Entrepreneurship in Japan and Beyond

Oak Lawn Marketing co-founder Robert Roche shares his personal journey

When entrepreneurs consider entering the Japanese market, often they eye the nation’s capital as their starting point. The allure of Greater Tokyo, with its population of more than 35 million, is strong. But ask American Chamber of Commerce in Japan (ACCJ) Vice President-Chubu Robert Roche where you should start and he’ll invite you west, to the city of Nagoya.

It was there that the entrepreneur, investor, civic leader, and philanthropist got his start building businesses, and he believes that the capital of Aichi Prefecture, in the central Japan region of Chubu, remains one of the best places in the country for entrepreneurs.

He expanded on this while also sharing his personal business journey on September 3, during an event hosted by the ACCJ-Chubu Programs Committee. The virtual session was a one-on-one discussion between Roche and his longtime friend and ACCJ-Chubu External Affairs Committee Co-chair Michel Weenick. Together, in 1990, they helped found the American Business Community Nagoya (ABCN), a hub for the US and greater international business communities in Nagoya. The ABCN became the Chubu chapter of the ACCJ in 2000.

The Magic of Nagoya

Roche joined the session from China, where he currently invests and does business in addition to his US and Japanese endeavors. But he remains very involved in Nagoya. In 2018, he returned to Oak Lawn Marketing, Inc., the company he co-founded with Tadashi Nakamura almost 30 years ago, as executive chairman and president.

Although Oak Lawn Marketing, and its Shop Japan e-commerce brand, are well known today, their start is sure to inspire burgeoning entrepreneurs. Roche shared the story.

Recalling those early years after university, when he had recently married, he explained: “My wife’s family is from Nagoya, and they didn’t want me to be anywhere else. So, I had this constraint of needing to figure out something to do. I didn’t know what to do, but [whatever it was] I needed to do it in Nagoya.”

He soon met Harry Hill, a current ACCJ governor who has long been a leader in the Chubu community as well.

“Harry and I became partners pretty much the second day after we met, in 1990. He had his own business, and I had my ‘business’ that really wasn’t a business—it was just me kind of doing stuff,” he shared. “Then he and I formed H&R Consultants together, and that was really the beginning of a successful creation of a business. We are very complementary. He’s very good at stuff that I’m not very good at, and I’m very good at stuff that he’s less good at.”

Roche said that’s how he got started on the entrepreneurial front. At first, they made just enough money to survive. But after expanding H&R and earning a bit more, he got into the import–export business.

On Air

Initially, Roche was importing Tiffany products and L.L. Bean bags. His partner, Nakamura, being a local with lots of connections in Nagoya, was able to set up some meetings with a local TV shopping company.

“In the early 1990s, there was this show called Waku Waku Terebi Shoppingu. They would tape a one-hour program once a month and run it over and over on 25–30 stations. We were lucky enough to secure a four-minute spot for Tiffany,” Roche recalled.

Soon he found himself selling Tiffany items on television in Japanese—a stint that his mother-in-law enjoyed critiquing—and the seeds for Oak Lawn Marketing and Shop Japan were planted.

As a result of these appearances, Roche gained a reputation for having access to the country’s TV shopping market. One day, in 1992, he received a call from a company in Canada that was selling all sorts of products on CNN. Viewers around the world could call a local number in their country and order items such as the now-famous Didi Seven stain remover. But not in Japan.

The company saw Roche as their path into the market. They told him that he needed to have a call center, a fulfillment center, and all sort of other things.

“I didn’t have a call center. I didn’t have logistics ready. I didn’t have anything,” Roche recalled. “I said, ‘Sure we got it, we’re gonna go, you just let us know.’ And then they said that we had to make a minimum order. I asked how much, and we just scrambled to get the money together. And we ordered all this stuff.”

At the start, Roche and Nakamura just ran calls through their tiny 100-square-meter office. They stored products there as well. The calls started rolling in, and the business grew. Doing fulfillment from the office wasn’t easy. “One of the products was a stepper machine, and some days we’d send out 100. We were landlocked, trapped in the office until the Sagawa guy came and took the boxes away,” he remembered.

“If I was a better planner, I would have had all that stuff in place before the first call came. But we just had to adapt. And that was good, because we learned every key part of the business. The very beginning, that was fantastic.”

