The world is shifting. Is Japan part of your future?

 

This survey is part of our effort to understand if — and how — Danish companies are rethinking export and growth strategies in light of today’s geopolitical uncertainty.

 

We’re exploring how political developments are influencing the strategic decisions of business leaders — and whether Japan, long seen as a stable yet complex market, is emerging as a viable alternative for expansion or partnerships.
We’re also identifying the key barriers companies face — and in the upcoming report, how those might be overcome.

 

Estimated time: 4–5 minutes

 

📩 Want the full report? Just leave your email at the end. We’ll send it out by the end of May.

Section 1: Company Context

1
1. What best describes your role in the company?
  • KeyAOwner / Co-owner
  • KeyBCEO / Managing Director
  • KeyCLeadership Team
  • KeyDCountry/Account Manager
  • KeyEEmployee
Choose one option
2
2. How many employees are in your company?
  • KeyA1 - 10
  • KeyB11 - 49
  • KeyC50–149
  • KeyD150+
Choose one option
3
3. Does your company primarily operate in a B2B or B2C market?
  • KeyAWe focus on B2B
  • KeyBWe focus on B2C
  • KeyCWe focus on both
Choose one option
4
4. Which regions is your company currently active in (export, sales, or physical presence)?
  • KeyADenmark
  • KeyBOther Nordic countries
  • KeyCEU
  • KeyDUSA
  • KeyEAsia (excluding Japan)
  • KeyFJapan
Choose as many as you like

Section 2: Global Uncertainty & Strategic Shifts

5
5. To what extent has global political uncertainty influenced your international growth strategies?(1 = Not at all, 5 = Very much)
1
6
6. Has the current political situation in the U.S. influenced your company’s growth or export priorities?
  • KeyAYes
  • KeyBNo
  • KeyCNot sure
Choose one option
7
7. How likely is it that your company will explore new international markets in the next 12 month?(1 = Not at all, 5 = Very likely)
1
8
8. What typically triggers your company to explore new markets?
  • KeyAClient/customer demand or requests
  • KeyBConcerns about existing markets
  • KeyCPresence at trade fairs or international events
  • KeyDInbound interest from partners or distributors
  • KeyEGovernment or industry initiatives
Choose one option

Section 3: Perception of Japan

9
9. Is Japan currently part of your company’s strategic considerations?
  • KeyAWe are already present
  • KeyBYes, we are actively exploring
  • KeyCIt’s on the radar, but not prioritized
  • KeyDNo, but we’re open to it
  • KeyEDon’t know enough to consider it
Choose one option

Section 4: Enablers & Mindset

10
12. What kind of support or insight would make Japan a more relevant market for you?
  • KeyAStrategic sparring or workshops tailored to Japan opportunities
  • KeyBIntroductions to trusted local partners, distributors, or advisors
  • KeyCInsights into Japanese customer behavior and market dynamics
  • KeyDClarification of regulatory requirements and go-to-market pathways
  • KeyECultural onboarding to improve communication and collaboration
Choose as many as you like
11
13. Would you consider Japan a:
  • KeyAHigh-risk market
  • KeyBLow-risk, but complex market
  • KeyCStrategic opportunity
  • KeyDNot sure
Choose one option
12
14. When do you expect to make your next international expansion decision?
  • KeyAWithin the next 6 months
  • KeyB6–12 months
  • KeyC1–2 years
  • KeyDNo plans at the moment
  • KeyENot sure
Choose one option
13
Your input helps us understand how Danish companies are thinking about resilience, growth, and new markets. We’ll use this insight to explore how Japan could become a stable partner in uncertain times. Would you like to receive the full report based on this survey?
  • KeyAYes
  • KeyBNo
Choose one option