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NEGOTIATING WITH THE JAPANESE

NEGOTIATING WITH THE JAPANESE AMERICAN CORPORATIONS WISHING TO ENTER INTO VIRTUALLY ANY TYPE OF RELATIONSHIP-GROUND LEASES, SALES OR TRANSFER OF OWNERSHIP OF FACILITIES-WITH A JAPANESE COMPANY MUST OVERCOME SEVERAL FORMIDABLE BARRIERS IN THEIR DEALINGS WITH THIS ARTICLE WILL ACQUAINT THE AMERICAN READER WITH THE VAST DIFFERENCES IN MANAGEMENT THINKING BETWEEN WESTERNERS AND JAPANESE THAT OCCUR AS A RESULT OF BASIC CULTURAL DIFFERENCES. BUSINESS VISITORS TO JAPAN ARE EASILY MISLED BY SURFACE APPEARANCES, SUCH AS THE PREVALENCE OF SPOKEN ENGLISH AND WESTERN CUSTOMS IN HOTELS, SHOPPING CENTERS AND, MOST IMPORTANTLY, IN THE JAPANESE COMPANIES WITH WHOM THEY'RE DEALING. THIS SURFACE "WESTERNIZATION" MASKS THE VERY REAL CHASMS SEPARATING OUR CONCERNS IN THIS ARTICLE ARE THE PRAGMATIC ONES OF NOT JUST ATTRACTING JAPANESE INVESTMENTS TO THE U.S., BUT ALSO OF MINIMIZING SOME OF THE JOINT DIFFICULTIES IN ANY TYPE OF PROPOSED RELATIONS BETWEEN JAPANESE AND AMERICAN CORPORATIONS. IN ORDER TO BE SUCCESSFUL WE MUST CLEARLY RECOGNIZE NOT ONLY WHERE THESE DIFFERENCES BETWEEN JAPAN AND THE WEST LIE, BUT ALSO BE AWARE THAT THERE ARE, IN FACT, AREAS WHERE THERE ARE NO COMMONALITIES OF INTEREST AT ALL! THESE LATTER ARE IN AREAS RELATING TO CORRECT AND PROPER SOCIAL RELATIONS BETWEEN PEOPLE AND OFTTIMES THERE CAN BE NO TRANSLATION OF THESE IDEAS FROM JAPANESE INTO ENGLISH, NOT ONLY, BECAUSE THE WORDS SIMPLY CAN'T BE TRANSLATED, BUT BECAUSE THE VERY CONCEPTS THEMSELVES ARE INHERENTLY ALIEN TO THE DEVELOPMENT OF JAPANESE CULTURAL ATTITUDES IS UNIQUE IN THE WORLD'S HISTORY. NOWHERE IN THE WORLD TODAY IS THERE A COUNTRY APPROACHING THE PRE-EMINENCE OF JAPAN WHOSE CULTURAL AND ETHICAL BEHAVIOR PATTERNS ARE SO LITTLE UNDERSTOOD BY THE REST OF THE WORLD. JAPAN WAS SEALED OFF FROM THE OUTSIDE WORLD FOR THE FIRST 250 YEARS OF THE PAST 375, AND, AS A RESULT, DEVELOPED ITS OWN SOCIAL PATTERNS COMPLETELY UNIQUE EVEN FROM OTHER ORIENTAL CULTURES DURING THE SAME PERIOD. IN ORDER TO AT LEAST UNDERSTAND-IF NOT RESOLVE-THE DIFFERENCES BETWEEN THE JAPANESE AND WESTERNERS, IT'S NECESSARY TO HAVE A BRIEF LOOK AT THE HISTORY OF JAPAN ITSELF. BECAUSE OF ITS LACK OF A CONSISTENT AND RELIABLE WRITTEN LANGUAGE, WE DON'T KNOW A GREAT DEAL ABOUT JAPAN DURING THE PERIOD PRIOR TO THE EIGHTH CENTURY. FROM THAT POINT ON THERE WAS AN ENORMOUS INFLUX OF CHINESE CULTURE IN MUCH THE SAME WAY AS THE INFLUENCE OF AMERICAN CULTURE IS FELT WORLDWIDE TODAY. CHINESE INFLUENCE MADE ITSELF FELT IN JAPAN IN MANY WAYS-THROUGH