Southeast Asia is at a critical juncture. With its digital economy set to exceed $1 trillion by 2030, businesses across the region face unprecedented opportunities and challenges. From AI innovations to health sector reform, and the pressing need for sustainability, companies are navigating uncharted waters. But surviving and thriving in this fast-paced environment requires more than just innovation—it demands strategic leadership.

In an effort to understand more about the growth, complexities, and opportunities in Southeast Asia, we sat down with Kailash Raghuwanshi, a business strategist who has been deeply involved in the region’s growth and development. Known to many as "Kai," he has witnessed firsthand the challenges businesses face as the market evolves and presents new hurdles, from digital transformation to sustainability demands.

Kailash Raghuwanshi brings a decade-long experience across Southeast Asia, the US, and China. As a New York graduate, his expertise spans leading fintech ventures in Indonesia, managing high-impact joint ventures in Vietnam, and gaining valuable experience as a Director at a Shanghai-based public health venture backed by the Gates Foundation. Kailash’s expertise spans multiple sectors. His ability to guide businesses through growth and change is informed by deep regional knowledge and hands-on leadership experience.

Question: What’s the biggest challenge for businesses in Southeast Asia today?

Kailash: It’s a blend of talent shortages, regulatory hurdles, and climate risk. Indonesia faces a shortage of 600,000 tech professionals annually, while Singapore needs to boost its digital talent pool by 55% by 2025. Climate change adds another layer of complexity, with 25% of the population vulnerable to flooding and other climate disasters. Companies need to be agile and have strong leadership to navigate these intersecting challenges.

Question: AI is a hot topic everywhere. How can businesses start integrating it?

Kailash: AI has the potential to revolutionize industries, but the key is starting small. 35% of businesses in Southeast Asia are already using AI to optimize operations, but those just beginning should focus on areas where AI can make an immediate impact—like streamlining logistics or using predictive analytics to anticipate consumer behavior. Once they see results, scaling AI becomes easier.

Question: As you have worked in health ventures, What are some of the biggest health challenges in Southeast Asia, and how do sustainability and waste management factor into them?&nbsp;

Kailash: Health challenges in Southeast Asia are complex, with 46% of the population lacking access to essential services. Sustainability plays a crucial role in addressing these issues—especially when it comes to waste management in healthcare. Improper waste disposal exacerbates public health risks and environmental degradation. Tackling these challenges requires innovative solutions, like using AI to manage resources efficiently, reducing waste, and ensuring healthcare services reach underserved populations. Businesses and governments need to collaborate to integrate sustainable practices into the health sector for long-term impact.

Question: Climate change is top of mind for everyone. What should businesses do to prepare?

Kailash: Climate resilience is no longer optional. It’s estimated that Southeast Asia’s GDP could drop by 11% by 2100 if we don’t act. Businesses need to integrate sustainability into their core strategies, using AI to predict climate risks, reducing carbon footprints, and building resilient supply chains. Companies that fail to take action now will find themselves behind the curve.

Question: What excites you the most about Southeast Asia’s future?

Kailash: The rapid transformation. By 2025, the region’s digital economy could account for 8.5% of GDP, and we’re seeing new opportunities in AI, health, and sustainability daily. Southeast Asia is uniquely positioned to leapfrog traditional development paths, adopting the latest technologies to drive growth and create solutions that can be exported globally.

A Path Forward: Navigating Growth in Southeast Asia

As Southeast Asia’s digital economy continues to accelerate, businesses face an exciting yet challenging future. Success will come to those who can balance innovation, sustainability, and adaptability. The region offers endless opportunities, but only for those ready to face the complexities head-on, with the right leadership in place.

