theInternational Monetary Fund with figures in millions of Japanese Yen.

Ye ar G ross D om e st ic

P rodu c t

US D ollarExch ang e

In f lat ion Ind ex

(2 000=100)

Pe r Cap ita In com e

(as % o f USA )

1955 8,369,500 360.00 10.31

1960 16,009,700 360.00 16.22

1965 32,866,000 360.00 24.95

1970 73,344,900 360.00 38.56

1975 148,327,100 297.26 59.00

1980 240,707,315 225.82 75 74.04

1985 323,541,300 236.79 86 63.44

1990 440,124,900 144.15 92 105.82

1995 493,271,700 122.78 98 151.55

2000 501,068,100 107.73 100 105.85

2005 502,905,400 110.01 97 85.04

For purchasing power parity comparisons, the US Dollar is exchanged at 93.59 (August2009).


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Japan's small agricultural sector, however, is also highly subsidized and protected, withgovernment regulations that favor small-scale cultivation instead of large-scale agricultureas practiced in North America.

Imported rice, the most protected crop, is subject to tariffs of 490% and was restricted to a

quota of only 7.2% of average rice consumption from 1968 to 1988. Imports beyond thequota are unrestricted in legal terms, but subject to a 341 yen per kilogram tariff. This tariff is now estimated at 490%, but the rate will soar to a massive 778% under new calculationrules to be introduced as part of the Doha Round.

Although Japan is usually self-sufficient in rice (except for its use in making rice crackers andprocessed foods) and wheat, the country must import about 50% of its requirements of other grain and fodder crops and relies on imports for most of its supply of meat. Japanimports large quantities of wheat, sorghum, and soybeans, primarily from the United States.Japan is the largest market for EU agricultural exports. Apples are also grown, mostly in

Tohoku and Hokkaid ; Pears and Oranges are mainly grown in Shikoku and in Ky sh . Pearsand oranges were first introduced by Dutch traders, in Nagasaki in the late 18th century .

FISHERY

Japan ranked second in the world behind the People's Republic of China in tonnage of fishcaught 11.9 million tons in 1989, up slightly from 11.1 million tons in 1980. After the 1973energy crisis, deep-sea fishing in Japan declined, with the annual catch in the 1980saveraging 2 million tons. Offshore fisheries accounted for an average of 50 % of the nation'stotal fish catches in the late 1980s although they experienced repeated ups and downs

during that period

Coastal fishing by small boats, set nets, or breeding techniques accounts for about one thirdof the industry's total production, while offshore fishing by medium -sized boats makes upfor more than half the total production. Deep -sea fishing from larger vessels makes up therest. Among the many species of seafood caught are sardines, skipjack tuna, crab, shrimp,salmon, pollock, squid, clams, mackerel, sea bream, saury, tuna and Japanese amberjack.Freshwater fishing takes up about 30% of Japan's fishing industry. Among the species of fishcaught in the rivers of Japan are many different types and some freshwater crustaceans.

Japan maintains one of the world's largest fishing fleets and accounts for nearly 15% of theglobal catch, prompting some claims that Japan's fishing is leading to depl etion in fish stockssuch as tuna. Japan has also sparked controversy by supporting quasi-commercial whaling.


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BUSINESS IN J APAN

M. Imt iaz A sso ci at e s

Rice Mi lle r, Trad e r and Ex port e r

We are one of the leading processors, millers, suppliers and exporters of the finest qualityPakistani super kernal basmati rice and long grain rice.

PAKISTANI RICE

From the foothills of Himalayas and fed by the enriched mineral snow -fed water, the slender

long grain of Basmati Rice is well known for getting doubled its size after cooking. It s exoticaroma, delicious nutty flavor and best nutritious value makes it the ultimate choice of Ricelovers across all continents. The name basmati originated from a Sanskrit word "BAS"meaning smell.

BASMATI VARIETIES

Sup e r Ke rn e l Basmat i Rice is a long grain with a slender kernel, four to five times longerthan its width. The grains are separate, light and fluffy when cooked, and mostly used forspecial dishes such as biryani.

Basmat i PK 385 Rice is a rather dry grain. The grains become long and separate whencooked having real aroma and delicate texture.

D- 98 Basmat i Rice: Sindhi Basmati is a variety that has eventually replaced PK-385 forreasons such as more yield than the latter in the province of Sindh.

P arbo ile d Rice is the rice variety that undergoes a hydrothermal steaming process topartially boil the un-husked rice. Parboiled rice is the elite rice variety that is liked byconsumers and chefs who love to have the best quality, separately cooked grains and extrafluffy rice.