TRADE, THROUGH ADOPTION OF THE CHINESE WRITTEN LANGUAGE AND ADOPTION OF MANY OF THE SOCIAL SYSTEMS OF CHINA BY THE JAPANESE. THERE WERE ALSO SIGNIFICANT INTERCHANGES OF SCHOLARS BETWEEN THE TWO COUNTRIES, AND THEIR INFLUENCES WERE FELT ONE WAY OR ANOTHER IN VIRTUALLY EVERY LEVEL OF JAPANESE SOCIETY. THE DEGREE OF THIS CHINESE INFLUENCE WAXED AND WANED OVER HUNDREDS OF YEARS, WITH INTERMITTENT ATTEMPTS BY JAPANESE LEADERS TO TERMINATE IT. THAT EXTRAORDINARY NOVEL, SHOGUN, DEPICTS THE LATTER PART OF THIS ERA WITH AMAZING ACCURACY. ABOUT 1600 A.D. THE SHOGUN TOKUGAWA (THE TITLE ACTUALLY MEANS GENERALISSIMO) EFFECTIVELY SEALED ALL JAPAN FROM ALL CONTACT WITH THE OUTSIDE WORLD BY IMPOSING A SERIES OF EXTREMELY HARSH PUNISHMENTS FOR NOT ONLY JAPANESE ATTEMPTING TO CONTACT OTHER COUNTRIES, BUT ALSO FOR NON-JAPANESE (SUCH AS SHIPWRECKED SAILORS) TRYING TO COME INTO JAPAN WITHOUT EXPRESS PERMISSION. THE ONLY EXCEPTION TO THESE PUNITIVE MEASURES WAS THE TOLERATION BY TOKUGAWA OF TINY TRADING ENCLAVES MAINTAINED BY THE DUTCH AND PORTUGUESE. THIS ENFORCED INSULARITY, WHEN COUPLED WITH THE PRE- TOKUGAWA JAPANESE ATTITUDES, EVOLVED INTO A TRULY EXTRAORDINARY SET OF SOCIAL AND ECONOMIC RELATIONS AMONG ALL STRATA OF JAPANESE SOCIETY. THE HIERARCHICAL STRUCTURE WAS THUS ESTABLISHED IN WHICH EVERYONE KNEW HIS PLACE AS BEING EITHER SUPERIOR OR INFERIOR TO THOSE AROUND HIM. THIS GAVE RISE TO WHAT EVEN TODAY IS REFERRED TO AS THE OYABUN- KOBUN RELATIONSHIP. TRANSLATED VERY LOOSELY, IT IS A MASTER-SLAVE RELATIONSHIP, PARENT-CHILD RELATIONSHIP OR HUSBAND-WIFE RELATIONSHIP. MANY OF THESE SUPERIOR-INFERIOR RELATIONSHIPS CHANGED WITH PARTICULAR CIRCUMSTANCES SO THAT AT ONE SPECIFIC TIME, FOR EXAMPLE, ONE PERSON MIGHT DO OBEISANCE TO ANOTHER, BUT THE ROLES COULD EASILY BE REVERSED FOR THOSE SAME TWO PEOPLE UNDER DIFFERENT SETS OF CIRCUMSTANCES IN THE SAME SOCIETY. THESE RELATIONSHIPS MOST ASSUREDLY PREVAIL EVEN TODAY IN JAPAN. WHEN YOU, AS A CORPORATE REAL ESTATE OFFICER OR FACILITY PLANNER, ARE IN DISCUSSIONS WITH THE JAPANESE YOU MUST AT LEAST BE AWARE THAT THESE RELATIONSHIPS EXIST EVEN THOUGH YOU WILL NEVER BE ABLE TO FULLY APPRECIATE THEIR COMPLEXITY AND INTERWEAVING. WE ARE ALL AWARE, FOR INSTANCE, OF THE PERVASIVE JAPANESE PRACTICE OF EXCHANGING NAME CARDS. THE PRIME PURPOSE OF THIS PRACTICE IS TO ENABLE THE RECIPIENTS OF THE CARDS TO KNOW THE STATUS OF EACH OTHER SO THAT THEY MAY NOT ONLY BOW CORRECTLY, BUT ALSO USE THE PROPER FORM OF LANGUAGE. AS WESTERNERS YOU WILL NOT BE EXPECTED TO KNOW THESE PRACTICES, AND INDEED CONFUSION INVARIABLY RESULTS WHEN