Southeast Asia's digital economy is on track to surpass $1 trillion by 2030, posing both opportunities and challenges for businesses in AI, health, and sustainability. In this discussion, Kailash Raghuwanshi, a seasoned business strategist, shares insights on how companies can navigate these sectors and turn obstacles into growth opportunities. With a decade of experience across Southeast Asia, Raghuwanshi emphasizes the need for strategic leadership in addressing these challenges Southeast Asia is at a critical juncture. With its digital economy set to exceed $1 trillion by 2030, businesses across the region face unprecedented opportunities and challenges. From AI innovations to health sector reform, and the pressing need for sustainability, companies are navigating uncharted waters. But surviving and thriving in this fast-paced environment requires more than just innovation—it demands strategic leadership.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/eba61a29-9762-48f3-3961-0b2c89662000/public" alt="Skyline of Ho Chi Minh City, a symbol of Southeast Asia’s dynamic urban growth and the hub for new opportunities" />In an effort to understand more about the growth, complexities, and opportunities in Southeast Asia, we sat down with Kailash Raghuwanshi, a business strategist who has been deeply involved in the region’s growth and development. Known to many as "Kai," he has witnessed firsthand the challenges businesses face as the market evolves and presents new hurdles, from digital transformation to sustainability demands.Kailash Raghuwanshi brings a decade-long experience across Southeast Asia, the US, and China. As a New York graduate, his expertise spans leading fintech ventures in Indonesia, managing high-impact joint ventures in Vietnam, and gaining valuable experience as a Director at a Shanghai-based public health venture backed by the Gates Foundation. Kailash’s expertise spans multiple sectors. His ability to guide businesses through growth and change is informed by deep regional knowledge and hands-on leadership experience.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/d2a52fe7-6d97-4c5e-53b0-43a1ef8e3600/public" alt="Kailash Raghuwanshi, a regular speaker and moderator at various industry forums, sharing his expertise on shaping the business and innovation landscape across Southeast Asia." />Question: What’s the biggest challenge for businesses in Southeast Asia today?Kailash: It’s a blend of talent shortages, regulatory hurdles, and climate risk. Indonesia faces a shortage of 600,000 tech professionals annually, while Singapore needs to boost its digital talent pool by 55% by 2025. Climate change adds another layer of complexity, with 25% of the population vulnerable to flooding and other climate disasters. Companies need to be agile and have strong leadership to navigate these intersecting challenges.Question: AI is a hot topic everywhere. How can businesses start integrating it?Kailash: AI has the potential to revolutionize industries, but the key is starting small. 35% of businesses in Southeast Asia are already using AI to optimize operations, but those just beginning should focus on areas where AI can make an immediate impact—like streamlining logistics or using predictive analytics to anticipate consumer behavior. Once they see results, scaling AI becomes easier.Question: As you have worked in health ventures, What are some of the biggest health challenges in Southeast Asia, and how do sustainability and waste management factor into them?&nbsp;Kailash: Health challenges in Southeast Asia are complex, with 46% of the population lacking access to essential services. Sustainability plays a crucial role in addressing these issues—especially when it comes to waste management in healthcare. Improper waste disposal exacerbates public health risks and environmental degradation. Tackling these challenges requires innovative solutions, like using AI to manage resources efficiently, reducing waste, and ensuring healthcare services reach underserved populations. Businesses and governments need to collaborate to integrate sustainable practices into the health sector for long-term impact.Question: Climate change is top of mind for everyone. What should businesses do to prepare?Kailash: Climate resilience is no longer optional. It’s estimated that Southeast Asia’s GDP could drop by 11% by 2100 if we don’t act. Businesses need to integrate sustainability into their core strategies, using AI to predict climate risks, reducing carbon footprints, and building resilient supply chains. Companies that fail to take action now will find themselves behind the curve.Question: What excites you the most about Southeast Asia’s future?Kailash: The rapid transformation. By 2025, the region’s digital economy could account for 8.5% of GDP, and we’re seeing new opportunities in AI, health, and sustainability daily. Southeast Asia is uniquely positioned to leapfrog traditional development paths, adopting the latest technologies to drive growth and create solutions that can be exported globally.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/110fe348-176b-4357-71a7-331376017e00/public" alt="Jakarta on the Move: A Glimpse of Southeast Asia’s Rapid Urbanization" />A Path Forward: Navigating Growth in Southeast AsiaAs Southeast Asia’s digital economy continues to accelerate, businesses face an exciting yet challenging future. Success will come to those who can balance innovation, sustainability, and adaptability. The region offers endless opportunities, but only for those ready to face the complexities head-on, with the right leadership in place.

Management Consulting

Think tank

Venture Capitals

Foreign companies

Startups

Southeast Asia's digital economy is on track to surpass $1 trillion by 2030, posing both opportunities and challenges for businesses in AI, health, and sustainability. In this discussion, Kailash Raghuwanshi, a seasoned business strategist, shares insights on how companies can navigate these sectors and turn obstacles into growth opportunities. With a decade of experience across Southeast Asia, Raghuwanshi emphasizes the need for strategic leadership in addressing these challenges

Ready or Not, Southeast Asia's Growth is Coming: AI, Health, and Sustainability Edition

The Solution-Focused Approach: Transforming Mindsets and Outcomes

In a business environment, adopting a solution-focused approach over a problem-focused approach offers numerous advantages. Here are some key benefits:

Solution-Focused: Encourages a positive mindset by concentrating on potential solutions and future improvements, boosting employee morale and fostering a can-do attitude.

Problem-Focused: Often dwells on issues and challenges, which can lead to a negative atmosphere and decreased motivation.

