The key to doing business in Japan is to establish strong relationships. According to Haru Yamada, professor of linguistics at the University of Westminster in London and author of Different Games, Different Rules, “Present yourself as someone trustworthy and sensitive to Japanese interests. Ask some non-sales related questions about their company. By shifting your focus from the product to the relationship, you will consider it the most interesting part of doing business and will not consider it an effort at all. It's part of understanding who you're dealing with and how familiar your counterpart is with the West. The Japanese take great pride in travelling. Let them tell you about their travels. Then you can start to gauge their familiarity [with the West] and get a sense of how good they are at telling you what they think, directly, as opposed to the indirect words that the Japanese are famous for. The Japanese are like emotional bonds with people.” When doing business in Japan, it is very formal. Yet there are some aspects of business etiquette in Japan that are similar to those in the United States. During a business meeting, the Japanese expect you to wait to be seated because they have a habit of which person sits on which side of the table. It is also important to take lots of notes from the beginning to the end of the business meeting. A huge "must have" in Japanese business society is carrying a business card, meishi. You need to present the card with both hands to the most senior member and so on up the corporate ladder. It is considered rude to put the card in your pocket or wallet. You must keep it on the table in front of you during the meeting. If you were to receive a business card, your......middle of paper......include entrepreneurship, freedom, harmony and innovation. Cultural values ​​have been found to play a huge role in organizational performance evaluations of companies. “Previous studies have suggested that companies in Japan with a business management philosophy are more likely to exhibit higher business performance than those without such a philosophy because a business management philosophy could contribute to originality and uniqueness (Miyata, 2003 , 2004)”. Other studies show that when the market is tumultuous, it is more difficult to create good corporate performance (Ginn, 2006; Grewal and Tansuhaj, 2001). To achieve long-term performance, Japan often turns to its values ​​orientation. Because the Japanese often include entrepreneurship in their value orientations, they believe that it will lead to innovations in the future, thus influencing long-term performance.