A WESTERNER WILL ATTEMPT TO BOW FIRST AND A JAPANESE TO EXTEND HIS HAND FOR A HANDSHAKE. THIS CONFUSION IS GENERALLY MET WITH GOOD HUMOR BY THE JAPANESE AND SHOULD NOT BE THE SUBJECT OF MUCH CONCERN BY THE WESTERNER. FAR MORE IMPORTANT, HOWEVER, IS FOR THE WESTERNER TO OFFER HIS BUSINESS CARD IMMEDIATELY SO THAT HIS STATUS WITHIN HIS OWN COMPANY CAN BE THIS HIERARCHICAL SYSTEM DEVELOPED DURING THE PERIOD OF AN EXTREMELY RIGID CASTE SYSTEM IN JAPAN. THERE WERE FOUR CATEGORIES OF CLASSES. ON THE TOP WERE THE SAMURAI AND FOLLOWING THEM WERE THE PEASANTS. THIRD IN THE ORDER WERE ARTISANS AND ON THE ABSOLUTE BOTTOM OF THE TOTEM POLE WERE THE MERCHANT CLASSES. FOR CENTURIES ANYTHING SMACKING OF MERCANTILISM WAS REGARDED WITH DISDAIN. SALESMEN DEFINITELY FELL IN THAT CATEGORY AND, EVEN TODAY, THE SALES OR MARKETING FUNCTION IN JAPAN IS ACCORDED NOT NEARLY THE RESPECT IT COMMANDS IN THE U.S. AS A RESULT OF THIS HIERARCHY AND CASTE SYSTEM, A SET OF RELATIONSHIPS BETWEEN PEOPLE EVOLVED THAT WENT BEYOND THE OYABUN-KOBUN INTERACTIONS. THE VERY METHOD BY WHICH THINGS WERE DONE WAS OF THE MOST EXTREME IMPORTANCE. THE APPROPRIATE DRESS, FOR EXAMPLE, FOR EACH OF THE CLASSES WAS RIGIDLY PRESCRIBED. THEIR CONDUCT TOWARD EACH OTHER, EVEN WITHIN THE SAME CLASS, WAS EQUALLY RIGIDLY PRESCRIBED AND EXTENDED EVEN TO THE ACCEPTED POSITION FOR SLEEPING, MANNER OF EATING WITH UTENSILS AND HANDS, ETC. IT WAS LITERALLY A CASE OF MORE IMPORTANCE BEING PAID TO STYLE THAN TO SUBSTANCE. A CLASSIC TALE IS TOLD OF A VASSAL WHO OBSERVED WRONGDOING BEING PRACTICED BY THE LOCAL DAIMYO, OR FEUDAL LORD. IN THIS PARTICULAR CASE, THE DAIMYO WAS GUILTY OF DIVERTING TAX MONIES TO HIS OWN USE. THE VASSAL WENT AROUND THE DAIMYO TO PERSONALLY COMPLAIN AT A HIGHER LEVEL AND WAS BOILED IN OIL FOR HIS PAINS. SUBSEQUENT INVESTIGATION REVEALED THAT THE DAIMYO HIMSELF WAS IN FACT GUILTY AND HE WAS PUNISHED ACCORDINGLY, BUT THIS WAS SMALL COMFORT FOR THE VASSAL WHO DARED TO STEP OUTSIDE THE SYSTEM. EVEN TODAY IN JAPAN THERE IS A PROVERB WHICH TRANSLATES AS "THE NAIL THAT STICKS OUT IS THE ONE THAT GETS HIT," AND ACCOUNTS FOR THE REASON THAT ONE VERY SELDOM ENCOUNTERS A JAPANESE MANAGER WHO WILL TAKE INDIVIDUAL RESPONSIBILITY UPON HIMSELF FOR AN ACTION OR INITIATE THE ACTION. IT'S NO USE HOPING TO MEET THE MAN WHO WILL "MAKE THE DECISION" BECAUSE MOST OF THE TIME HE DOESN'T EXIST. THE SUBJECT OF CULTURAL DIFFERENCES LEADS US TO THE METHOD BY WHICH DECISIONS ARE MADE. MOST READERS WILL BE FAMILIAR WITH THE TERM RINGI, OR DECISION BY CONCENSUS. THE REASON FOR RINGI LIES IN THIS INTENSE PERSONAL