Asia is not homogenous. There are 20 distinct countries and cultures, dozens of languages and hundreds of dialects. There are distinct legal systems, currencies, regulatory frameworks and cultural norms. From a business perspective, that means that what you do to appeal to an audience in Singapore won’t be as effective for an audience in Japan … This is not the United States of Asia nor is there an Asian Union. Having partners in Hong Kong does not get you into China; if you want to access markets in China, you need to build relationships with partners and customers in China.
Proximity and headcount dictated that we spend most of our direct marketing and sales time focusing on the opportunities radiating from Singapore, so we haven’t been able to spend as much time as we’d like in Japan. Fortunately, we’ve been able organically grow our efforts in the country through community-based partnerships and sponsorships, and we owe a great deal of our success to our partners in the region and our new-found friends. I’ve observed from our experience in Japan that the culture breeds two contrasting business realities that create challenges and opportunities for companies like SoftLayer: Japan is insular and Japan is global.
When I say that Japan is insular, I mean that IT purchases are generally made in the realm of either Japanese firms or foreign firms that have spent decades building reputation in market. Becoming a trusted part of that market is a time-consuming (and expensive) endeavor, and it’s easy for a business to be dissuaded as an outsider. The contrasting reality that Japanese businesses also have a huge need for global reach is where SoftLayer can make an immediate impact.
FlipKart is known as “The Amazon of India.” It’s very similar to the online shopping giant most of us know and use regularly, but with some unique regional twists. For example, because credit card and electronic payments in India are not as prevalent or reliable as they are in much of the world, orders are taken via both an online ordering system and through FlipKart call centers. Once processed, a highly developed network of “scooters” delivers about 50 percent of FlipKart’s orders, and the payment is provided at the customer’s door — IN CASH. While that might seem simplistic, each courier has a smartphone that allows them to become a geo-located, connected, data sharing entity. Hundreds of millions of dollars in FlipKart orders are delivered each year with very few issues, despite the fact that most of us can’t even imagine how the company could operate that way in the US.