Five questions to ask before entering a market.

011 | Who is the first specific customer?

“U.S. consumers” or “Japanese companies” is too broad. Narrow the use case, price range, buying trigger, geography, purchase location and decision-maker. In business sales, the user and budget-holder may differ; in consumer sales, personal use and gifting can involve different decisions.

Write one sentence: “A customer facing ___ will choose our ___ over their current ___ when ___.” The blanks identify the research questions.

022 | Why change from the existing alternative?

Compare specifications, quality, availability, delivery, explanation and warranty or returns—not price alone. Few competitors do not establish strong demand. Look for reasons not to buy, substitutes and the effort required to change.

Pair claims with evidence a buyer can assess. Distinguish observable specifications, opinions from interviews and your own expectations.

033 | Which channel can deliver consistently?

Direct selling places acquisition, ordering and support responsibilities on the company. Working with agents, distributors or retailers introduces questions about margin, inventory, staffing, service and reporting. Compare the total work involved, not just a fee.

Local partners can be part of a Japan market-entry approach, but signing one does not establish demand. Check territory, sales history, competing lines, personnel and service capability.

044 | Does the model survive worse assumptions?

Include landed costs, dispatch, fees, advertising and return losses. Test less favorable currency, freight, discounts and returns as well as a base case. Mark estimates separately from confirmed charges and record the date checked.

Profit and cash are different. Map supplier payment, inventory holding and customer settlement to understand funding needed before collection.

055 | Who executes, and what triggers the next decision?

Assign sales, stock checks, dispatch, inquiries, returns and reporting. An unowned task or stale record is an operating risk, not a minor detail.

Set the test period around the engagement. The existing Sozu site describes a 60–90-day pilot as an approach; licensing, procurement and sales cycles can require a different horizon.

06A practical one-page test record

For example, interest without acceptable contribution calls for an economics review; sales without dependable delivery may justify holding expansion. These are decision examples, not prescribed performance targets.

07Common pitfalls and when to ask for help

Avoid endless desk research, expanding products and channels at once, keeping only favorable feedback, or postponing unresolved contract and product requirements. Pause where a material assumption needs specialist or authority confirmation.

A partially completed worksheet is enough to begin a conversation with Sozu. Identifying the question that blocks progress helps define the research, execution or operating support required.