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RICE MILL PROCESS

RATIONALE GOING J APAN

We are going to start exporting Rice to Japan. The major reason behind selecting rice isbecause it is widely used in their routine life. The average price of high quality rice is 2400Yen in Japan which is around 2300 Pakistani Rupees per 5 KG bag. There is a huge potentialof profits in this business. In past years, the Japanese had restricted their rice imports toprotect their local farmers, but due to World Trade Organization Agreement they ha ve to liftban on Rice imports which provided the opportunity for rice exporters to capture the

market. The American high quality rice is available around 1400 Yen per 5 KG in Japan butthat is considered to be of low quality as compared to Japanese rice. Concluding that thereis a rationale behind selecting this business that we can earn profits by going international.


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STRATEGY OF INTERNATIONAL BUSINESS

We will use G lobal Ex pans ion strategy as we anticipated demand of high quality rice in

Japan. It will help us to

y Increase Profitability

y Realize location economies

y Realize cost economies

y Earn greater returns by exploring new geographical markets

STRATEGIC CHOICE

y Int e rnat ional S trat e gy

Firms create value by transferring valuable skills & products to foreign

markets where indigenous competitors lack Centralize R&D at home, establish production & marketing in each country,

retain control over strategy -> high operating costs

Relatively weak pressure for cost reduction & local responsiveness


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ORGANIZATIONAL ARCHITECTURE

STRUCTURE

Vertical Differentiation will be the structure of the organization. Centralized decision makingin core decisions and division in Japan will be able to make decisions about Marketing andDistribution. But key decisions will be more centralized.

CONTROL AND INCENTIVE SYSTEM

O utput Controls we choose this control system because it best suits with the nature of business. The output means sales for the Japanese Division will be efficient control systemfor them.

INCENTIVE SYSTEM

Factors influencing incentive system

y Seniority and nature of work

y Cooperation between managers in subunits

y National differences in institutions and culture

y Consequences of an incentive system should be understood

The incentive will be according to the efficiency of their work. Specially the sales force thatwill be responsible for introducing the brand in Japanese market.

CULTURE

Values and norms are basis for any culture and our organization will follow local culture. TheJapanese culture is not very different from Pakistani culture so there would be no suchproblem to mix both of them to make a culture that would be best in the favor of theorganization. The core values for our organization are honesty, integrity, timely delivery andkeeping the promises.


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ENTRY STRATEGY AN D STRATEGIC ALLIANCE

BASIC ENTRY DECISIONS

Which f or ei gn mark e t?

Our target market is Japan and specifically Tokyo, Yokohama and Osaka. Later we willexpand to further cities also.

Whe n to e nt e r?

The main season for rice in northern Japan is May to October and in central Japan it is Aprilto October. Therefore we will hit the Japanese market in off season when fresh crops is notavailable. As the old rice is considered more than the fresh one as it becomes of high qualityas it gets old and we will be able to receive positive response from market without havingmuch problem from major competitors.

Wh at is t he sc al e o f e ntry?

Firstly we are going to enter in three major cities of Japan which are Tokyo, Yokohama andOsaka. We are planning to provide 15 ton rice monthly in start and later we will expand andincrease it as per the market response.

ENTRY MODE

Exporting is the entry mode we are going to use with our warehouse and wholesale store in

Japan. We will register our company in Japan and have the import license for the rice. Thenthe imported rice will be sold out in the market with our own brand name that would beJapanese friendly. We will have a warehouse in Japan where the shipments will be storedand our sales task force will do the marketing and selling job. The main focus will be to havecontracts with local retail chains to buy our product s.


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EXPORT STRATEGIES

SMALL SCALE ENTRY

We are going to enter into the market on very small level and if the market respons e will beas per desired then we will try to expand and it reduces the risk of failure to greater extent.

RELATIONSHIP WITH LOCAL DISTRI BUTORS

It will be our priority to have good relationships with local distributors as they will be ourstrategic partner in order to survive in that market.

FOCUS ON FE W MARKETS

Our focus will be on few markets as described above, then gradually we will move towardsother markets and it is cheaper and better way to enter a new geographical area.

PACKING IN J APAN

We will export rice in bulk in Japan and there in our warehouse it will be packed as per themarket requirement. It will reduce our transport cost per kg and more quantity can beexport without hassle.

EXPORT TRANSACTIONS

The transaction will be between our office in Tokyo and head office in Rahim Yar Khan.Therefore there is no risk of any fraud or cancellation of order. We will have Letter of Creditin favor of our Foreign Office and amount will be settled as per the management decision.

PRODUCTION VS OUTSOURCING

As we are going to export our commodity so there is no point of outsourcing , we will useour own production in Pakistan to fulfill the market needs in Japan. As rice is location based

product and we have the best rice available in Kamonki, Sialkot, Narowal and adjacent areaswhich is then processed and polished in order to make it ready for export.

The information technology has made the communication lot easier therefore we will be intouch with our Japan office all the time. And any order that needs to be fulfilled will beimmediately dispatched.


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GLO BAL MARKETING AN D R& D

Marketing is an essential part of any business to survive and be successful. In our particular

business we are also going to use marketing as effective tool to grab the maximum possibleshare of the market. We will try hard to recognize ourselves as a brand in Japanese RiceMarket.

