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Rudlin Consulting is the European Representative of the Chicago-based firm Japan Intercultural Consulting, offering cross cultural awareness and communications training and HR consulting to Japanese firms across Europe.
Rudlin Consulting also provides Japanese business support, including helping UK-based companies with their Japan market entry and communications with their Japanese partners and subsidiaries and Japan-based companies with their European subsidiaries' communication, strategy and human resources.
Rudlin Consulting has specific experience and expertise in information and telecommunication technologies, both in terms of their use for corporate intercultural communications and their development in various markets.
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New book from Pernille Rudlin and Rochelle Kopp
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 Posted by Rudlin Consulting on: Friday 27 June @ 10:35:03
We are delighted to announce that Business Communication, written by Pernille Rudlin and Rochelle Kopp, was published in Japan by Lightworks and First Press on 21st June 2008.
ビジネス・コミュニケーション
ライトワークスビジネスベーシックシリーズ
ロッシェル・カップ 著 パニラ・ラドリン 著 ファーストプレス 版
2008年06月 発行 ページ 107P サイズ Ａ５ソフトカバー 1,260円（1,200円＋税）
ISBN 978-4-904336-01-4 (4-904336-01-1)
ビジネス・コミュニケーションとはコミュニケーションの基本は、「自分の意見を他人に伝えること」と「他人が言おうとしていることを理解すること」に尽きる。ビジネス・コミュニケーション能力を身につけることは、ビジネスパーソンが成果を上げるための最も確かな方法の一つである。世界標準をマスターする!日経新聞、日経WOMANで活躍中の著者が 日系企業へのコンサル経験を基に執筆 日本人が陥りがちな弱点の克服法を米英スペシャリストがわかりやすく解説。
Written with young Japanese managers in mind, the book contains short case studies, graphical illustrations and descriptions of various key topics in business communication such as giving feedback, making presentations and brainstorming.
第１章 効果的なコミュニケーションの要素
１ 明快さ
２ 一貫性
３ 前後関係
４ 礼儀
５ 確認
６ 簡潔性
７ 論理的な構成
８ 衝突の回避
第２章 一般的なコミュニケーションのタイプ
１ 効果的な質問
２ 説得力のある主張
３ 要求／指示をする
４ 情報の伝達
５ ポジティブ・フィードバック
６ ネガティブ・フィードバック
７ 問題解決
８ 非言語コミュニケーション
第３章 特殊な状況下でのコミュニケーション
１ ビジネスメール
２ ミーティング
３ ブレーンストーミング
４ インタビューを受ける
５ インタビューをする
６ 交渉
７ プレゼンテーション
８ 危機管理
It's available on Amazon.co.jp and Rakuten
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Establishing credentials with Japanese business people
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Posted by Rudlin Consulting on: Friday 16 May @ 12:19:22
This is the thirteenth article in a series by Pernille Rudlin, European Representative of Japan Intercultural Consulting, appearing in the April 7th 2008 edition of the Nikkei Weekly.
My company recently applied to join another of the Japanese Chambers of Commerce in Europe. As we are not a Japan-owned company, this is still quite an unusual thing to do.
Sure enough, a few days after submitting the application, I received a phone call from the head of the chamber, with lots of questions (in Japanese) about why we wanted to join, what our company did, were we OK with everything being done in Japanese, and so on.
All these questions were fair enough, but I knew what he was really trying to do -establish whether or not we were “appropriate” as members. Could we be trusted to behave according to the norms of the organisation? So, as soon as I could, I mentioned that we were already members of several other Japanese chambers of commerce in Europe. “Ah,” he said, audibly brightening, “do you know Mr Tanaka [head of one of the other chambers] then?” “Oh yes,” I said “and actually I also worked for nine years at the same Japanese company that he used to work for”.
Again, the relief was palpable. Not only could he now ring Mr Tanaka to check us out, but he was reassured that I had worked at a blue-chip Japanese company, so would almost certainly be well aware of how to behave in a Japanese corporate context.
It reminded me of the time when I first moved to Tokyo, and had to furnish my apartment. I went to a major furniture store, famous for its generous store card. As I approached the store card application desk with the list of items I needed, I could see a nervous look and beads of sweat appearing on the assistant’s face, as he realised he would have to deal with a foreigner.
He calmed down slightly when he realised I could at least speak Japanese. But then looked worried as he produced the application form – would I be able to read and write Japanese too? I assured him I would do my best. I then took out my business card, so I could copy the work address onto the form. The assistant suddenly leant forward as he caught sight of the well known corporate logo on my card.
“Can I call your team leader at the company, to confirm your salary details?” he asked. He scuttled off into a back office, and returned a few minutes later, beaming. “You can have a better fridge than that! And why not have two televisions?” He couldn’t have been more helpful.
So, whenever you sense a doubt or worry in a Japanese business person you are meeting for the first time, do not hesitate to introduce your credentials. This could be something to do with your company (well known name, long history, past clients) or you (education, Japan experience, past employers) or a mutual acquaintance – anything that establishes you as a trustworthy potential member of the “in-group”.
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