Chapter 10: Learning how the Japanese do business & Keigo

I knew that being an English teacher wasn't going to be the end goal for me. Becoming an English teacher was always a means to an end. Ultimately, I wanted to be in Japan, a country I had always wanted to explore and experience independently. I wanted to practice my Japanese and dive deeper into its rich culture, seeing as I fell in love with Tokyo while visiting my ex-boyfriend. Still, I knew I wanted to experience the country my way and for a longer time.

I knew I didn't want to remain a teacher forever. While I considered improving my Japanese and teaching English as stepping stones, my ultimate ambition lay elsewhere. I had studied Anthropology at UCL, but in between, I was fascinated by Public Relations, aka PR.

I've been interested in PR from a young age. I've always liked parts of advertising, marketing and communications, and I started learning about PR in my early teens. A character from Sex and the City, Samantha Jones, might also have played an influential part, as she owned a PR company. It inspired me.

I remember sending letters to 10 or 20 PR companies in London asking for PR work experience. We had already started becoming better at emailing, so I had to find a way to beat the competition, so I resorted to old-school direct mail. Most PR companies never replied, but one company did offer me a few days of experience. I just needed a break, a way to get my foot through the door. During my brief time there, I worked on a campaign for McDonald's. I'll never forget it.

McDonald's was closing down some of its restaurants in certain parts of the UK. Some people, or pundits, believed the reason was that McDonald's might have been losing money because customers weren't buying enough or eating there anymore. However, it was more likely that they decided to close those locations simply because there weren't enough customers frequenting them. Instead, they planned to open new restaurants where they anticipated higher customer traffic, such as in London. A global enterprise like McDonald's wasn't going bankrupt, that's for sure. Through this experience, I learned a lot about crisis management in a short time. I realised that I wanted to explore it further.

Fast-forward to my time in Japan in 2009. I could merge my love for PR with my passion for the country. However, I quickly realised that public relations in Japan operates very differently from the Western model. The business culture there involves its unique etiquette, Keigo (敬語), a formal language steeped in the hierarchy. Keigo (敬語) is the Japanese system of honorific speech used to show respect and maintain harmony in formal settings like business. Keigo consists of three main types: Sonkeigo (尊敬語) for elevating the listener, Kenjougo (謙譲語) for humbling oneself, and Teineigo (丁寧語) for general politeness.

The customer is always seen as superior, and making a mistake is a significant public failure. It's a level of formality I could never understand. If you make a mistake, there are ways to apologise in Japanese that may feel like you're lying prostrate on the ground with your face flat on the floor. It's almost degrading in a way. Mistakes in Keigo (敬語) are seen as disrespectful, so becoming a master at it is received as a highly valued skill. In Japanese business, formality and etiquette are essential. Practices such as punctuality, proper dress, and the ritualised exchange of business cards (meishi) emphasise respect and precision.

I didn't spend much time learning formal or business Japanese because I never found myself in situations where I needed to use it. I was working in a school, and teaching it wasn't part of my role. However, teachers often use Keigo (敬語) extensively while working in schools. Occasionally, they would even use it with me. I found it uncomfortable because I wasn't accustomed to that level of formality. It felt strange that they had this entirely separate, formal language.

Much like Keigo (敬語), Japanese PR has its roots in concepts like harmony, loyalty, and long-term relationships. Unlike the West's flashy, short-term campaign standard, Japanese PR focuses on trust and relationship-building over time. However, it has been gradually evolving over the past twenty years.

In Japan, PR is not as transactional as in the West. Another critical point is that PR activities, such as lobbying, are often deeply tied to politics, with significant influence from newspapers, TV networks, and magazines. As a result, the public tends to follow what the government permits or censors.

Press clubs, known as Kisha Kurabu, also significantly influence government and corporate news access. Many companies work closely with these press clubs to ensure favourable coverage and maintain their reputations.

Japanese companies emphasise corporate social responsibility (CSR), focusing on community well-being, environmental sustainability, and similar values as part of their PR strategies. Companies like Toyota and Panasonic reportedly excel in this area. However, I might be biased because many companies in the West also claim to prioritise CSR, but if we're being honest, it feels superficial more often than not.

