In the past MBITA has concentrated only on the exporting side of Global eCommerce. We are now introducing an automated solution for importing called SmartBorder. SmartBorder is the first dynamic ASP hosted U.S. Customs ABI application for customs brokers, self-directed importers, and third party logistics providers. Please call the MBITA office to arrange a free demonstration of this affordable, automated importing solution.

East West Bank is also aggressive in promoting trade activities between California companies and Asia-especially to China. Many local businesses want to sell products to China buyers, but that can be an intricate transaction to accomplish. East West Bank specializes in helping its customers to sell products abroad with its Asian contacts and very experienced international finance personnel.

Combining international banking capabilities with a strong local presence, East West Bank is well positioned to help small businesses, especially in the growing Pacific Rim market. East West bankers have an in-depth understanding of the global marketplace and can help with a wide array of international finance and trade services.

In 1993, to establish sources of supply that would extend their strawberry season, the company began shipping Southern California strawberries from Oxnard. They determined that they could provide better quality and supply of the fruit that they ship to our customers by controlling as much of the chain of production as possible, including the farming operations.

In 1998 the company adopted their primary brand name, California Giant, as their corporate name in order to sharpen the company's brand focus. They now control most of the production that they ship around the country and the world, as well as the handling facilities. They breed many of their own varieties and have even acquired a strawberry transplant nursery to ensure yet greater control over the production and handling of the strawberries they sell to our customers.

From its own nurseries to its state-of-the-art cooling facilities, the company controls all aspects of their operation to provide the highest quality fruit available. Their team is committed to one common goal: the perfect berry. The company goes to great lengths to produce the most flavorful, healthy fruit possible. As we enter the 21st century, California Giant, Inc. is ready to meet the demands and challenges of an ever-changing marketplace.

Although California Giant is a large company, they have the flexibility to respond quickly to your needs and requests. The company is built on the dedication of many individuals who will surpass your expectations. Concerns for the environment, food safety, excellent quality and service are at the core of their business.

While DigitalTech Displays (DTD) is a newly founded company and new member of MBITA, the International Sales Manager, Shay Adams is well-known to the MBITA membership. As a long-time Board Member, Shay has been active in the international arena for over 20 years on the Monterey Peninsula. Previously with Slautterback Corporation in Monterey, which was acquired and relocated to Atlanta, Mr. Adams joined forces with DTD when they established their business in Sand City in February of this year. Currently with a staff of 10, DTD is importing the new flat-panel displays, which are primarily manufactured in the far-east (Japan, Taiwan, Korea, China). One of the co-founders and CEO, Nathan Nguyen also worked with Shay at Slautterback as Manufacturing Manager. He was a jet fighter pilot for South Vietnam during the war and came to the Monterey Peninsula in 1975.

DTD is focusing on a number of specialty markets for these new display technologies. "The gaming industry, medical imaging, interactive kiosks, marine, security, and POS (Point of Sale) are just a few of the exploding markets for these displays", Mr. Adams states. There are many advantages to these new displays such as the size (they can be hung on wall like a picture), vivid color and picture resolution, and they take less than 1/3 the power of the conventional type of tube displays. DTD expects the growth to be dramatic as the price and production costs continue to decrease. "We have reached the crossover point where the price of these new displays, coupled with their significant advantages, make it very difficult to even consider the purchase of the older CRT (Cathode Ray Tube) type displays - I think they will be dinosaurs within 5 years," Mr. Adams expands.

DTD is not trying to compete with the generic desktop type of displays or TV's, but is making value-added improvements for their specialty markets. This can include specialty packaging, such as for the marine industry, or special brightness or contrast features that might be required, as in outdoor or medical applications. These new displays also require sophisticated control electronics, which is a specialty of DTD and is becoming a larger portion of their overall business.

I am Satoko Seda and was born and raised in Sapporo, Japan. I was educated at Ritsumeikan University in Kyoto and received a degree in Japanese history. I began my professional career at a furniture retail company headquartered in Sapporo. I worked there for seven years but felt I needed to make a change to learn about international business and to improve my business English. I quit my job at the Japanese furniture franchise as a budget planner and I signed up to the International Internship Program in Tokyo. I was placed at MBITA in August of 2001.

The first noticeable difference I encountered at MBITA is how American businesspeople make their business connections. They call it 'networking'. I worked at MBITA's frequent luncheons and conferences and noticed that before and after the event the attendees aggressively introduced themselves to each other exchanging business cards and immediately talking about their particular business interests.

I believe that Japanese businesspeople in the small business sectors would benefit greatly if they 'network' more like the Americans. I also noticed that there are more events, seminars, conferences, workshops and online eLearning classes to help American businesspeople in their particular business sectors. I was very impressed by this process.

I also noticed that American businesspeople change their jobs frequently in their careers, which is also becoming more common in Japan. In the past a Japanese businesspeople would work with the same company their entire career. But now lifetime employment and seniority with one company is deteriorating quickly. Among Japanese young people in their 20's and 30's a change of jobs is now very active. Japanese workers in their 40's and 50's that have been laid-off because of the recession now find it very difficult to find a new job because most of them have a family to support and they request a similar salary that they were receiving at their previous job. This is a real problem in Japan and I am noticing there are some similarities in these regards in America.

I was impressed to see so many American women in responsible management positions. In Japan it is very difficult for women to continue to work and succeed in higher management positions after marriage and childbirth. There is a system in Japan for women to take a leave of absence from their jobs to raise a child. However this system is sometimes troublesome for Japanese woman. One reason is because their co-workers are not cooperative and Japanese women may quit their jobs against their better judgment.

This problem is exacerbated because Japanese men are not good at housework and childcare so some Japanese women who get married don't bear children. I think this is one of the reasons the Japanese birthrate is declining. The birthrate drop in Japan is a serious problem. According to Ministry of Health, Labor and Welfare survey, Japanese babies born in 2001 decreased around 20,000 babies from the year 2000.

I also noticed some basic cultural differences that I needed to adjust to when living and working in America. The Japanese people try to guess what you are thinking before speaking. For instance, the Japanese will often decline a kind offer or an invitation from people they don't know well even they would like to receive that invitation. They feel it might be an imposition to accept. This attitude in Japan means being modest and thoughtful. On a second invitation the Japanese person might say 'yes' but sometimes it can work in the reverse. A Japanese person might say 'yes' but really means 'no'. Again, it's a feeling of being modest and thoughtful for the person extending the invitation. In the American working environment this kind of cultural difference can sometimes cause misunderstandings and difficulties.

My one-year internship in America was very enjoyable. I had the opportunity to travel to many cities like New York, New Orleans, Chicago, San Francisco and Los Angeles. I visited a lot of tourist attractions and enjoyed the variety of different foods in New Orleans and noticed how large the portions of food were. I spoke to many people because my English had improved during my internship at MBITA and I was impressed that there are so many different kinds of people in America.

I now look forward to returning to Japan to use my new English skills and better understanding of international business for a new career in Japan. I believe this kind of internship program would be very helpful for American professionals like myself to do an internship in Japan. Trade between Japan and the U.S. is very beneficial to both of our countries. The more we learn about each other's culture and business practices the more peace and prosperity peace we will have between our countries.