2. Increased Efficiency and Productivity

Solution-Focused: Directs energy towards actionable steps and practical solutions, leading to faster problem resolution and increased productivity.

Problem-Focused: Can become bogged down in analyzing problems, which may slow down progress and divert attention from effective action.

3. Improved Innovation and Creativity

Solution-Focused: Promotes creative thinking by encouraging employees to explore various solutions and think outside the box.

Problem-Focused: Tends to limit thinking to the confines of the problem, potentially stifling innovation and creative problem-solving.

4. Better Team Collaboration and Communication

Solution-Focused: Fosters a collaborative environment where team members work together to find solutions, enhancing communication and teamwork.

Problem-Focused: This can lead to blame-shifting and conflict, which may hinder effective collaboration and communication.

5. Greater Employee Engagement and Empowerment

Solution-Focused: Empowers employees by involving them in the solution-finding process, increasing their sense of ownership and engagement.

Problem-Focused: Employees may feel disheartened or disengaged when the focus is predominantly on problems rather than their potential to contribute to solutions.

6. Positive Organizational Culture

Solution-Focused: Builds a culture of continuous improvement and optimism, attracting and retaining talent who thrive in positive environments.

Problem-Focused: Can contribute to a culture of criticism and negativity, potentially driving away top talent who seek more positive workplaces.

Delivering Results for Corporates and Government Entities

The solution-focused approach is particularly advantageous for corporations and government entities aiming to improve efficiency, streamline operations, and achieve strategic objectives. By concentrating on solutions, these organizations can drive meaningful and lasting change, resulting in:

1. Higher levels of employee engagement and satisfaction

3. Enhanced innovation and problem-solving capabilities

4. Sustainable business growth and performance

“This is the exact program that I’ve always wanted to see. Small Steps to Big Changes® has helped my staff to be proactive in personally taking up initiatives to develop real solutions that make an impact, rather than wait for other project teams to develop solutions. Deep Impact has created a sense of optimism and belief that change is possible and we have many measurable cases of improved productivity and better patient experiences.”

Chief Executive Officer,&nbsp; A large public hospital

Deep Impact is a leading provider of training and consultancy services in Singapore, dedicated to helping organizations achieve exceptional performance and growth. We offer tailored solutions to meet the unique needs of our clients in both the corporate and government sectors.

For more information about the solution-focused approach and how it can enhance your business performance, please visit Deep Impact's Website <a href="https://deepimpactonline.com">DeepImpactOnline.com</a>&nbsp;or contact Kenneth [kenneth@deepimpactonline.com].

In today's competitive business environment, organisations are constantly seeking effective strategies to enhance performance and achieve sustainable business results. 

Deep Impact Pte Ltd, a leader in solution-focused training and consultancy services, proudly announces the significant impact of its solution-focused approach. It stands out because employees can create new possibilities, lead optimistic change and deliver results, bottom-up and not top-down.

This is significant because traditional approaches in the workplace have always been using the problem-focused approach and may not be useful in today’s complex business environment. <img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/f4399870-eec8-4f2c-a0a9-de6fa7a6d600/public" alt="Image" /><h2>The Solution-Focused Approach: Transforming Mindsets and Outcomes</h2>In a business environment, adopting a solution-focused approach over a problem-focused approach offers numerous advantages. Here are some key benefits:1. Enhanced Positivity and MoraleSolution-Focused: Encourages a positive mindset by concentrating on potential solutions and future improvements, boosting employee morale and fostering a can-do attitude.Problem-Focused: Often dwells on issues and challenges, which can lead to a negative atmosphere and decreased motivation.2. Increased Efficiency and ProductivitySolution-Focused: Directs energy towards actionable steps and practical solutions, leading to faster problem resolution and increased productivity.Problem-Focused: Can become bogged down in analyzing problems, which may slow down progress and divert attention from effective action.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/729888ef-e64c-44a7-c236-e964730ac900/public" alt="Image" />3. Improved Innovation and CreativitySolution-Focused: Promotes creative thinking by encouraging employees to explore various solutions and think outside the box.Problem-Focused: Tends to limit thinking to the confines of the problem, potentially stifling innovation and creative problem-solving.4. Better Team Collaboration and CommunicationSolution-Focused: Fosters a collaborative environment where team members work together to find solutions, enhancing communication and teamwork.Problem-Focused: This can lead to blame-shifting and conflict, which may hinder effective collaboration and communication.5. Greater Employee Engagement and EmpowermentSolution-Focused: Empowers employees by involving them in the solution-finding process, increasing their sense of ownership and engagement.Problem-Focused: Employees may feel disheartened or disengaged when the focus is predominantly on problems rather than their potential to contribute to solutions.6. Positive Organizational CultureSolution-Focused: Builds a culture of continuous improvement and optimism, attracting and retaining talent who thrive in positive environments.Problem-Focused: Can contribute to a culture of criticism and negativity, potentially driving away top talent who seek more positive workplaces.<h2>Delivering Results for Corporates and Government Entities</h2><img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/5d82f28f-75bc-4515-0433-aba5e96ee700/public" alt="Image" />The solution-focused approach is particularly advantageous for corporations and government entities aiming to improve efficiency, streamline operations, and achieve strategic objectives. By concentrating on solutions, these organizations can drive meaningful and lasting change, resulting in:1. Higher levels of employee engagement and satisfaction2. Improved operational efficiency3. Enhanced innovation and problem-solving capabilities4. Sustainable business growth and performance<h2>Testimonial</h2>“This is the exact program that I’ve always wanted to see. Small Steps to Big Changes® has helped my staff to be proactive in personally taking up initiatives to develop real solutions that make an impact, rather than wait for other project teams to develop solutions. Deep Impact has created a sense of optimism and belief that change is possible and we have many measurable cases of improved productivity and better patient experiences.”Chief Executive Officer,&nbsp; A large public hospital<h3>Deep Impact Pte Ltd</h3><img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/4d78d890-7c4e-41e7-b490-9c2104a1c500/public" alt="Image" />Deep Impact is a leading provider of training and consultancy services in Singapore, dedicated to helping organizations achieve exceptional performance and growth. We offer tailored solutions to meet the unique needs of our clients in both the corporate and government sectors.For more information about the solution-focused approach and how it can enhance your business performance, please visit Deep Impact's Website <a href="https://deepimpactonline.com">DeepImpactOnline.com</a>&nbsp;or contact Kenneth [kenneth@deepimpactonline.com].

