Doing Business in Japan: Markus a Pioneer in Cross-Cultural Entrepreneurship Shares Key Lessons for Indian Entrepreneurs

Tokyo, June 2025 - In an insightful conversation with Japancalling.in in Tokyo, Markus - Managing Director of Asahi Travel Service Pvt. Ltd. and Founder Chairman of Konnichiwa Japan Club shared his remarkable journey of connecting India and Japan through business and culture.

What began in a Delhi language classroom in the 1970s led to a life-changing invitation from the Japan Foundation in 1977. From that moment, Markus’s path evolved from travel entrepreneurship to becoming a cultural bridge between two nations.

Rooted in values of punctuality, integrity, and mutual respect, his story offers valuable lessons on trust-building, patience, and cultural sensitivity essentials for any Indian entrepreneur looking to succeed in the Japanese market. Here are key excerpts from his interview.

 Markus - Managing Director of Asahi Travel Service Pvt. Ltd. and Founder Chairman of Konnichiwa Japan Club

 Q. At what point in your life did you first consider Japan as a business destination? What inspired you to pursue professional opportunities there?

A. My journey with Japan began in the mid-1970s when I enrolled in Japanese language studies in Delhi from 1974 to 1976. During that time, the Embassy of Japan conducted a national-level Japanese language examination across India. I was fortunate to pass with merit. Following this, I was selected by the Japan Foundation, which invited outstanding students from around the world—and I was the sole invitee from India.

I visited Japan for the first time in March 1977. That experience left a lasting impression on me. It was then that I realized the potential of using my language skills to build a meaningful career. On returning to India, I joined a travel agency in 1977, laying the foundation for what would eventually become a long-standing business engagement with Japan.

Q. How has your professional journey with Japan shaped your entrepreneurial outlook? What personal or professional values have you adopted from working in Japan?

A. Engaging with Japanese professionals profoundly transformed both my personality and work ethic. The experience taught me invaluable lessons that I continue to practice:

• Discipline and Efficiency: Japanese professionals are extremely hardworking. They prioritize completing their tasks with precision and without delay.

• Integrity: Honesty is embedded in everyday life. It is not uncommon for someone to openly acknowledge a mistake—something that builds a culture of trust.

• Punctuality: Time management is critical in Japan. Being on time is a mark of respect and reliability, especially in business.

• Cleanliness and Order: Cleanliness is not merely a practice, it’s a value ingrained from early childhood. It’s something I have adopted personally and professionally.

• Respect and Empathy: The Japanese are considerate of others, be it in public conduct or workplace etiquette. They follow queues diligently, respect elders, and are mindful of how their actions affect others—including something as routine as parking a vehicle.

These values not only shaped my entrepreneurial practices but also helped me grow into a more disciplined and globally minded individual.

Q.  As an Indian entrepreneur, how challenging was it to build trust with Japanese clients and business partners?

A. Establishing trust in Japan requires consistency and commitment over time. The most important factor is keeping your word—whether it's a small promise or a significant business agreement. Japanese professionals observe these actions very closely.

Initially, building rapport may take time, but once trust is earned, the relationship becomes stable and long-lasting. Unlike in some cultures where business can be transactional, in Japan, relationships are built on reliability, mutual respect, and a shared commitment to quality. Once you are accepted and trusted, conducting business becomes much smoother.

Q. What advice would you give to Indian entrepreneurs or startups planning to enter the Japanese market? What cultural nuances or business practices should they be especially mindful of?

A. The Japanese approach to work differs significantly from that in India. One of the key distinctions lies in their decision-making process. Unlike the top-down model common in India, Japan follows a bottom-up system. Senior leaders rarely make decisions in isolation; instead, they gather input from all relevant team members through multiple discussions before arriving at a consensus. This process, though time-consuming, ensures collective ownership and thorough consideration.

Cultural differences are also pronounced. For instance, punctuality is deeply ingrained in Japanese society. Being even a few minutes late for a meeting is considered disrespectful, and apologies are promptly offered if delays occur—though such instances are rare. In fact, the Japanese typically arrive at meetings five minutes early. If you invite a Japanese guest and are not prepared on time, it may reflect poorly on you.

The dignity of labour is another admirable aspect of Japanese work culture. Everyone, regardless of their role, is treated with respect. While seniority commands deference, all employees are considered valuable contributors and are addressed with equal courtesy.

Language can pose a challenge, as many Japanese professionals are not entirely comfortable with English. As a result, they may avoid direct meetings. When communicating by email, it’s helpful to use simple, clear language. If possible, offer response options they can select rather than requiring long replies. Delayed responses are often a result of language concerns rather than disinterest. Promptly acknowledging their emails is considered good etiquette.

In Japan, transparency in financial matters is the norm. All expenses are documented with official receipts, and taxes are properly accounted for. Attempts to handle payments informally or without proper documentation are likely to be met with confusion or discomfort.

Due to the compact nature of Japanese homes and the absence of domestic help, it is not common for business associates to be invited into private residences. Instead, meetings typically take place in restaurants. However, when visiting India, Japanese professionals genuinely appreciate being invited into your home—it is seen as a warm and generous gesture.

Markus’s journey exemplifies the essence of cross-cultural entrepreneurship—rooted in trust, discipline, and deep respect for tradition. His insights offer a valuable roadmap for Indian businesses looking to navigate the nuanced and rewarding landscape of Japan. As India-Japan ties continue to deepen, stories like his serve as enduring bridges between two dynamic nations.