High context cultures rely so much on trust, and therefore, the US firm should not disclose its major deals very fast before rules are set. It should be mean with the content of its deal to allow a relationship to build up. In the conversation, the Japanese firm will not make meaningful discussion at the beginning until trust, and reliable connection builds up. The US firm will get a disadvantage by disclosing significant information at the beginning since the Japanese firm might use it to win or set the negotiation rules. The US firm representatives should also avoid talking too much. Too much talking shows that people are hiding some truth. Making information short and to the point is a way of showing confidence in the content. The strategy will help them win the negotiation because Japanese culture being high context relies on trust. The US Company should also avoid contradictory information, which would switch the Japanese company. High context cultures are keen on the process other than the product.
The US Company should ensure that its representatives are good in non-verbal communication. High context cultures like the Japanese rely so much on how something is said other than what is said. Using non-verbal communication will help to make points clear, make the Japanese trust, and rely on the information they receive. However, the individuals should be consistent in their non-verbal cues to avoid conflict with the words thereby losing confidence. The US firm should also present enough background information in a controlled manner to build their arguments. High context cultures learn from general information to ensure that they get the content. Presenting enough material moderately with demonstrations will make the negotiation effective.