Coaching / Mentoring / Consultation

Local companies

In today's competitive business environment, organisations are constantly seeking effective strategies to enhance performance and achieve sustainable business results. 

Deep Impact Pte Ltd, a leader in solution-focused training and consultancy services, proudly announces the significant impact of its solution-focused approach. It stands out because employees can create new possibilities, lead optimistic change and deliver results, bottom-up and not top-down.

This is significant because traditional approaches in the workplace have always been using the problem-focused approach and may not be useful in today’s complex business environment.

Driving Business Performance: The Superior Results of a Solution-Focused Approach

Tanabe Consulting Co., Ltd., a leading management consulting firm in Japan (Head office: Chiyoda-ku, Tokyo, and Yodogawa-ku, Osaka; President: Takahiko Wakamatsu, hereafter Tanabe Consulting), announces the results of the "Corporate Survey on Overseas Businesses." This survey was conducted among corporate managers, executives, senior management, and those in charge of corporate planning departments throughout Japan. The survey results are as follows.

High Interest in Overseas Expansion: Approximately 80% of Japanese companies responded positively that they are either currently developing overseas business or would like to do so in the future. This indicates a strong interest in ongoing or future overseas business development.

Popular Regions for Expansion: ASEAN accounted for the largest number of countries and regions where Japanese companies are considering or expanding their overseas operations, making up approximately half of the total. About 40% of respondents cited "market growth potential and future prospects" as the reason for selecting a particular country or region for expansion.

Positive Business Outlook: About half of the Japanese companies expect their overseas businesses to see "increased sales and profits" over the next three years. Specifically, 49.4% of companies anticipate increased sales and profits, while only 3.1% foresee a decrease. This suggests that overseas business is currently the mainstay of growth for Japanese companies.

Importance of Market Potential: More than 40% of the respondents place importance on "market growth potential and future prospects" when entering or expanding their overseas business. The most common reason for selecting countries and regions for expansion was "market growth potential/future prospects" at 41.8%, highlighting the importance of promising markets in decision-making.

These findings highlight the growing focus and optimism of Japanese companies regarding international markets, particularly in the ASEAN region, and their expectations of positive business outcomes in the near future.

Insights from Tanabe Consulting's expert consultants

About half of the companies engaged in overseas business anticipate "revenue and profit growth" over the next three years and have prioritized the development of new markets. However, securing and training global and specialized human resources, essential for business promotion, remains a significant challenge regardless of industry or company size.

According to the Bank of Japan's “Short-Term Economic Survey of Enterprises in Japan” released in December 2023, approximately 70% of all Japanese companies reported a "not so good" outlook. In contrast, about half of the companies in our survey view their overseas business prospects as favorable over the next three years, with only 3.1% expecting a decline in sales and profits. This indicates that overseas business can be a catalyst for further growth in Japanese companies.