INTERACTION BETWEEN PEOPLE IN A SOCIETY BECAUSE THIS IS SO, NO ONE STEPS OUT OF THE MOLD, AND DECISIONS MUST BE MADE BY GROUPS RATHER THAN INDIVIDUALS. THIS SITUATION LEADS TO CONSIDERABLE FRUSTRATIONS FOR WESTERN NEGOTIATORS. WESTERNERS WILL OFTEN FIND THEMSELVES REPEATING ESSENTIALLY THE SAME MAJOR POINTS TO ENTIRELY DIFFERENT GROUPS OF JAPANESE MANAGEMENT PEOPLE WITHIN THE SAME COMPANY. MANY OF THE JAPANESE IN SUCH MEETINGS WILL REMAIN TOTALLY SILENT THROUGHOUT THE ENTIRE MEETING, AND ONE MAY WONDER WHAT ROLE THEY PLAY IN THE MEETING THEMSELVES. IT'S ALL PART OF BRINGING DIFFERENT GROUPS IN SO THAT ALL OF THE KEY FIGURES IN THE COMPANY CAN BETTER UNDERSTAND YOUR PRESENTATION. IT'S ALSO FOR THE PURPOSE OF ENABLING THESE GROUPS OF INDIVIDUALS TO GET TOGETHER TO EVALUATE YOU AND YOUR TEAM MEMBERS FROM A PERSONAL POINT OF VIEW, THAT IS TO SAY, TO ESTABLISH HOW WELL THAT JAPANESE COMPANY WILL BE ABLE TO WORK WITH THE INDIVIDUAL PERSONALITIES STRICTLY SPEAKING, THE TERM RINGI DOES NOT MEAN "DECISICION BY CONSENSUS" BUT RATHER DESCRIBES A PROCESS BY WHICH A PROBLEM ITSELF IS MUTUALLY DEFINED BY ALL THE PARTIES WHO WILL BE INVOLVED IN THE IMPLEMENTATION OF THE SOLUTION. IN OTHER WORDS, THROUGH RINGI THE JAPANESE SEEK TO ASSURE THEMSELVES THAT THEY ARE NOT JUST SOLVING A PROBLEM BUT THAT THEY ARE SOLVING THE RIGHT PROBLEM. IT'S NOT A POINT WORTH BELABORING, HOWEVER, SO FOR PURPOSES OF THIS ARTICLE RINGI CAN BE THOUGHT OF AS MAKING THE WESTERNERS ARE QUICK TO COMPLAIN ABOUT THE SEEMINGLY INORDINATE LENGTH OF TIME THAT IT TAKES TO ARRIVE AT A DECISION BY THIS JAPANESE METHOD. THE OFFSETTING ADVANTAGE, HOWEVER, IS THAT ONCE THE DECISION HAS BEEN MADE ALL OF THE PARTIES TO THAT DECISION HAVE BEEN FULLY INFORMED AND-MORE OFTEN THAN NOT-AGREE WITH THE DECISION, SO THAT THE IMPLEMENTATION CAN BE MUCH FASTER THAN IN THE WEST. IN THE WEST, WHEN A DECISION IS MADE BY TOP MANAGEMENT RATHER QUICKLY, IT MUST THEN BE "SOLD" DOWN THE LINE TO THE LOWER LEVELS OF MANAGEMENT, AND THIS DOES NOT OCCUR IN JAPAN WITH THE FREQUENCY THAT IT DOES IN THE WEST. THE RESULT IS THAT IF YOU WERE ATTEMPTING TO PERSUADE JAPANESE MANAGEMENT OF THE ADVANTAGES OF A PARTICULAR COURSE OF ACTION WITH YOUR COMPANY IT MAY SEEM TO YOU THAT IT TAKES FOREVER TO GET A DECISION, BUT ONCE THAT DECISION HAS BEEN MADE THAT JAPANESE COMPANY WILL MOVE VERY RAPIDLY INDEED TO IMPLEMENT IT, AND THE SPEED OF THIS PROCESS MAY ASTOUND YOU. MOST WESTERNERS HAVE HEARD OF THE "PATERNALISM" THAT EXISTS IN JAPANESE COMPANIES. IT MAY BE USEFUL TO EXPLAIN ITS ORIGINS, PARTICULARLY AS YOU MAY BE APPROACHING