Peter Rogers

A case is slowly brewing in Korea which will have longterm ramifications in the Webtoon industry here in Korea that will certainly reverberate to foreign markets. The Webtoon Labor Union plans to file a relief application with the Labor Relations Commission in Korea regarding Kakao Entertainment's refusal to enter into collective bargaining with the Webtoon Union. The conflict stems from KE's refusal to treat creatives as "workers". Under Korean law, "workers" can include freelancers, part-timers, full-timers and contract workers. But online content publishers in Korea have long contracted creatives as separate business entities rather than as "workers". "Workers" have established rights depending on their employment terms. This, of course, is a generalized statement. Some creatives are employed as full-time, part-time, or contract employees and offered the corresponding benefits under Korean law. But the product of these creatives are considered work-product and the IPs owned by the company they're employed by. This isn't a legal requirement, it's just the generally accepted trade-off for a stable paycheck and employment benefits in the industry. With this case though, the Webtoon Union is obviously hoping to crack the status quo. If creatives were to be recognized as "workers", this would have immediate ramifications that would echo throughout the industry. Kakao is an admittedly large player in the webtoon industry, but they're just one. Large companies like Naver and Kidari would be immediately impacted as well as smaller studios and publishers. There's even a precedent as delivery drivers and broadcasters have recently won the right to be recognized as "workers". To be honest, I'm not well-versed enough in Korean labor laws and regulations to know which way I'd prefer the pendulum to swing. But if the commission were to recognize creatives as "workers", it will no doubt send shockwaves throughout the industry. https://lnkd.in/g8bDYhCS

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Ignition K.K. 𝗪𝗵𝘆 𝗖𝗹𝗲𝗮𝗿 𝗗𝗲𝘀𝗸 𝗖𝗼𝘃𝗲𝗿𝗮𝗴𝗲 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗻 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗺𝗲𝗻𝘁 One area recruitment companies in Japan should pay more attention to, if they want to improve their offer-to-close ratios for internal hires, is having clear desk coverage and boundary discussions before an offer is made. This not only helps with closing but also sets the right foundation for retention, ensuring new hires feel motivated and supported from day one. These conversations should cover: 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗮𝗻𝗱 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗰𝗼𝘃𝗲𝗿𝗮𝗴𝗲 (𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴 𝘀𝘂𝗯-𝘀𝗲𝗰𝘁𝗼𝗿𝘀) 𝗖𝗹𝗶𝗲𝗻𝘁 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀, 𝗿𝘂𝗹𝗲𝘀, 𝗮𝗻𝗱 𝗮𝗻𝘆 “𝘀𝗽𝗲𝗰𝗶𝗮𝗹 𝗰𝗮𝘀𝗲𝘀” 𝗖𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗿𝘂𝗹𝗲𝘀, 𝘄𝗶𝘁𝗵 𝗮𝗻𝘆 𝗮𝗻𝗼𝗺𝗮𝗹𝗶𝗲𝘀 𝗰𝗹𝗲𝗮𝗿𝗹𝘆 𝗲𝘅𝗽𝗹𝗮𝗶𝗻𝗲𝗱 When this isn’t addressed, new recruiters can quickly become frustrated. Imagine joining a company full of energy, only to learn on your first deal that your manager takes 25% of placements at a certain client because they’ve “owned” it since 1975—or discovering that any placements above a certain salary go to your manager, while you’re confined to junior roles. Surprises like this kill trust and motivation. The solution is simple: be upfront, be consistent, and document the agreements where possible. Honesty and clarity should be the bedrock of every new hire relationship. Whether you’re building a team or considering your next step, I’d be glad to have a conversation—just drop me a message Michael Craven #rec2rec #japanjobs #honesty

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"Taiwanese startups are known for their cutting-edge technologies and innovative solutions. However, entering the European and global markets can be challenging without the right network. Tech&Fest offers a unique opportunity for Taiwanese companies to meet and collaborate with leading industry players, research institutions, and investors. It’s the ideal environment for Taiwanese startups to gain visibility and access new opportunities on the international stage." https://lnkd.in/gc4nZZjS