Strategy &amp; Domain Consulting Division and Global Consulting　 Koichi Murakami

Strategy Research Institute Segment &amp; Region Marketing Chief Tang Tang Huang (Creation Support)

The survey received 203 responses from corporate managers, executives, senior management, and individuals responsible for corporate planning departments across Japan. Conducted between January 15, 2024, and February 2, 2024, the study encompassed participants from all over Japan, including those based in overseas offices.

Services offered by Tanabe Consulting

With a population of approximately 130 million people, Japan is a safe, cutting-edge Asian country that offers a very attractive business environment. On the other hand, for foreign companies looking to enter the Japanese market, Japan is an unknown market, with unique business customs and business practices. In order to smoothly launch a business in Japan and penetrate the Japanese market, it is important to build an entry and market expansion strategy based on a clear understanding of the market size and future potential of your product, the competitive landscape and differentiation from competitors, and your supply chain model.

Tanabe Consulting is a pioneer in management consulting in Japan, with over 65 years of history and experience. Tanabe Consulting, with its thorough knowledge of the Japanese business environment, provides total support for expansion and development in the Japanese market.

Tanabe Consulting, which operates in 10 regions throughout Japan, can provide highly accurate market research and information through consultants who are familiar with the relevant areas.

After market analysis, we will prioritize your expansion into the Japanese market based on your goals and your company's strengths and core competencies. We determine the direction of entry, create a roadmap, and provide support for the materialization of your strategy.

（３）	Marketing Implementation Support

Based on market analysis and entry strategies, we support your business in Japan by identifying potential partners and implementing effective website development and marketing initiatives in Japan, drawing on over 65 years of nationwide management consulting experience and network.

Based on our contacts and networks with companies throughout Japan, cultivated through more than 65 years of management consulting, we support capital alliances with companies that are suitable for gaining a position in the Japanese market.

About Tanabe Consulting Group (TCG)

Founded in 1957, TCG is a leading management consulting firm in Japan with over 65 years of history and achievements.  Based on the management philosophy of “we love companies walk together with companies and work for company prosperity,” aiming to create values for the future society.

TCG primarily serves top management (executives and leaders) of large and medium-sized companies, as well as government and public organizations, having supported more than 17,000 companies since its founding. In the area of management consulting, TCG has developed a comprehensive consulting model that provides support for corporate management from strategy formulation (upstream) to the implementation and execution of management operations, such as DX in the field (midstream to downstream), with close ties to local communities throughout Japan.

Adhering to a client-centered philosophy of “All for Client Success,” TCG offers “team consulting,” where multiple professional consultants are selected to form a team tailored to address the specific management challenges of each company.