A NUMBER OF DIFFERENT LEVELS OF MANAGEMENT WITHIN THE SAME JAPANESE COMPANY OR GROUP OF COMPANIES, AND SOME OF THESE "PATERNALISTIC" ATTITUDES WILL UNDOUBTEDLY BE TRANSFERRED-AS PART OF A MANAGEMENT ATTITUDE-TO WHATEVER JAPANESE COLLABORATIVE PROGRAM IS EXECUTED WITH YOUR COMPANY IN THE U.S. PATERNALISM HAS ITS ROOTS IN THE OYABUN-KOBUN RELATIONSHIP IN THE TIGHTLY CONSTRICTED SOCIETY OF JAPAN. IT'S NOT SIMPLY A CASE OF A FEUDAL LORD EXPECTING OBEDIENCE FROM A VASSAL, BUT IT'S ALSO A CASE OF THE OBLIGATIONS WHICH THE FEUDAL LORD UNDERTAKES ON BEHALF OF THE VASSAL, THAT IS TO SAY, TO SEE TO HIS ECONOMIC WELL-BEING, PHYSICAL PROTECTION, ETC. IT'S A LOYALTY BETWEEN PEOPLE THAT GOES BOTH WAYS. PART OF THE CEMENT THAT BINDS JAPANESE SOCIETY TOGETHER IS THE INCREDIBLY INTERLOCKING SYSTEM OF OBLIGATIONS VARIOUSLY CALLED ON AND GIRI. THESE INVOLVE THE DOING OF MUTUAL FAVORS BETWEEN PEOPLE THAT MUST BE REPAID WITH MATHEMATICAL EQUIVALENCE. WHEN PATERNALISM IS MIXED WITH THE OYABUN-KOBUN RELATIONSHIP, AND THIS SYSTEM OF ON-GIRI OBLIGATIONS IS LAID ON TOP, WE HAVE AN UNBELIEVABLY COMPLEX INTERWEAVING THAT RELATES TO ABOUT EVERY LEVEL OF LIFE IN JAPAN. BECAUSE THE SOCIETY IS SO TIGHTLY STRICTURED, A CODIFIED SYSTEM OF MUTUAL OBLIGATIONS WAS NECESSARY. THESE OBLIGATIONS EXTEND NOT ONLY BETWEEN PERSONS BUT BETWEEN SMALL COMPANIES AND LARGE COMPANIES, BETWEEN CORPORATIONS AND THE VARIOUS MINISTRIES OF THE JAPANESE GOVERNMENT AND THE FEELING THAT INDIVIDUALS OR CORPORATIONS HAVE TOWARD JAPAN AS A WHOLE. PART OF THIS ATTITUDE IS WHAT HAS GIVEN RISE TO THE OVERLY SIMPLISTIC TERM IN THE WEST, "JAPAN INC." THIS OYABUN-KOBUN AND ON-GIRI STRUCTURE ACCOUNTS FOR WHAT IS SOMETIMES REFERRED TO AS "CRADLE-TO-THE-GRAVE" JOB SECURITY IN JAPANESE COMPANIES. A JAPANESE MANAGER DOES, THOUGH, FEEL A VERY STRONG SENSE OF RESPONSIBILITY TOWARD THOSE EMPLOYEES REPORTING TO HIM, AND COMPANY PARTICIPATION IN EVEN THE MOST PRIVATE AFFAIRS OF LIFE IS NOT ONLY TOLERATED BUT EXPECTED BY A JAPANESE WORKER TO AN EXTENT THAT WOULD BE LITERALLY INCOMPREHENSIBLE TO A WESTERNER. EMPLOYEE GROUPS WITHIN A COMPANY WILL FREQUENTLY GO ON VACATIONS, BELONG TO THE SAME CLUBS TO FOSTER INDIVIDUAL HOBBIES AND CERTAINLY COMPETE AS GROUPS AGAINST OTHER GROUPS WITHIN THE SAME COMPANY. THERE ARE EVEN CASES OF SEVERAL LARGE JAPANESE COMPANIES MAINTAINING WEDDING CHAPELS FOR THEIR THE INTERLOCKING ATTITUDES ON THE PART OF MANAGEMENT AND THE WORKERS GIVE RISE TO SOME RATHER DIFFERENT GOALS AND OBJECTIVES FOR THE JAPANESE MANAGER AS COMPARED TO HIS WESTERN COUNTERPART. WHILE THE JAPANESE CLEARLY RECOGNIZE