Vol.1  - Entering the Japanese Market Starts with “Market Creation,” Not SalesMarket Creation and GTM Design

What is Builder-Type GTM?
Decision-making and adoption processes in Japan differ significantly from those in overseas markets. As a result, business models that succeed elsewhere do not always produce the same results when applied directly to Japan.

We spoke with Satoshi Kawaminami, Head of Japan Business for DevRev, a company that delivers a new AI-powered solution connecting developers with customer feedback. Having made an unusual career transition from back-office technical roles to front-office business leadership, he shared his perspective on GTM design and how companies can understand the Japanese market during the early stages of market entry.

From Technology to Business — Career Background

Q: Could you tell us about your career path leading to your current role as Head of Japan Business at DevRev, and what led you to pursue this role?

Kawaminami: Throughout my career, I have worked at several global technology companies in a variety of roles, including application development, engineering, marketing, new business development, direct sales, and partner sales.
I intentionally built my career to gain a cross-functional understanding that spans both technology and market development.
Leveraging my background in development and engineering, I was involved in product development and localization for the Japanese market. In marketing and new business roles, I worked on designing and executing GTM strategies.
Through these experiences, I became increasingly interested in roles that go beyond simply delivering products—roles that focus on building markets and growing businesses.

The First Consideration When Entering Japan

Q: When overseas companies consider entering the Japanese market, what should they think about first?

Kawaminami: The starting point should be GTM planning. 
When companies consider entering Japan, many initially focus on establishing a sales organization. However, before launching sales activities, it is essential to understand the Japanese market environment and how decision-making works inside Japanese companies.
When Japanese companies adopt new technologies, the process typically involves several stages, such as:
 ・ Evaluation by business units
 ・ Technical validation by the IT department
 ・ Internal approval processes for budget authorization

Because of this structure, simply launching sales activities does not always lead directly to adoption.
For companies entering Japan, the first step should be understanding the market structure and designing a GTM strategy suited to that environment.
The planning horizon also depends on the company’s stage.
For example, I have worked on:
・Three-year plans when an IPO was approaching
・Five-year or longer plans for companies in earlier funding stages
・Quarterly and annual plans for new business initiatives within public companies

In each case, these plans were developed in alignment with headquarters stakeholders.
One of the most important lessons I learned is that it is critical to create opportunities early on to discuss how Japan’s GTM model differs from other markets with stakeholders at headquarters.

Differences from Overseas GTM Models

Q: Do GTM models that succeed overseas work the same way in Japan?

Kawaminami: Not necessarily. 
Most GTM models are designed based on the purchasing behavior and culture of the markets where they originate.
For example, in many overseas markets, companies commonly rely on:
・Online contracting
・Self-service onboarding models

However, Japanese companies typically conduct technical evaluations and internal coordination before making a purchase decision.
In addition, factors such as:
・Japanese-language documentation
・Japanese-language support
can significantly influence the decision-making process.

Because of these differences in market dynamics, GTM strategies must be designed specifically for Japan.
In some cases, entering Japan successfully required strong support from headquarters. For example:
・Launching product models tailored specifically for the Japanese market
・Designing pricing structures that allow transactions to work smoothly in both USD and JPY

These initiatives required a clear understanding and active cooperation from headquarters.
It is also important to recognize that Japan’s unique needs and cultural differences can influence how products should be positioned and marketed.

The Concept of the Lighthouse Customer

Q: In the early stages of entering Japan, what type of customer strategy is important?

Kawaminami: In the early stages of entering the Japanese market, the key is not the size of revenue but securing customers who have influence within the market.
These companies are often referred to as “Lighthouse Customers.”
If you can establish successful implementations with:
・Companies that are proactive in adopting new technologies
・Companies that hold influence within their industries

those early successes can help deepen market understanding and build recognition.
Japanese companies frequently look at case studies from other companies when evaluating new technologies. Therefore, selecting early customers is important not only for revenue generation but also for shaping the market itself.
Among Lighthouse Customers, you may also find:
・Experts who closely follow emerging technologies and new solution categories
・Decision-makers who are already aware of the product or service through their executive networks, even before the company officially enters Japan

In many cases, companies begin their market entry by first listening to the insights of these individuals.

The Market Creation Phase

Q: What kind of role is required in the early phase of entering the Japanese market?

Kawaminami: For many overseas companies, the initial stage of entering Japan is essentially a Market Creation phase.
At this stage, the goal is not simply to capture existing demand. Instead, it is to understand the market and create the conditions necessary for the product to be accepted.
As a result, the leader responsible for Japan in the early stage is often expected to play a role that goes beyond traditional sales.
Responsibilities typically include:
・Customer development
・Market research and understanding
・GTM design
・Partner exploration
・Building reference customers and case studies

These activities require working across multiple functions.
This type of approach is sometimes referred to as a Builder-type GTM.
A Builder-type GTM is not a sales model focused on capturing existing demand in an established market. Instead, it is a market-building approach that expands awareness of a new category while developing a foundational customer base.
In Japan, especially for new product categories or technologies originating overseas, market awareness is often still limited.
As a result, before selling the product itself, companies often need to:
・Educate the market
・Clarify and structure customer challenges

During the Market Creation phase, these activities help deepen market understanding and build the foundation for long-term business growth.
 

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