•	ASEAN is the most targeted region for expansion; nearly half expect "increased revenue and profit" in overseas business over the next three years
•	Results of the "corporate survey on overseas business by Japanese companies" released Tanabe Consulting Co., Ltd., a leading management consulting firm in Japan (Head office: Chiyoda-ku, Tokyo, and Yodogawa-ku, Osaka; President: Takahiko Wakamatsu, hereafter Tanabe Consulting), announces the results of the "Corporate Survey on Overseas Businesses." This survey was conducted among corporate managers, executives, senior management, and those in charge of corporate planning departments throughout Japan. The survey results are as follows.High Interest in Overseas Expansion: Approximately 80% of Japanese companies responded positively that they are either currently developing overseas business or would like to do so in the future. This indicates a strong interest in ongoing or future overseas business development.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/bbfded1f-054a-4c66-8119-3b0636fdb900/public" alt="Image" />Popular Regions for Expansion: ASEAN accounted for the largest number of countries and regions where Japanese companies are considering or expanding their overseas operations, making up approximately half of the total. About 40% of respondents cited "market growth potential and future prospects" as the reason for selecting a particular country or region for expansion.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/f45becf6-c9f8-44ee-3d4c-f6133ab1a000/public" alt="Image" /><img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/7ada9bc2-a744-4e80-fd34-b3947f863500/public" alt="Image" />Positive Business Outlook: About half of the Japanese companies expect their overseas businesses to see "increased sales and profits" over the next three years. Specifically, 49.4% of companies anticipate increased sales and profits, while only 3.1% foresee a decrease. This suggests that overseas business is currently the mainstay of growth for Japanese companies.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/344e940e-bdba-45e5-6030-8745c2b9d000/public" alt="Image" />Importance of Market Potential: More than 40% of the respondents place importance on "market growth potential and future prospects" when entering or expanding their overseas business. The most common reason for selecting countries and regions for expansion was "market growth potential/future prospects" at 41.8%, highlighting the importance of promising markets in decision-making.These findings highlight the growing focus and optimism of Japanese companies regarding international markets, particularly in the ASEAN region, and their expectations of positive business outcomes in the near future.Insights from Tanabe Consulting's expert consultantsAbout half of the companies engaged in overseas business anticipate "revenue and profit growth" over the next three years and have prioritized the development of new markets. However, securing and training global and specialized human resources, essential for business promotion, remains a significant challenge regardless of industry or company size.According to the Bank of Japan's “Short-Term Economic Survey of Enterprises in Japan” released in December 2023, approximately 70% of all Japanese companies reported a "not so good" outlook. In contrast, about half of the companies in our survey view their overseas business prospects as favorable over the next three years, with only 3.1% expecting a decline in sales and profits. This indicates that overseas business can be a catalyst for further growth in Japanese companies.Report AuthorDirector, Tanabe Consulting Co., LtdStrategy &amp; Domain Consulting Division and Global Consulting　 Koichi MurakamiTanabe Consulting Co., Ltd Global Consulting Chief Yuma KawanaTanabe Consulting Co., LtdStrategy Research Institute Segment &amp; Region Marketing Chief Tang Tang Huang (Creation Support)MethodologyThe survey received 203 responses from corporate managers, executives, senior management, and individuals responsible for corporate planning departments across Japan. Conducted between January 15, 2024, and February 2, 2024, the study encompassed participants from all over Japan, including those based in overseas offices.Services offered by Tanabe ConsultingWith a population of approximately 130 million people, Japan is a safe, cutting-edge Asian country that offers a very attractive business environment. On the other hand, for foreign companies looking to enter the Japanese market, Japan is an unknown market, with unique business customs and business practices. In order to smoothly launch a business in Japan and penetrate the Japanese market, it is important to build an entry and market expansion strategy based on a clear understanding of the market size and future potential of your product, the competitive landscape and differentiation from competitors, and your supply chain model.Tanabe Consulting is a pioneer in management consulting in Japan, with over 65 years of history and experience. Tanabe Consulting, with its thorough knowledge of the Japanese business environment, provides total support for expansion and development in the Japanese market.（１）	Japan Market AnalysisTanabe Consulting, which operates in 10 regions throughout Japan, can provide highly accurate market research and information through consultants who are familiar with the relevant areas.（２）	Entry strategy planningAfter market analysis, we will prioritize your expansion into the Japanese market based on your goals and your company's strengths and core competencies. We determine the direction of entry, create a roadmap, and provide support for the materialization of your strategy.（３）	Marketing Implementation SupportBased on market analysis and entry strategies, we support your business in Japan by identifying potential partners and implementing effective website development and marketing initiatives in Japan, drawing on over 65 years of nationwide management consulting experience and network.（４）	Cross-border M&amp;ABased on our contacts and networks with companies throughout Japan, cultivated through more than 65 years of management consulting, we support capital alliances with companies that are suitable for gaining a position in the Japanese market.About Tanabe Consulting Group (TCG)Founded in 1957, TCG is a leading management consulting firm in Japan with over 65 years of history and achievements. Based on the management philosophy of “we love companies walk together with companies and work for company prosperity,” aiming to create values for the future society.TCG primarily serves top management (executives and leaders) of large and medium-sized companies, as well as government and public organizations, having supported more than 17,000 companies since its founding. In the area of management consulting, TCG has developed a comprehensive consulting model that provides support for corporate management from strategy formulation (upstream) to the implementation and execution of management operations, such as DX in the field (midstream to downstream), with close ties to local communities throughout Japan.Adhering to a client-centered philosophy of “All for Client Success,” TCG offers “team consulting,” where multiple professional consultants are selected to form a team tailored to address the specific management challenges of each company.

Marketing / Research

Survey report

•	ASEAN is the most targeted region for expansion; nearly half expect "increased revenue and profit" in overseas business over the next three years
•	Results of the "corporate survey on overseas business by Japanese companies" released

Tanabe Consulting Reveals: Approximately 80% of Japanese Companies Expanding or Intending to Expand Overseas Operations

ERIA’s
Regional Knowledge Centre for Marine Plastic Debris, in collaboration with
Brunei Darussalam’s Department of Environment, Parks and
Recreation and the GIZ, explored Brunei's strategies to tackle plastic
pollution and the private sector's role in championing plastic circularity.

Titled
"Private Sector Initiatives to Reduce Marine Plastics: Brunei's Journey to
Plastic Sustainability: Hands-on Initiatives in Action," the event, organised
as part of Brunei Darussalam’s World Environment Day event series, brought
together professionals from the public and private sectors, along with civil
society, to explore innovative solutions and best practices in addressing
plastic pollution. Over 108 attendees from the ASEAN region and beyond took
part in the event, actively participating in the Q&amp;A session.