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📄 "The Japan Sales Timeline: What HQ Expects vs. What Actually Happens" 28 pages covering everything I've learned from watching enterprise deals in Japan: The 5 phases of Japan enterprise sales: → Phase 1: Trust Foundation (Months 1-3)  → Phase 2: Relationship Development (Months 4-6)  → Phase 3: Champion Emergence (Months 7-9)  → Phase 4: Consensus Building (Months 10-14)  → Phase 5: Contract & Close (Months 15-18) Plus: → Why Japanese sales cycles are 4-6x longer than US equivalents  → The cultural factors HQ doesn't understand (nemawashi, ringi, risk aversion)  → How to manage headquarters expectations without losing your job  → Metrics that demonstrate progress before revenue materializes  → Case studies: what winners do differently from the 70% who fail The hard truth? Japan customer lifetime values exceed US customers by 3-5x. The 18-month sales cycle isn't a bug. It's the price of admission to decades of loyalty. Companies that understand this win. Companies that fight it lose. Share it with your board. Your HQ. Your Japan team. Everyone needs to read this before the next pipeline review. ♻️ Repost if you've ever had to explain Japan timelines to headquarters. #JapanBusiness #JapanSales #B2BSales #EnterpriseSales #SalesStrategy #MarketEntry #JapanExpansion #APAC #SalesCycle #GlobalSales #JapanMarket #SalesLeadership #GoToMarket #BusinessDevelopment #InternationalBusiness #StartupSales #SalesOps #WhitePaper #FreeDownload

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NYK names its first domestically built CTV “Alfonsino Arrow” 日本郵船初の国産CTVを「Alfonsino Arrow」と命名    Naming and launching ceremony held in Kamaishi, Iwate Prefecture, marking a “Japan-spec” step supporting offshore wind   岩手県釜石市で命名進水式、洋上風力支える“日本仕様”の一歩    NYK announced on the 15th that the naming and launching ceremony for a crew transfer vessel (CTV: Crew Transfer Vessel) ordered by the company for offshore wind power generation was held on the 12th at Kosaba Shipbuilding Co., Ltd. in Kamaishi City, Iwate Prefecture.   Key points of this article   → This marks the first CTV ordered by NYK from a domestic Japanese shipyard.   → Alfonsino Arrow is scheduled to be engaged in crew transportation for the construction as well as operation and maintenance (O&M) of offshore wind power facilities within Japan, and is positioned as a “domestically built CTV” adapted to Japanese sea and weather conditions. Photo courtesy ＝NYK, iStock＝洋上風力の写真はイメージ画像です。The photograph of the offshore wind power facility is for illustrative purposes only.   “You can read the rest of the article in both English and Japanese.” https://lnkd.in/gG4AQMgs   日本郵船初の国産CTVを「Alfonsino Arrow」と命名 岩手県釜石市で命名進水式、洋上風力支える“日本仕様”の一歩   　日本郵船株式会社は15日、同社が発注した洋上風力発電向け作業員輸送船（CTV：Crew Transfer Vessel）の命名進水式が12日、岩手県釜石市の株式会社小鯖船舶工業で開催されたと発表した。   この記事のポイント   →日本郵船が国内造船所に発注したCTVは初となる。   →Alfonsino Arrowは、日本国内の洋上風力発電設備の建設および運転・保守（O&M）における作業員輸送に従事する予定で、日本の海象条件に適応した「国産CTV」として位置付けられる。   “You can read the rest of the article in both English and Japanese.”（続きは英語と日本語で書かれた本文でお読みください） https://lnkd.in/gG4AQMgs #MaritimeBridgeJapan #JapanShipping #Shipbuilding #MaritimeNews #SustainableShipping #GlobalTrade