Accelerated Growth

The business grew incrementally until they were bringing in about ¥1.5 billion per year. At that point, something different was needed to take the next step.

“As entrepreneurs, we love chaos. We love to be the hero. We love for there to be a problem and then come in and solve that problem,” Roche said. “H&R Consultants kind of went through this. Harry and I ran it, and then we brought in John Coomes to run it, and then Scott Reid, and then Harry went back to the States and did a big development. When he came back in 2004, there really wasn’t a spot for either of us at H&R anymore.”

So, Hill joined Oak Lawn Marketing and this, Roche said, is when things really began to take off.

“The company didn’t need a firefighter anymore; it was getting pretty standard. We had a nice foundation, but what really moved it [to the next level] was that Harry just took over and he banged it out,” he explained. “I think that, from an entrepreneur’s perspective, there is always that time when, as a founder, you have to hand off.”

Fast-forward to 2017 and Hill handed back the baton. “But he gave me a much bigger platform than I gave him,” Roche said.

Making Connections

For the success they have had, Roche credits the environment of Nagoya and the easier access to top executives compared with Tokyo.

One of the things he said was most important to him about being a young entrepreneur in Nagoya was the access to people whom he never would have met in Tokyo.

“There were all these real leaders of Japanese industry who we had access to. We never did business with those guys ever, but we learned from their demeanor, and they told us little things like, ‘Don’t say it that way.’ You would say something [in Japanese] and they would kind of twist their head and you would think, ‘Oh, that’s not the way to say that,’” he recalled. “It was this almost subliminal teaching from true leaders [that helped], and we never would have gotten access to that caliber of leader in Tokyo. The big business guys of the ACCJ in Tokyo do, and now we do. But then? No way.”

To make the most of such opportunities, Roche advises entrepreneurs to learn Japanese.

“If you think you can do this without speaking Japanese, you can—you can be that unicorn—but I’ll tell you right now, it’s better to speak Japanese,” he said.

That’s because it’s the unplanned conversations you end up having with people whom you didn’t plan to meet that can make a difference and lead you down unexpected—and fruitful—paths.

“Learn Japanese if you’re going to do business in Japan, because there are all these seasoned guys like Nakamura, who could not have communicated with me in English. And I learned from that guy. That’s what really made a difference.”

More Advice

“Hire planners.” That was Roche’s tip when Weenick asked if he is a better planner today than he was 30 years ago, when he dove right into the pool of TV shopping. Often, entrepreneurs feel as if they can do it all. But to really succeed requires surrounding yourself with those who are more skilled in areas where you are weak, just as Hill and Roche complement each other in their business endeavors.

“My plan, basically, is to hire people to run the business who are better planners than me,” he said. “I hire people who can plan and not react—because I’ll react for them.”

Then Roche gave his biggest recommendation: Don’t take no for an answer. “I was told no every day, 10 times a day. You can’t do that. You can’t do that.” It’s one of the realities of Japan’s very orderly society—with its resistance to deviating from exactly what has been laid out—that can be discouraging to those wanting to explore new ideas.

But he encouraged people not to let the little things that sometimes frustrate expats get to them. “There is a tendency to get a little bit negative on Japan,” he noted. “We’ve all sat through those complaint sessions. Why do they do this? Why is it that way? Why are a bunch of things out of our control? But, really, it’s the positive nature of this that we should focus on. Japan is a very, very good market, because things don’t change much. And the reality is that most people in Japan want to see foreigners succeed.”

To sum it all up, Roche looked back at how, perhaps by lucky chance, he was accepted into the local business community, the mura (village), as he called it, and why it’s important to become part of the group.

“If you hang out in the village long enough, you understand the rules and you just get incrementally bigger and bigger and bigger. And then you can diversify. I do a lot of business in China, and I do a lot of business in the States, but Japan is a really, really nice base, if you can keep it going.”

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Smoother Paths

Dealing with red tape and finding your way to success in Japan

Red tape and entrenched ways of operating are facts of business life in any country. Yet, Japan seems to have more head-scratching rules and regulations to confound the unwary than do most countries. Entrepreneurs who have navigated the minefields that make up Japanese business law each have a tale to tell of the experience—but all those with whom I spoke for this story expressed the firm belief that the country’s bureaucratic red tape is slowly being unwound.