SEGMENTATION

Our segmentation is on geographical basis as there is no point of segmentation on the basisof demography or social or cultural factors. We will divide our market into geographicalsegments as South Japan, Central Japan and North Japan.

TARGET MARKETS

Our target markets are three main cities in the first phase, Tokyo, Yokohama and Osaka.Then we will further include more cities in our target market with the passage of time.

PRODUCT

Our product is standardized and its packing depends upon the distributors requirements. Sothere is no chance of any differentiation in the quality of the product. The different veritiesavailable are discussed above.

DISTRI BUTION CHANNEL

We will have contracts with local distribution channels in order to save our distribution cost.By such way we can utilize the existing channels for penetrating into retail market.

PRICING STRATEGY

Price discrimination strategy will be used as we cannot charge same price for the customersin Japan and Pakistan. In Japan, price will be as compared to other imported and quali ty


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equivalent rice. Our prices will be competitive as we are new to the market and will try toestablish ourselves as quality competitor therefore we cannot set the price either too low ortoo high.

ADVERTISING

Our rice will be advertised in retail stores and outlets; we cannot do a media advertising inearly stages. But we will try to recognize our brand in food market.

RESEARCH AND DEVELOPMENT

We are not making any R&D department; rather we will take services of consultants inJapan, in order to identify the needs of local people regarding rice. They will conduct surveysand make analysis in order to identify the areas where our product can be successful andsuggest us pricing and market strategies.


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GLO BAL HUMAN RESOURCES MANAGEMENT

STAFFING POLICY

It is about selecting individuals with required skills to do a job. We will use EthnocentricPolicy in which the key management position will be filled by our representative fromPakistan and other staff will be hired from local market. It will help us to unify ourorganizational culture.

TRAINING AND DEVELOPMENT

We will aim to provide out staff cultural, language and practical training in order to copewith the business requirements. Various development programs will be conducted in orderto provide our employees opportunity to grow and develop themselves.

PERFORMANCE APPRAISAL

The appraisal of local manager will be given more weight. And local manager will be givenauthority to appraise the subordinates in the best interest of the organization.

COMPENSATION

The compensation will be designed by the professionals in Japan by considering the localmarket conditions and currently prevailing compensation system in various organizations.


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GLO BAL ACCOUNTING STANDARDS

Accounting Standards Board of Japan (ASBJ) and International Accounting Standard board

(IASB) have been closely working to unify the standard in Japan. Now Japan also follows therules given by International Financial Reporting Standards (IFRS). We cannot assure thatthere is no difference in their accounting methods but as Japan has accepted andimplemented the International Standards for Accounting and Financial Reporting thereforewe will also follow the International Pattern.

FINANCIAL MANAGEMENT

Financial management is an important decision for any organization. We cannot investhundred percent of the amount required to setup our company in Japan . We will need somefinancial assistance.

SOURCES OF FINANCE AND STRUCTURE

We have decided that we will finance 40% of the amount from Pakistan and rest of themoney will be financed by Japanese Bank at nominal interest rate. In such way we canutilize the benefit of leverage and our cost of capital will also be low.

MANAGING FOREIGN EXCHANGE RISK

There is always foreign exchange risk in foreign transactions. Therefore we will try to bestuse the Forward contracts in order to avoid foreign exchange risk. And un-necessarytransfer of funds will be avoided.

TAXATION

The tax rate for corporations in Japan is currently set at 30% fixed on their incomes. And atax return will also be submitted with Financial Statements of our subsidiary and alsoConsolidated Financial Statements as per the legal requirement.


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REFERENCES

The following references were used in preparing this report

http://en.wikipedia.org/wiki/Japan

http://www.japan-101.com/culture/

http://www.venturejapan.com/

https://www.cia.gov/library/publications/the-world-factbook/geos/ja.html

http://www.jetro.go.jp/en/invest/

http://www.introductiontojapan.com/

http://www.theodora.com/wfbcurrent/japan/index.html

http://www.photius.com/countries/japan/economy/index.html

http://en.wikipedia.org/wiki/Law_of_Japan

http://en.wikipedia.org/wiki/Economy_of_Japan

http://internationalbusiness.suite101.com/article.cfm/businessinjapan

http://www.startupoverseas.co.uk/starting-a-business-in-japan

http://www1.american.edu/ted/japrice.htm

http://internationaltrade.suite101.com/article.cfm/japans_top_exports_imports

http://www.meti.go.jp/english/policy/index_FDI_into_Japan.html

http://www.internationalbusinessstrategies.com/market-research-reports/japan.html

http://www.atimes.com/atimes/Japan/LB19Dh01.html

http://wgordon.web.wesleyan.edu/papers/jacc3.htm

http://en.wikipedia.org/wiki/Trade_policy_of_Japan

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International Business - JAPAN