Vol.5 - Plug In to JapanMarc Einstein on the Fastest “Unsexy” Shortcuts to Market Entry

Most foreign companies entering Japan don’t fail because their product is bad. They fail because they try to do everything alone—while learning a new market, building credibility from zero, and discovering (too late) that “support” in Japan isn’t one thing. It’s an ecosystem.

In this interview, technology analyst Marc Einstein explains what “plugging in” actually means in practice: how to use JETRO without expecting miracles, why embassies and industry associations are underrated, and how to keep operational tasks like visas from quietly slowing the entire business. The theme is simple: take the shortcuts that exist—just don’t mistake them for someone else doing your job for you.

Start With JETRO, But Know What It Won’t Do

Q: What kinds of external support are available to foreign companies entering Japan?

A: I’d say Japan actually has a surprisingly dense support ecosystem, and it helps to think about it in a few layers. On the public side, you have organizations like JETRO, which can be useful in the research and early entry phase and can point you to the right people and resources. Then there’s an option a lot of companies overlook: embassy commercial sections. Many embassies in Tokyo run frequent events and networking opportunities, and they can be a great way to meet the right ecosystem early on.

On top of that, there are structured programs—things like grants, study tours, or collaboration initiatives—that can be worth the effort, especially when you’re still validating the market. And finally, there’s the private side: marketing agencies, sales agencies, consultants, and other partners who can help you move faster—especially because sales cycles in Japan tend to be long.

The key is to set expectations and sequence things properly. Public organizations won’t do your selling for you, and with private partners you don’t want to rush into an exclusive relationship before you’ve done your homework. But if you use the ecosystem well, it can dramatically speed up discovery and reduce avoidable mistakes.

 Q:   JETRO is often the first organization companies hear about. What is it best used for—and what should companies not expect? 

 A:  I think JETRO is genuinely helpful—but only if you go in with the right expectations. They can support you in practical ways: temporary office space, mentoring, events, and introductions to people who can help. Where companies get disappointed is when they treat JETRO like an outsourced sales team.

If you show up and say, “We want to sell to Toyota, Denso, and Mitsubishi—please set up all the meetings,” you’re going to be frustrated. JETRO can make the entry path easier, but it won’t run your pipeline for you.

JETRO Works Best Before (and Right As) You Enter

Q: At what point in the market entry journey does JETRO tend to be most effective?

A: In my experience, JETRO is most effective during the research phase and when you first come to Japan. Part of their mission is to get companies to come to Japan—so the value shows up when you’re still figuring out your positioning, building a base, and deciding how serious you are about entering.

And you don’t always need to be in Japan to start. JETRO has offices in many countries, and they show up at major international events—so you can engage early, even before you’ve landed.

“Be Prepared” Means More Than a Vague Pitch Deck

Q: You emphasize that companies should approach JETRO with a clear ICP rather than a vague pitch. What does it actually mean to be “prepared”?

A: Being prepared doesn’t mean “having more slides.” It means you can explain clearly what’s unique about what you do and why it can scale in Japan. JETRO is connected to government, so they naturally care about things like economic impact and job creation. If your story is differentiated and credible, you’ll get more attention.

On the other hand, if you show up underprepared—meaning your story is vague and your ICP isn’t clear—the conversation tends to stay at the level of generalities. And in that flow, it’s easy to slip into expecting JETRO to do your selling for you. I’ve seen teams push hard for introductions and sales meetings that simply aren’t JETRO’s role, and then walk away frustrated when nothing moves.

So beyond the story and ICP, it’s also important to be specific about what you want help with. Do you need a landing base? Do you want to attend certain events? Are you looking for mentoring? That clarity makes a big difference. But you still have to own the hard part: messaging, pitching, follow-up, and delivery.

Embassies Are Quietly Useful—If You Show Up Ready to Execute

Q: Beyond JETRO, what role can embassies play for companies entering Japan?

A: Embassies are underused. Many of the larger embassies in Tokyo run frequent events. They host startup delegations, organize seminars, and create rooms where people from industry actually show up. I’ve attended these events for years, and I can tell you directly—they’ve generated real business for me.

The key is: an embassy can open doors, but it doesn’t replace execution. If you get an introduction and then your pitch is vague, your ask is unclear, or your follow-up is sloppy, nothing happens. Plugging into the ecosystem still requires you to perform.

Visas and “Admin” Are Not Side Quests

Q: Visa strategy and ongoing residency operations seem to slow teams down. What do foreign companies most often get wrong?

A: The biggest mistake is treating visas and HR operations like a one-time paperwork task that some overseas back office can handle. The environment changes. Requirements shift. Timelines differ by visa type. You need professional guidance, and you need buffers in your plan.

And there’s another layer people miss: obligations after a visa is issued. Things like enrollment and payments related to pension, health insurance, and unemployment insurance—these can be mishandled by new companies, sometimes for long periods. That can cause downstream problems, including complications around residency status. So my advice is simple: don’t let “admin” become an unowned bottleneck. Work with capable local partners who do this routinely.

Marc’s “Secret Weapon”: Industry Associations

Q: Industry associations are sometimes overlooked. What real value can they provide beyond a logo on a website?

A:  Industry associations can be a real lead engine—especially in Tokyo. My approach is straightforward: engage with associations, get opportunities to speak, and use those events to educate the market. I’ve done seminars and presentations on topics like AI, IoT, and 5G, and those activities have been a major source of inbound interest.

This is a good example of what I mean by “plugging in.” Instead of cold-starting demand alone, you borrow distribution and credibility from established communities—then you show up with substance.

One Message to Close: Use the Ecosystem—But Don’t Expect It to Carry You

Q: If you had to summarize the playbook in one message, how should companies think about “plugging into” Japan’s ecosystem?

A: There are genuine shortcuts in Japan—ways to reduce time-to-market and compress early discovery—but only if you actively use the ecosystem across marketing, operations, and sales. I’d literally make a simple checklist: talk to JETRO, talk to your embassy, engage industry associations, and identify the right private partners.

But here’s the “don’t”: don’t expect too much for free. Support networks can accelerate you, but they won’t do your job for you.

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