“Setting up a company is like a lot of things in Japan—difficult and time-consuming,” said Timothy Langley, founder and chief executive officer of government affairs consultancy Langley Esquire. “You’re bound to make mistakes, particularly if you are doing it for the first time. You can attempt to do it by yourself, with a partner or friends who can help fulfill the requirements in Japanese, or you can pay someone to do it.

“Once you’ve set up a few companies and learn the ropes, you know what hoops you need to jump through. But the first couple of times, you’re going to ‘learn by mistaking,’ even if you pay someone to do it for you,” he told The ACCJ Journal.

Layers of Difficulty

The requirements for anyone setting up a company are clearly going to vary depending on the business sector. Anything in the healthcare industry is likely to face significant scrutiny before being permitted to operate, while companies in the legal, financial, real estate, or cryptocurrency spaces, for example, will all need the relevant licenses, said Langley, who serves as vice-chair of the American Chamber of Commerce in Japan (ACCJ) Secure Digital Infrastructure Committee.

“But if it’s plain vanilla and you have an innovative technology, product, or service you are trying to sell—and you simply want to set up an entity that has formal recognition and grants access to things like opening a bank account—there are several layers of difficulty that you hit at different stages of the company’s development,” he added.

The first layer is simply getting established, holding an incorporators’ meeting, the first shareholders’ meeting, and setting up a bank account. And while opening a bank account should be straightforward, the majority of people interviewed for this story expressed exasperation over the great pains to which new businesses are expected to go.

Banking can be a “game-stopper,” Langley admitted. “Sometimes you simply can’t.”

Thomas R. Shockley, CEO of travel business DocuMonde Inc. and co-chair of the ACCJ Independent Business Committee, is one of the founders who is of the opinion that innovations such as the ¥1 capital requirement (instead of the traditional ¥10 million) have made it easier to set up a company in Japan. But banking, he agrees, remains a source of frustration.

“Regulations are not the issue. The most challenging thing today is the same as it was 20 years ago: establishing a corporate bank account,” he said. “Banks choose their clients restrictively … and from the bank’s point of view, there is no business advantage—and it is quite possibly a disadvantage—in having a ¥1 company as one of its corporate accounts.”

Taxing Choices

Robert Roche, executive chairman and president of Oak Lawn Marketing, Inc., concurs that abolishing the ¥10 million capital requirement was a positive development, but also believes that elements of Japan’s tax system are unnecessarily draining entrepreneurial capacity.

“Although at the entrepreneurial level, I think that Japan is on a par with America and better than China, where everything has to be a wholly foreign-owned enterprise,” he said. “So, in general, Japan is ahead of the game in making many things easy.”

But that does not extend to one key element of tax laws here.

“If you live in Japan for more than five years, the Japanese tax your worldwide income,” he said. “My original success was in Nagoya. From there, not only did I establish several more companies, I also invested in even more startups in Japan. Naturally, I also invested in my home country and other countries. For many foreign entrepreneurs, over time, their non-Japanese investments become material.”

Roche said that his businesses are in several countries, each with separate teams; however, income generated from them would be taxed in Japan. Consequently, he did less entrepreneurial business in Japan simply because he was not proximate, not because he didn’t want to.

“I’m aware of quite a few people who no longer reside in Japan because of this tax,” he continued. “If they did live in Japan, they would be building and investing in more and more Japanese businesses. But the true loss is the mentoring of new entrepreneurs that doesn’t happen as a result of their absence.”

Piles of Paper

Catherine O’Connell, founder of Catherine O’Connell Law and co-chair of the ACCJ Legal Services and IP Committee, discovered that setting up a legal practice in Japan “does take a lot of time and paperwork,” although she emphasized that it is “absolutely correct” for the Ministry of Justice to regulate who can practice law in Japan so that consumers are protected and to ensure that lawyers behave ethically.

“That said, the procedure for being approved as a Registered Foreign Lawyer is an example of where the process could be a whole lot shorter and much more transparent,” she suggested. While the approval process is a “check-the-box” confirmation of paperwork that is submitted by the applicant, it can take eight months for approval to be granted.

