This is a international business question, and the answer should be related to sociocultural froces.The reading material is:Warren Oats was a highly successful executive for American AutoSuppliers, a Chicago-based company that makes original-equipment specialtyparts for Ford, GM, and Chrysler. Rather than retreat before the onslaught ofJapanese automakers, AAS decided to counterattack and use its reputation forquality and dependability to win over customers inJapan.Oats had started in the company as an engineer and worked his way up to become oneof a handful of senior managers who had a shot at the next open vice-presidentialposition. He knew he needed to distinguish himself somehow, so when he wasgiven a chance to lead the AAS attack on the Japanese market, he jumped at it.Oats knew he did not have time to learn Japanese, but he had heardthat many Japanese executives speak English, and the company would hire atranslator anyway. The toughest part about leaving theUnited Stateswas persuading his wife, Carol, to take aneighteen-month leave from her career as an attorneywith a prestigiousChicago law firm. Carol finally persuaded herselfthat she did not want to miss anopportunity to learn a new culture. So, armed with all the information they couldgather aboutJapan from their local library, the Oats headedforTokyo.Known as an energetic, aggressive salesperson back home, Warren Oats wasted littletime getting started. As soon as his office had a telephone—and well before allhis files had arrived from the States—Oats made an appointment to meet withexecutives of one ofJapan’s leading automakers. Oats reasoned thatif he was going to overcome the famous Japanese resistance to foreigncompanies, he should get started as soon aspossible.Oats felt very uncomfortable at that first meeting. He got the feeling that theJapanese executives were waiting for something. It seemed that everyone but Oatswas in slow motion. The Japanese did not speak English well and appeared gratefulfor the presence of the interpreter, but even the interpreter seemedto take her time in translating each phrase. Frustrated by this seeming lethargyand beginning to doubt the much-touted Japanese efficiency, Oats got right tothe point. He made an oral presentation of his proposal, waiting patiently forthe translation of each sentence. Then he handed the leader of the Japanesedelegation a packet containing the specifics of his proposal, got up, and left.The translator trailed behind him as if wanting to drag out the process evenfurther.By the end of their first week, both Oats and his wife were frustrated. Oats’s officephone had not rung once, which did not make him optimistic about his meetingwith another top company the following week. Carol could scarcely contain herirritation with what she had perceived of the Japanese way of life. She hadbeen sure that a well-respectedU.S.lawyer would have little trouble securinga job with a Japanese multinational corporation, but the executives she had metwith seemed insulted that she was asking them for a job. And the way theytreated their secretaries! After only a week inJapan, both Carol and Warren Oats were ready to go home.A month later, their perspective had changed radically, and both looked back onthose first meetings with embarrassment. Within that month, they had learned a lotabout the Japanese sense of protocol and attitudes toward women. Warren Oatsbelieved he was beginning to get the knack of doing business with theJapanese in their manner: establishing a relationship slowly, almost ritualistically,waiting through a number of meetings before bringing up the real business athand, and then doing so circumspectly. It was difficult forOats to slow his pace, and it made him nervous to be so indirect, but he was beginningto see some value in the sometimes humbling learning process he was goingthrough. Perhaps, he thought, he and Carol could become consultants for otherexecutives who needed to learn the lessons he was beginning tounderstand.Q1: What specific errors didWarrenand Carol Oats make during their firstweek inJapan?Q2: If you were talking to a non-U.S. businessperson making a firstcontact with an American company, what advice would you give?