Corporate events, sponsorships for cultural festivals, or sports competitions are handled similarly to how they are in the West. However, Japanese PR strongly emphasises national pride and heritage, a unique aspect of their approach. Like in the West, TV personalities and celebrities are commonly used for endorsements. Still, the significant difference is that Japan does not rely on social media influencers like TikTok creators. Instead, they prefer trusted public figures, such as government officials or royal family members, reflecting a more conservative approach to celebrity endorsements.

Another distinct aspect of Japanese PR is the ritualistic apology press conference. CEOs or company representatives publicly apologise when something goes wrong, often bowing deeply to show remorse and accountability. This practice aligns with Japanese culture and language formalities, including Keigo (敬語). In contrast, in the West, public apologies are rare and usually handled through press statements or court appearances, without the same level of formality or public display of regret.

Individual influencing, as seen in Western PR, doesn't exist in Japan. PR in Japan focuses on collective reputation and long-term relationship building rather than short-term, transactional gains. Media gatekeepers such as the Kisha Kurabu (press clubs) also tightly regulate this system.

When I first tried to understand and navigate the Japanese PR system, I quickly realised how complex it was. I searched online for Japanese PR companies, even sending emails in Japanese with the help of friends for translation, but I rarely received responses. The few that replied were either vague or stated they had no opportunities.

Despite these challenges, I was fortunate to connect with people, as often happens in Japan, especially as a gaijin (foreigner). By spending time with various individuals, I found myself in meaningful conversations about life, career aspirations, and long-term goals. One of the (assistant English teachers) AETs I had been working with had a friend who worked at the Afghanistan Embassy in Tokyo. He said, "Yeah, I've got a friend who works at the Afghanistan Embassy. I'll happily introduce you to him." I emailed this contact, who eventually became my manager, and he was incredibly kind to me.

I arrived at the Afghanistan Embassy near Tokyo Station dressed in my suit. It wasn't an ornate or grand building, just a regular building with the Afghan flag outside and a large plaque that read "Afghanistan Embassy, Tokyo." I met the PR manager, who took the time to explain his role, their objectives, and the relationship between Afghanistan and Japan. It was fascinating to learn that Japan had a vested interest in Afghanistan.

During our conversation, I realised how little I knew about Afghanistan. Media portrayals, terrorist attacks, the Taliban, and 9/11 have shaped my perceptions. The PR manager assured me it was understandable to have those impressions. Still, he explained that Afghanistan is far more than its conflicts. It's a country with diverse ethnic groups, a rich culture, and a vibrant society. His words were incredibly humbling and gave me a new perspective on the country.

While walking around the embassy, I noticed the Afghan staff working there. It felt like stepping into a different country, as embassies often do. I began going to the embassy about once a week, usually on Thursdays, and working a few hours. My tasks included reviewing press releases, translating them into English, and doing small assignments here and there. It wasn't stressful. It was enjoyable.

I met Japanese PR executives eager to learn about my international experiences and occasionally asked for help with their Japanese-language documents. At one point, I volunteered at one of their conferences, which ambassadors from various countries attended. It was a high-society event, and I was there in my suit, introducing myself, helping seat the guests, and attending discussions on resources, energy, and diversity in Afghanistan.

Although I didn't achieve my goal of securing a permanent PR job in Japan, I gained something equally valuable. I realised that the public relations I was familiar with in the West didn't exist in the same way in Japan. However, the experience I gained at the Afghanistan Embassy gave me practical skills to add to my CV/resume and a broader understanding of PR. For that, I am forever grateful.

Looking back, I appreciate the journey. In 2009, I worked for the Afghanistan Embassy, and now, in 2020, I can confidently say I have worked for many creative communications agencies. It's incredible to see how the seeds of my early PR dreams eventually grew into a fulfilling career. What I wanted, working in public relations did come true in a different way than I had envisioned.

This experience taught me that while public relations in Japan wasn't what I imagined, the skills I gained were invaluable. I discovered the power of putting yourself out there, being vulnerable, and taking risks. It also made me realise that my future in PR might not be in Japan but back in the UK. However, I continued to do what I loved: writing and blogging. In a roundabout way, I eventually achieved my goal. I managed to work in what is now called a communications agency, but what I knew then was PR.

Please note: Names and places have been changed to protect the privacy of individuals and organisations