“They need to remove the smokescreen and make this process transparent. I believe that crossing t’s and dotting i’s should really only take a month, maximum,” said O’Connell, who will be speaking on policy measures and regulatory practices for setting up a law firm in Japan at the APEC Study Center Japan event Promoting Trade in Services by SMEs and Women Entrepreneurs on October 1.

“I have an unsubstantiated personal belief that imposing lengthy processes is a way to test our dedication for doing business in Japan,” she added. “Anyone who is in Japan or has commercial relationships with businesses here knows that you are in this for the long game, building relationships over years.

“So, the process to set up is perhaps the very first trial of your tenacity and tolerance for what will be a long and successive line of tests of your gaman, your patience, in the journey that is doing business in Japan.”

Resistance to Change

Other arcane requirements of the Japanese bureaucracy—such as the need for hanko (personal seals) on all official documents and the domestic business world’s ongoing need for fax machines—were frequent bones of contention among business leaders.

O’Connell said she was glad she opted to use a signature when opening her law firm bank account instead of a hanko but is shocked at how many Japanese companies protested against government plans to abolish fax machines and introduce electronic alternatives to the hanko.

“Japan still has a long way to go on what other countries consider to be a given in business,” she said. “Japan is a modern country and a member of the G7, but they can’t move beyond the fax machine?

“The pandemic has shifted things a bit, thankfully, but these archaic remnants are anchoring Japan in the past and are a major deterrent for anyone considering doing business here.”

Smoother Paths

For all the hurdles in some sectors, however, others insist the process does not have to be too traumatic.

Over more than two decades as a partner at Deloitte Touche Tohmatsu LLC, Steve Iwamura set up a number of companies and says changes to the rules on representative directors, the attestation of the articles of incorporation, and the minimum paid-in capital have made the procedure much more straightforward.

“Although the incorporation process itself has been simplified, certain practical difficulties start to surface after the company is registered,” he said. “Even after the company is legally registered, most Japanese banks will not open corporate accounts when the directors of the company are not resident in Japan. Also, a personal address in Japan is required for many things, such as housing rental, personal bank accounts, auto purchases, domestic credit cards, and a cell phone.”

Obtaining residency status can be much more time-consuming than expected, resulting in frustrating delays in getting your business life started.

For Iwamura, it is “very important to hire a trusted bilingual judicial scrivener who will advise you about the total picture, rather than just providing the seemingly simplified incorporation services.”

Frank Packard, an advisor at Synnovate Capital Partners and chair of the ACCJ Alternative Investment Committee, said setting up a company is relatively simple but agrees that obtaining the necessary services, such as banking facilities, can be more of a challenge.

“The biggest problems lie within us,” he said. “Approaching regulations with a negative attitude and seeing it as necessary to ‘overcome’ regulations will almost surely lose every engagement. However, if you look to ‘meet’ or ‘satisfy’ regulations, then you will have a much better chance of success.”

Parker J. Allen, president and CEO of government relations and PR consulting firm Parthenon Japan Company Ltd., said that setting up a company is easier in the United States and other countries purely because much of the paperwork can be completed online. “However, having done the procedures on behalf of over a dozen companies in Japan, I don’t find them overwhelmingly difficult.

“For any issue that one may encounter in Japanese corporate affairs, the solution is always out there somewhere,” he added. “Having a strong network of specialists and legal professionals really makes a massive difference here. I am fortunate in that, no matter the situation, if I can’t solve it myself, I usually know who to ask.”

Room for Improvement

Yet Langley insists the hurdles to doing business in Japan—actual or perceived, large or surprisingly small—are still damaging to innovation and entrepreneurship here.

“This applies to entrepreneurs who are Japanese, foreigners who want to start a business in Japan, and those from overseas who want to innovate new processes or technologies and introduce them to the Japanese market,” he said.

“While there is promise of Tokyo’s growing attractiveness as a global financial hub, much work still needs to be done in this regard.”

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Nagoya Means Business

Reflecting on the region’s supportive business climate

Now more than ever, Nagoya means business. The Chubu region, and specifically the city of Nagoya, has attracted many large tech companies and manufacturers—from automotive to aerospace—because it offers a skilled and talented workforce, affordable land, and a competitive cost of living. With a dedicated focus on creating an innovation ecosystem, Japan’s fourth-largest city has become an attractive location for small business owners and entrepreneurs.