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When will firms hire... foreigners again in China? The job market for Westerners in China is grim. Like, 𝘳𝘦𝘢𝘭𝘭𝘺 𝘨𝘳𝘪𝘮. Stats from my firm: 📍 Before the pandemic: ~40–50 𝘳𝘰𝘭𝘦𝘴 𝘧𝘰𝘳 𝘧𝘰𝘳𝘦𝘪𝘨𝘯𝘦𝘳𝘴 / year 📉 2023: 𝟴 roles open (all filled by foreigners) 📉 2024: 𝟭𝟬 roles open (𝟰 𝗳𝗶𝗹𝗹𝗲𝗱 𝗯𝘆 𝗖𝗵𝗶𝗻𝗲𝘀𝗲 𝗻𝗮𝘁𝗶𝗼𝗻𝗮𝗹𝘀 𝘄𝗵𝗼 𝘀𝗽𝗼𝗸𝗲 𝗛𝗤 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲, 6 by foreigners – and 5 of those spoke fluent Chinese) 📉 2025 so far: 𝟮 roles available (1 requires fluent Chinese, 1 doesn’t) Meanwhile... Foreigners are 𝘚𝘛𝘐𝘓𝘓 𝘣𝘦𝘪𝘯𝘨 𝘭𝘦𝘵 𝘨𝘰 𝘭𝘦𝘧𝘵 𝘢𝘯𝘥 𝘳𝘪𝘨𝘩𝘵. Another day, another 50 CVs landing in my inbox. If I were a company? I could snap up 𝗲𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝘁 𝗪𝗲𝘀𝘁𝗲𝗿𝗻 talent for a 𝗯𝗮𝗿𝗴𝗮𝗶𝗻. ✅ Trilingual, incl fluent in Chinese ✅ Long-term China experience ✅ Tech and Business savvy ✅ Leadership skills 𝗧𝗵𝗲 𝟵𝘀 𝗮𝗻𝗱 𝟭𝟬𝘀 𝗼𝗳 𝘁𝗵𝗲 𝗺𝗮𝗿𝗸𝗲𝘁. But companies? 𝘛𝘩𝘦𝘺 𝘥𝘰𝘯’𝘵 𝘤𝘢𝘳𝘦. 𝗧𝗵𝗲𝘆’𝗿𝗲 𝘀𝘁𝗶𝗹𝗹 𝗹𝗼𝗰𝗮𝗹𝗶𝘇𝗶𝗻𝗴. Hard. When will it end? Well... this ain't my first localization rodeo. (I was here during the financial crisis) And these trends come in waves. 🌊 Global Crisis -> Wave of localization 🌊 Followed by a wave of re-hiring foreigners Why? Because 𝘀𝗼𝗺𝗲 local hires didn't work out. 1️⃣ 𝗠𝗶𝘀𝘀𝗲𝗱 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗮𝗿𝗴𝗲𝘁𝘀 – Sales, expansion, revenue- they underperformed. 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗱𝗼𝗲𝘀 𝗻𝗼𝘁 𝗱𝗲𝗽𝗲𝗻𝗱 𝗼𝗻 𝘁𝗵𝗲 𝗽𝗮𝘀𝘀𝗽𝗼𝗿𝘁. Some were replaced by overseas Chinese nationals or by Flexpats. 2️⃣ 𝗖𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲 𝗱𝗶𝘀𝗮𝘀𝘁𝗲𝗿𝘀 – 𝗙𝗿𝗼𝗺 𝗻𝗲𝗽𝗼𝘁𝗶𝘀𝗺 𝘁𝗼 “𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝗖𝗵𝗶𝗻𝗲𝘀𝗲 𝗰𝗵𝗮𝗿𝗮𝗰𝘁𝗲𝗿𝗶𝘀𝘁𝗶𝗰𝘀” 𝘁𝗼 𝘀𝗶𝗺𝗽𝗹𝗲 "𝘂𝗻𝗱𝗲𝗿-𝘁𝗵𝗲-𝘁𝗮𝗯𝗹𝗲 𝗮𝗰𝘁𝗶𝘃𝗶𝘁𝘆". (𝘙𝘦𝘮𝘦𝘮𝘣𝘦𝘳, 𝘸𝘩𝘦𝘯 𝘵𝘩𝘦 𝘎𝘔’𝘴 𝘤𝘰𝘶𝘴𝘪𝘯 𝘰𝘱𝘦𝘯𝘦𝘥 𝘢 𝘤𝘰𝘱𝘺𝘤𝘢𝘵 𝘧𝘢𝘤𝘵𝘰𝘳𝘺 𝘯𝘦𝘹𝘵 𝘥𝘰𝘰𝘳 𝘰𝘳 𝘢𝘭𝘭 𝘵𝘩𝘦 𝘴𝘶𝘥𝘥𝘦𝘯 𝘵𝘩𝘦 𝘸𝘩𝘰𝘭𝘦 𝘮𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘵𝘦𝘢𝘮 𝘸𝘢𝘴 𝘣𝘭𝘰𝘰𝘥-𝘳𝘦𝘭𝘢𝘵𝘦𝘥 𝘵𝘰 𝘵𝘩𝘦 𝘯𝘦𝘸 𝘎𝘔 - 𝘺𝘦𝘢𝘩.) Check out Robert Wu's piece on China as a low-trust society. To be clear: Not all Chinese are compliance risks! Not all Westerners are compliance-safe! But culture has an influence: — 𝗔 𝗵𝗶𝗴𝗵-𝘁𝗿𝘂𝘀𝘁, 𝗹𝗼𝘄-𝗰𝗼𝗻𝘁𝗲𝘅𝘁 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 (𝗳𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲) does business very differently than a 𝗹𝗼𝘄-𝘁𝗿𝘂𝘀𝘁, 𝗵𝗶𝗴𝗵-𝗰𝗼𝗻𝘁𝗲𝘅𝘁 𝗼𝗻𝗲 (𝗳𝗼𝗰𝘂𝘀𝗲𝗱 𝗼𝗻 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀). That’s why I am already hearing the first stories of things going south with localization. Always for one of the above two reasons. But when? 🤷‍♀️ Hard to say. In the last cycle, it took 3–5 years for firms to go full circle. So, since the hardcore localization wave started mid-2023... → 𝗪𝗲 𝗺𝗮𝘆 𝘀𝗲𝗲 𝗰𝗵𝗮𝗻𝗴𝗲 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗺𝗶𝗱-𝟮𝟬𝟮𝟲 𝘁𝗼 𝟮𝟬𝟮𝟴. 👇 If you're a Westerner job-hunting in China, check the first comment for some helpful resources for you. Pic for attention

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