The
seminar began with the Director of the Regional Knowledge Centre, Mr Reo Kawamura emphasising the critical importance of
collaboration between governments, private companies, and academia to address
the global plastic pollution challenge and achieve peaceful coexistence with the natural environment. Ms Hajah Martinah Haji Tamit,
Director of Brunei Darussalam's Department of Environment, Parks and
Recreation, outlined the challenges of plastic waste management and reaffirmed
Brunei's commitment to tackling plastic pollution alongside other ASEAN member
states. She also highlighted Brunei's active involvement in United Nations
negotiations to develop a global treaty on plastic pollution. Mr Phong Giang,
Advisor for GIZ 3RproMar and AMUSE programmes in ASEAN, detailed GIZ's initiatives across
ASEAN countries, which include supporting government regulations, promoting
circular economy solutions, and engaging with the private sector on upcoming
global plastic treaties.

Mr
Michikazu Kojima, Senior Research Fellow on Environmental Issues at ERIA,
highlighted Asia's plastic pollution crisis and underscored the need for a life
cycle approach. He emphasised the private sector's role in developing
sustainable materials, designing reusable products, and improving waste
management systems. Mr Mims Sidi from Tebalik Plastik shared their goals to close the loop of plastics, by transforming plastic
waste into sustainable products, supporting a circular economy and aligning
with regional and global sustainability objectives. Ms Trish Lai of Kaimana
Brunei discussed the challenges of the refill business which
can contribute to reduction of packaging waste, for example, high
consumer spending abroad, a small local market, expensive shipping, lack of
manufacturing capacity, and the necessity of focusing on niche products with
anchor points. Ms Wendy Han from Precious Plastic Brunei highlighted
initiatives aimed at raising awareness and mobilising local communities against
plastic waste. She also showed how local communities can create a
plastic recycling facility on their own. Prof Scott Valentine provided insights into
how the lack of perceived value in plastic waste is a root cause and proposed
economic solutions like deposit schemes and plastic bag surcharges to
incentivise responsible plastic use and recycling. He also responded to a participant’s question as to
how to tackle the overwhelming plastic waste issue, by encouraging citizens to
support businesses like Tebalik Plastik, Kaimana, or Precious Plastic, and start contributing in a small way.

This seminar highlights the continuous involvement of
ERIA’s Regional Knowledge Centre for Marine Plastic Debris in tackling the
intricate challenges linked to marine plastic debris. By encouraging
collaboration and advancing innovative approaches, the Centre remains dedicated
to assisting and showcasing companies and organisations actively addressing
marine debris issues

ERIA
(Economic Research Institute for ASEAN and East Asia)

ERIA is an international organization established
in Jakarta, Indonesia in 2008 by a formal agreement among Leaders of 16
countries in the East Asian region to conduct research activities and make
policy recommendations for further economic integration in the East Asia. 

Department of Environment, Parks and Recreation

The formation of the Department of Environment,
Parks and Recreation under the Ministry of Development took effect in 2002.
Currently, the department handles matters pertaining to Waste Management,
Environmental Conservation and Management, Management of Landscape and
Recreational Areas and also Environmental Cooperation at National, Bilateral
and International level.

The Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ) GmbH or GIZ is the main German Government development
agency with headquarter in Bonn and Eschborn and provides services in the field
of international development cooperation and international education work. The
main commissioning party is Germany's Federal Ministry for Economic Cooperation
and Development (BMZ)

Reduce, Reuse, Recycle to Protect the Marine
Environment and Coral Reefs (3RproMar) is a GIZ project (2020-2025) is an
ASEAN-German cooperation project implemented by GIZ in coordination with the
ASEAN Secretariat. 

ASEAN Municipal Solid Waste Management
Enhancement (AMUSE) is implemented by GIZ (2022 -2025), having its objective to
improve environmental quality in small and medium-sized cities in the ASEAN
region by optimising waste disposal and recycling. 