THAT PROFIT IS WHAT MAKES IT ALL WORK, NONETHELESS, THE TOP MANAGEMENT AND BOARDS OF DIRECTORS OF JAPANESE COMPANIES ARE SATISFIED WITH FAR LESS PROFIT AS A FUNCTION OF SALES THAN A WESTERN MANAGER WOULD BE. AS LONG AS PROFIT IS BEING MADE, A CONSIDERABLE AMOUNT OF ATTENTION IS GIVEN TO THE VOLUME OF SALES ITSELF, THUS ENABLING ONE JAPANESE COMPANY TO COMPARE ITSELF TO ANOTHER IN TERMS OF SALES VOLUME. THE IMPLEMENTATION OF THE MUTUAL LOYALTIES TO WHICH I HAVE REFERRED IS ALSO CONSIDERED A PRIME RESPONSIBILITY OF A TOP JAPANESE MANAGER, ALONG WITH MAKING A PROFIT! THE POINT IS MENTIONED HERE BECAUSE ALTHOUGH THE IMPLEMENTATION OF THESE ATTITUDES DOES NOT SURVIVE 100 PERCENT TRANSPLANTING OUT OF THE MILIEU OF JAPAN, NEVERTHELESS, THE JAPANESE MANAGERS OF OPERATIONS IN THE U.S. INVARIABLY TRY TO IMPLEMENT SOME OF THESE LOYALTY ATTITUDES TO SOME DEGREE. THE IMPLEMENTATION OF THESE ATTITUDES IS GENERALLY LOOKED UPON WITH CONSIDERABLE FAVOR BY THE AMERICAN EMPLOYEE OF THE JAPANESE COMPANY BECAUSE HE TAKES IT AS EVIDENCE THAT THE MANAGEMENT REALLY CARES ABOUT HIS OWN WELFARE. IT CAN TURN INTO A VERY GOOD THING INDEED IN TERMS OF LABOR JAPAN IS BY NO MEANS A HARMONIUS WHOLE. BITTER COMPETITION EXISTS WITHIN JAPAN- ACCORDING TO STRICTLY DEFINED RULES-BUT IS SELDOM PERCEIVED BY THE WESTERN OBSERVER. THESE ATTITUDES SOMETIMES MAKE FOR CURIOUS RELATIONS BETWEEN GROUPS OF COMPANIES WHICH, IN PREWORLD II DAYS, WERE REFERRED TO AS ZAIBATSU. COMPETITORS WILL OFTEN SEE TO IT THAT NO ONE "BREAKS THE OTHER MAN'S RICE BOWL." THE SCOPE OF THIS ARTICLE DOES NOT PERMIT AN EXPLORATION OF THESE FASCINATING INTERLOCKINGS WHICH CAN BE QUITE MYSTERIOUS TO THE NON- JAPANESE. THE PURPOSE OF RAISING THE ISSUE HERE IS SIMPLY TO ADVISE YOU THAT YOU MAY FIND IN YOUR NEGOTIATIONS WITH A PARTICULAR JAPANESE COMPANY, THAT FOR REASONS NOT CLEAR TO YOU, YOU WILL BE ASKED TO ENGAGE SIMULTANEOUSLY IN DISCUSSIONS WITH EITHER OTHER COMPANIES, GOVERNMENT MINISTRIES, OR EVEN PRIVATE INDIVIDUALS WHOSE ROLES DO NOT SEEM TO BE RELATED TO THE PARTICULAR SELLING PROGRAM ON WHICH YOU MAY BE ENGAGED. HESE ACTIONS, WHICH MAY BE MYSTERIOUS TO YOU, ARE ALL AIMED AT THE ACHIEVEMENT OF THE JAPANESE COMPANY'S GOALS. THESE GOALS ARE OFTEN QUITE DIFFERENT IN DEGREE AND KIND FROM WHAT A WESTERN MANAGER MIGHT IMAGINE HIS OWN TO BE IF HE WERE IN THE PLACE OF HIS THE JAPANESE ARE MANY TIMES AS FRUSTRATED WITH TRYING TO DO BUSINESS WITH THE WEST AS THE WEST IS WITH THEM BECAUSE THEY CAN'T UNDERSTAND WHY SOME COURSE OF ACTION THAT Bibliography:

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