BJT key terms

Polite Japanese speech with honorific, humble, and courteous forms. Used when speaking to customers, superiors, or outside parties to show respect and keep professional relationships smooth.

Short for hōkoku, renraku, and sōdan: report, contact, and consult. A workplace habit of informing and asking others promptly so problems are shared early and work moves smoothly.

Informal groundwork done before a formal meeting. The person talks with stakeholders one by one to test opinions and build agreement, reducing later objections but sometimes slowing decisions.

A business card showing a person's name, company, department, title, and contact details. Cards are exchanged at first meetings, and how they are received and stored shows respect.

A word meaning 'call back' or 'reply later.' On the phone, it tells the caller that the person will return the call after checking the matter or becoming available.

A message left for someone who is absent. In business calls, a good message records the caller's name, company, purpose, and callback number, and is repeated to confirm accuracy.

A customer complaint or demand for correction. Handling it well means listening without interrupting, apologizing for the trouble, confirming facts, and promising a clear response date.

A formal apology for a mistake or problem. In business, it should acknowledge the specific trouble, avoid excuses, and state what will be done to fix it and prevent recurrence.

Work done beyond normal scheduled hours. Many companies require approval in advance, and managers discuss overtime when workloads, deadlines, or staffing are reviewed.

An arrangement to meet someone at a set time and place. Business appointments usually confirm the location, the entrance, and a phone number in case of delay.

Discussion aimed at reaching an agreement on price, terms, or schedule. Skilled negotiators clarify what each side needs most, trade concessions, and confirm the result in writing.

A planned gathering to share information and make decisions. Effective meetings have a clear purpose, an agenda, and assigned actions recorded afterward.

The agreed date or period for delivering goods or finishing work. If a delay looks likely, the supplier should contact the customer early because the date affects their plans.

A change in a person's job assignment, such as a transfer to another department or office. Internal announcements give the name, new position, and effective date.

Promotion to a higher position or rank. Announcements usually state the person's new title and when it takes effect, and colleagues may offer congratulations.

Paid holiday time that employees can take while still receiving wages. Requests follow company rules and need enough notice for colleagues to cover the work.

A business trip away from the usual workplace. It usually needs approval, a schedule, and records of transport and hotel costs for later expense claims.

The final date or time for handing in work or an application. Missing it can delay other people, so anyone needing more time should ask early and give a reason.

A result a person or team plans to achieve in a period, often expressed as a number. Progress is checked in meetings and compared with actual performance.

Information that shows people where to go or how something works, such as a venue map, a schedule, or instructions for joining a meeting. Often sent before events.

A notice or announcement giving information to staff or customers. Business notices usually state what changed, who is affected, and the date it starts.

A Japanese approval process in which a written proposal is passed among managers, who stamp it in turn. The document moves upward until a senior person gives final approval.

The final approval of a proposal by someone with authority. Until the decision-maker signs or stamps, the plan is not official and spending cannot proceed.

A company or person one does business with, including customers, suppliers, and partners. The word marks an outside party, as opposed to colleagues inside the same organization.

A quotation listing items, quantities, unit prices, and the total cost, often with a validity period and delivery terms. Customers compare quotations before deciding whether to order.

Placing an order for goods or services, usually after a quotation is accepted. The order states quantity, price, delivery date, and payment conditions so both sides share the same record.

Delivery of ordered goods to the buyer. After delivery, the buyer often inspects the items, and acceptance usually starts the process that leads to payment.

Checking delivered goods against the order: quantity, quality, and specifications. When the buyer accepts them, the invoice can be processed for payment.

An invoice that asks for payment and shows the amount, due date, and bank account. It often includes a breakdown and is sent after delivery or at agreed intervals.

Money earned from selling goods or services in a period. Reports compare sales with targets, last year, or budget, and may break them down by product or region.

Money spent to run the business, such as travel, transport, and supplies. Employees usually submit receipts and an explanation, and a manager approves the claim.

A plan for how much money can be spent in a period or on a project. Managers compare actual costs with the budget and explain any large difference.

Goods held in a warehouse or store for future sale or use. Stock levels affect when to reorder, how much cash is tied up, and whether delivery dates can be met.

An organizational unit such as a department, division, or section. Documents show the department name to indicate who is responsible and where a matter should be sent.

A written record of a meeting: who attended, what was discussed, what was decided, and who will do what by when. It is circulated afterward so absent people can catch up.

A list of topics for a meeting, often with times and speakers. A clear agenda helps participants prepare and keeps discussion from drifting.

A legally binding agreement between parties. It sets out the scope of work, price, term, duties, and conditions for ending the arrangement.

Actual results achieved, as opposed to plans or targets. Reports use figures to compare performance over time and to support decisions about budgets and staffing.