ERIA’s Regional Knowledge Centre for Marine Plastic Debris, in collaboration with Brunei’s Department of Environment, Parks and Recreation and GIZ, Hosts Event Exploring Brunei's Plastic Pollution Strategies and the Private Sector's Role in Championing Plastic Circularity, organised as part of Brunei Darussalam’s World Environment Day event series. ERIA’s
Regional Knowledge Centre for Marine Plastic Debris, in collaboration with
Brunei Darussalam’s Department of Environment, Parks and
Recreation and the GIZ, explored Brunei's strategies to tackle plastic
pollution and the private sector's role in championing plastic circularity.Titled
"Private Sector Initiatives to Reduce Marine Plastics: Brunei's Journey to
Plastic Sustainability: Hands-on Initiatives in Action," the event, organised
as part of Brunei Darussalam’s World Environment Day event series, brought
together professionals from the public and private sectors, along with civil
society, to explore innovative solutions and best practices in addressing
plastic pollution. Over 108 attendees from the ASEAN region and beyond took
part in the event, actively participating in the Q&amp;A session.The
seminar began with the Director of the Regional Knowledge Centre, Mr Reo Kawamura emphasising the critical importance of
collaboration between governments, private companies, and academia to address
the global plastic pollution challenge and achieve peaceful coexistence with the natural environment. Ms Hajah Martinah Haji Tamit,
Director of Brunei Darussalam's Department of Environment, Parks and
Recreation, outlined the challenges of plastic waste management and reaffirmed
Brunei's commitment to tackling plastic pollution alongside other ASEAN member
states. She also highlighted Brunei's active involvement in United Nations
negotiations to develop a global treaty on plastic pollution. Mr Phong Giang,
Advisor for GIZ 3RproMar and AMUSE programmes in ASEAN, detailed GIZ's initiatives across
ASEAN countries, which include supporting government regulations, promoting
circular economy solutions, and engaging with the private sector on upcoming
global plastic treaties.Mr
Michikazu Kojima, Senior Research Fellow on Environmental Issues at ERIA,
highlighted Asia's plastic pollution crisis and underscored the need for a life
cycle approach. He emphasised the private sector's role in developing
sustainable materials, designing reusable products, and improving waste
management systems. Mr Mims Sidi from Tebalik Plastik shared their goals to close the loop of plastics, by transforming plastic
waste into sustainable products, supporting a circular economy and aligning
with regional and global sustainability objectives. Ms Trish Lai of Kaimana
Brunei discussed the challenges of the refill business which
can contribute to reduction of packaging waste, for example, high
consumer spending abroad, a small local market, expensive shipping, lack of
manufacturing capacity, and the necessity of focusing on niche products with
anchor points. Ms Wendy Han from Precious Plastic Brunei highlighted
initiatives aimed at raising awareness and mobilising local communities against
plastic waste. She also showed how local communities can create a
plastic recycling facility on their own. Prof Scott Valentine provided insights into
how the lack of perceived value in plastic waste is a root cause and proposed
economic solutions like deposit schemes and plastic bag surcharges to
incentivise responsible plastic use and recycling. He also responded to a participant’s question as to
how to tackle the overwhelming plastic waste issue, by encouraging citizens to
support businesses like Tebalik Plastik, Kaimana, or Precious Plastic, and start contributing in a small way.This seminar highlights the continuous involvement of
ERIA’s Regional Knowledge Centre for Marine Plastic Debris in tackling the
intricate challenges linked to marine plastic debris. By encouraging
collaboration and advancing innovative approaches, the Centre remains dedicated
to assisting and showcasing companies and organisations actively addressing
marine debris issuesList of AbbreviationsERIA
(Economic Research Institute for ASEAN and East Asia)ERIA is an international organization established
in Jakarta, Indonesia in 2008 by a formal agreement among Leaders of 16
countries in the East Asian region to conduct research activities and make
policy recommendations for further economic integration in the East Asia. Department of Environment, Parks and RecreationThe formation of the Department of Environment,
Parks and Recreation under the Ministry of Development took effect in 2002.
Currently, the department handles matters pertaining to Waste Management,
Environmental Conservation and Management, Management of Landscape and
Recreational Areas and also Environmental Cooperation at National, Bilateral
and International level.GIZ The Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ) GmbH or GIZ is the main German Government development
agency with headquarter in Bonn and Eschborn and provides services in the field
of international development cooperation and international education work. The
main commissioning party is Germany's Federal Ministry for Economic Cooperation
and Development (BMZ)GIZ 3RproMar ProgrammeReduce, Reuse, Recycle to Protect the Marine
Environment and Coral Reefs (3RproMar) is a GIZ project (2020-2025) is an
ASEAN-German cooperation project implemented by GIZ in coordination with the
ASEAN Secretariat. GIZ AMUSEASEAN Municipal Solid Waste Management
Enhancement (AMUSE) is implemented by GIZ (2022 -2025), having its objective to
improve environmental quality in small and medium-sized cities in the ASEAN
region by optimising waste disposal and recycling.

Environment / SGDs / Recycling

Politics / Government / Local government

Green technology

Government offices / organizations

ERIA’s Regional Knowledge Centre for Marine Plastic Debris, in collaboration with Brunei’s Department of Environment, Parks and Recreation and GIZ, Hosts Event Exploring Brunei's Plastic Pollution Strategies and the Private Sector's Role in Championing Plastic Circularity, organised as part of Brunei Darussalam’s World Environment Day event series.