A practical guide for Western companies to navigate cultural and organizational challenges in Japanese B2B research.
Conducting B2B research in Japan has long posed challenges for Western businesses. From both logistical and cultural perspectives, Japan is often perceived as insular, hierarchical, and expensive – a reputation that has proven difficult to shift.
However, a pivotal conversation at Succeet’25 between GMO Research & AI and B2B International – two Japanese-owned research firms – sparked a new approach. Instead of reiterating the tired refrain that “Japan is difficult to research,” they asked a more constructive question:
“How can we help Western companies better understand how to conduct research in Japan – using evidence from Japanese businesses themselves?”
This led to a landmark survey of over 500 Japanese management level executives, designed to uncover the real barriers and enablers of B2B research in the region.
Following on from the release of the report from GMO Research & AI – Driving B2B Research Engagement, B2B International have created this playbook: a practical, evidence-based guide to help companies unlock insights in one of the world’s most strategic and economically influential markets.
1. Understand the Hierarchical Culture
Japanese companies often require multiple layers of approval before employees can participate in external research.
59% of Japanese respondents say their company’s hierarchical structure affects their willingness to participate in B2B surveys.
Over 50% rate approval from senior management as “extremely important” or “important” before participating.
Without senior buy-in, even motivated professionals may not participate. This is especially pronounced in secondary (manufacturing) and primary (extractive) sectors, where hierarchy is more rigid.
What to do:
- Engage with senior decision-makers early.
- Allow ample lead time for internal approvals.
- Clearly communicate the research’s purpose and value to the organization.
2. Prioritize Anonymity and Data Security
There is a strong cultural emphasis on corporate confidentiality and reputation management.
94% cite privacy concerns as a top reason for hesitancy.
Assurance of anonymity is a top-three factor influencing participation decisions.
Surveys that fail to address confidentiality will see lower response rates, especially among C-suite and senior management.
What to do:
- Clearly state that no company or individual names will be disclosed.
- Avoid questions that could be perceived as too invasive or strategically sensitive.
- Use secure platforms and look to offer NDAs if needed.
3. Build Trust Through Local Partnerships
Trust is a cornerstone of Japanese business culture, and cold outreach is often ineffective, referrals and local partnerships are preferred.
Only 17% of respondents are “motivated” to participate without a trusted introduction.
Trust is a cornerstone of Japanese business culture. Local partners can bridge the gap and facilitate introductions that would otherwise be difficult for Western firms.
What to do:
- Partner with local research agencies or industry associations.
- Use referrals or warm introductions.
- Consider in-person meetings or video calls to establish rapport.
4. Be Clear, Structured, and Respectful
Japanese professionals value clarity, formality, and respect in communication.
“Clear presentation of research objectives” is a top three participation driver.
A well-structured, respectful approach increases engagement and data quality.
What to do:
- Use precise language and structured formats in surveys.
- Avoid overly casual or ambiguous phrasing.
- Include thank-you notes and follow-up summaries.
5. Adapt to Indirect Communication Styles
Respondents may avoid direct criticism or strong opinions to maintain harmony.
Open-ended questions often yield subtle, indirect responses.
Western researchers must be attuned to the subtleties of Japanese communication, recognizing that silence or ambiguity can be significant.
What to do:
- Use scaled questions (e.g., Likert scales) to capture nuance.
- Include open-ended prompts that allow for subtle expression.
- Interpret non-responses or vague answers as meaningful data.
6. Timing and Incentives Matter
Japanese professionals are often overworked and cautious about how they spend their time.
A quarter are willing to take a survey over 20 minutes, but with that comes higher incentives, increased anonymity and data security.
What to do:
- Keep surveys short and focused (ideally under 10 minutes).
- Offer appropriate incentives (e.g., gift cards, donations to charity).
- Avoid peak business periods (e.g., fiscal year-end in March).
Conclusion
Japan is not “difficult” – it is different. And with difference comes opportunity.
This playbook is not just a checklist; it’s a mindset shift. By respecting cultural norms, adapting to organizational structures, and building trust through local insight, Western companies can unlock the full potential of B2B research in Japan.
The market is rich with opportunity. The key is knowing how to ask the right questions—and who to ask them to.
To discuss how our tailored insights programs can help solve your specific business challenges, get in touch and one of the team will be happy to help.