Vol. 2 In Japan, Commitment Matters More Than Entry

Japan is often described as a “difficult” market for foreign companies. But listening to Mattermost CEO Ian Tien offers a different perspective.

According to Tien, the real question in Japan is not how to navigate a uniquely complex market, but how to demonstrate that a company is genuinely worthy of trust. It is less about the act of entering the market, and more about proving the resolve to stay.

Drawing on lessons from his time at Microsoft—and through ongoing, hands-on engagement with customers in Japan—Tien shares what it truly takes to build trust in a market where long-term commitment is closely scrutinized.

“Will This Company Stay?”—What Japanese Customers Look For

Q: In Japan, what matters more than the product itself?

Ian Tien: The most important factor is continuity. Of course, product quality and functionality matter. But Japanese customers are not evaluating those alone.

They are asking deeper questions: Will this company really stay in the market? Will it change direction halfway through? Will it provide proper support when it matters?

I think this is entirely rational. When you are choosing a platform that will be used for many years, it’s only natural to evaluate not just the product, but whether the company behind it can take responsibility over the long term.

From “Good Product” to “Trusted Partner”

Q: So in Japan, the question is not just whether the product is good, but whether the company can be trusted?

Ian Tien: Exactly. A good product is a necessary condition, but it is not sufficient.
As a CEO, I am constantly thinking about how to reduce the risk that customers feel. If there is anxiety about working with a foreign company, then it is our responsibility to address those concerns one by one.

That means meeting in person, maintaining ongoing dialogue, placing people on the ground who are trusted locally, and working side by side with strong partners. All of these actions accumulate into the judgment that “this is a company we can rely on.”

Trust Is Built Through Repeated Action, Not Announcements

Q: How is that trust built in practice?

Ian Tien: There is nothing flashy about it. It comes from visiting Japan repeatedly, speaking directly with customers, building long-term relationships with partners, and consistently meeting the expected level of quality.

In our case, having major Japanese partner companies who were also long-time users of our product played a significant role. But that alone is not enough. We also have to continuously demonstrate our own commitment.

Trust is not earned through a single announcement or a single visit. It is built gradually, through consistent action over time.

Speed and Care Are Not Trade-Offs

Q: Japan is sometimes described as a market that values carefulness over speed. How do you see that balance?

Ian Tien: I don’t believe speed and accuracy are mutually exclusive. Strong organizations can—and should—have both.
The key is being present and truly understanding the market. When you speak directly with customers and clearly understand their needs, you can make decisions quickly as a CEO.

On the other hand, if you are observing the market from a distance without understanding what’s happening on the ground, your decisions will be neither fast nor accurate. That’s why, rather than building special processes “for Japan,” I believe it’s more important to shorten the distance between decision-making and the field.

Japan Is Not an Ambiguous Market

Q: Is there anything that has stood out to you when working closely with Japanese customers?

Ian Tien:What strikes me is how clear Japanese customers are about their expectations.
They value quality, long-term engagement, and reliable responsiveness. There is a strong consistency in what they look for. For that reason, I don’t see Japan as a vague or hard-to-read market.

On the contrary, it is a market where expectations are relatively clear. If you understand those expectations correctly and demonstrate your commitment through action, you can build extremely strong relationships.

One Thing That Matters Above All

Q: Finally, if you had to name one thing that matters most in becoming a trusted company in Japan, what would it be?

Ian Tien:If I had to choose one, it would be consistency.

What you say and what you do must align. If you say you are committed to the Japanese market, then you need to show up, listen, and respond in practice.

Product quality is important, of course. But just as important is whether customers feel that the company is genuinely engaging with them. In Japan, that consistency is observed very closely.

To be continued in Vol. 3