Nagoya has traditionally been a center for manufacturing and industry, but as home to an innovative tech scene it is also fertile ground for startups. As an expat and a serial entrepreneur, I launched several businesses in the early 1990s, of which two are well-known today: Oak Lawn Marketing, Inc. and H&R Consultants K.K.

Oak Lawn Marketing was incorporated in Nagoya in 1993. Now, more than 30 years later, that small startup is a direct-marketing giant with more than 1,000 brick-and-mortar Shop Japan stores selling some 3,500 products in locations across the country.

Over the past three decades, I’ve managed, invested in, or founded more than 50 companies around the world. I chose Nagoya as the location for Oak Lawn Marketing because it’s where I lived when I first came to Japan. As an undergraduate and law student in the United States, I participated in study abroad programs at Nanzan University, where I met my wife.

Starting a business in a foreign country—in my second language—was challenging to say the least. Today it is much easier, and there are so many solid business reasons to choose the supportive environment of Nagoya.

Big Market for Small Business

With so many people from abroad now doing business in Japan, the business community in Nagoya has become much more accustomed to working with non-Japanese. It is also very open to entrepreneurs. While Nagoya is one of Japan’s largest cities, it is somewhat off the beaten track. Yet, with 2.3 million residents, it offers a market that is large enough to develop critical mass. In addition, the cost of living is a fraction of what it is in Tokyo.

Government support for small businesses and entrepreneurship has increased incrementally over the past 20–30 years, and these enhancements all add up to creating a solid environment for foreign entrepreneurs to do business in Japan.

In addition, the government fosters entrepreneurial collaboration through communal spaces, education, and networking opportunities. These include the Nagoya Innovator’s Garage, created by the Central Japan Economic Federation and Nagoya City, as well as Nagoya Connéct, powered by Venture Café Tokyo.

Local universities also provide educational and networking opportunities, while organizations—such as the American Chamber of Commerce in Japan’s Chubu chapter—offer outstanding opportunities for networking and mentorship.

Startup Ecosystem

Recently, I participated in a government task force on startups which brought local business leaders together to enhance regional entrepreneurship and innovation by combining different fields and creating new industries. The goal is for central Japan to expand beyond manufacturing into other industries.

I learned that, in 2019, startups in Aichi Prefecture raised the third-largest amount of funds in Japan. The abundance of ideas, technologies, and support services necessary for startups to grow is providing a tailwind for new businesses. Large companies based in Nagoya are instrumental in supporting the startup ecosystem, and smart human resources are further driving the local economy and actively engaging in innovation activities.

In 2020, Aichi–Nagoya was named a “startup ecosystem global hub city” by the Cabinet Office. This ecosystem aims to realize growth that drives the Japanese economy, and the creation of startups and new industries continues to promote innovation in this central region of Japan.

Government and local business leaders, as well as universities, are working together to form a globally cohesive innovation and startup ecosystem by utilizing the deep tech and manufacturing knowledge that is the strength of the region.

As a lifelong entrepreneur, I’m excited about the opportunities offered to a new generation of dreamers and doers. There has never been a better time to start a business, nor a better place to do it than Nagoya!

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Nagoya Resources for Entrepreneurs

Startup Guide Nagoya
Developed by the Nagoya Innovator’s Garage and Nagoya City, this guide—available in digital and print formats—shares practical information about startups, coworking spaces, business programs, schools, and investors.

Nagoya Innovator’s Garage
Created by the Central Japan Economic Federation and Nagoya City, this coworking space furthers entrepreneurial collaboration through social nights, innovation events, and more.

Nagono Campus
Located in Nagoya City, this renovated elementary school offers three types of offices and serves as an incubation space in which to encounter and blend with people to create new values and form new businesses.

Nagoya Connéct
Powered by Venture Café Tokyo, this innovation promotion and exchange program holds a free event on the fourth Friday of each month that includes panel sessions, workshops, and networking opportunities.

National Innovation Complex
Part of Nagoya University, the National Innovation Complex is home to the Promotion Office for Open Innovation, which aims to establish a structure that enables companies and university researchers to promote and manage large-scale joint research projects.

The Tongali Project
Offered by five universities in the Tokai region, this multifaceted program supports the next generation of entrepreneurs.

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