Johan Teipai
There are two major topics surrounding internationalisation plans that are of importance to academia, business, and society as a whole. The first is the internationalisation of SMEs, and the second is the internationalisation of local cultures. This article focuses on Japanese tea ceremony ceramics and the special internationalisation tactics employed by Japanese SMEs to exporting traditional handicrafts to global markets. In their internationalisation process, SMEs face challenges due to limited resources, but what about SMEs whose commercial activity is influenced by indigenous cultural factors? The findings, which came from in-depth conversations with pottery makers as well as qualitative studies of webpages and other sources, point to a new phase in the export of culturally significant objects. This phase is known as the'reverse previous phase,' and it is my contention that it is an appropriate method to begin the internationalisation of Japanese traditional arts. Our findings paint a picture of mass customization as a continuous process that occurs in tandem with a company's global expansion, as manufacturers and distributors seek to overcome cultural gaps. They shed light on managers' efforts to achieve a balance between standardisation and adaptability as they internationalise through a long learning phase and unlearning, changing, and rethinking.