Common Mistakes ASIAN Companies Make When Expanding to Hollywood

Keynote at event in Seoul

After nearly two decades working at the intersection of Asian and American entertainment industries, I've seen patterns emerge. Smart, successful Asian companies—from Japan, Korea, China, and Southeast Asia—make predictable mistakes when entering the US market. Here are the most common—and most expensive—errors to avoid.

Mistake 1: Announcing Global Ambitions Without Committing Resources

This is what I call "global theater"—the press releases, the English-language corporate websites, the presence at markets and festivals, all signaling international ambition. But without meaningful resource commitment, boots on the ground in the US, or real authority given to American partners.

The pattern: An Asian company announces plans to expand globally. They attend major markets, meet with US distributors and studios, generate initial excitement. Then every decision requires approval from headquarters back home. Deal terms get negotiated, only to be sent back to executives who weren't in the room and who second-guess them. Timelines stretch from weeks to months.

American partners lose interest quickly. The entertainment industry moves fast, and if you can't make decisions at meeting speed, you're not serious about the market.

The Fix: Either commit to a real US presence with decision-making authority, or be honest that you're in exploratory mode. American partners respect honesty about your stage; they don't respect wasting their time.

Mistake 2: Treating Localization as Translation

I've lost count of how many Asian companies believe providing English subtitles equals localization. It doesn't.

Effective localization means understanding cultural context, pacing expectations, reference points, and humor that won't translate. It means having American creative partners involved early who can advise on these issues while preserving what makes your content distinctively yours—whether that's Japanese anime aesthetics, Korean drama storytelling, or Chinese epic production values.

Example: A comedy that kills in Seoul or Tokyo may die in the US not because Americans don't appreciate Asian humor, but because specific references, timing, or cultural assumptions don't work. Skilled localization preserves the comedy's spirit while adjusting references and timing for American audiences.

The Fix: Budget for real localization expertise from the beginning, not as an afterthought. Bring American creative consultants into development, not just post-production.

Mistake 3: Underestimating the Importance of Distribution Relationships

Asian companies often assume that quality content plus streaming platforms equals automatic success. They underestimate how relationship-driven US distribution remains.

Netflix, Amazon, Disney+ receive thousands of content submissions. What gets picked up? Content from producers and distributors they know and trust, or content that comes through relationships with proven track records.

Theatrical distribution is even more relationship-driven. You're not buying a slot on Netflix's homepage—you're convincing a specific executive that your content fits their strategy and that you'll be a reliable partner for marketing and delivery.

The Fix: Invest in building real relationships with US distributors and platforms before you need them. Attend markets not just to sell, but to learn and build relationships. Consider partnering with established US producers or distributors who already have those relationships.

Mistake 4: Misunderstanding Rights Valuation

Asian companies frequently misjudge what different rights packages are worth in the US market. They might overvalue rights that have limited US appeal while undervaluing rights that could generate significant revenue.

Common example: Overvaluing theatrical rights for content unlikely to get meaningful US theatrical release, while undervaluing streaming rights or failing to understand AVOD vs. SVOD economics.

Or: Keeping merchandise rights in-house without the capability to actually execute US merchandise strategy, missing the window when content popularity peaks.

The Fix: Work with US advisors who understand current rights valuation. Be willing to adjust your rights packaging based on US market realities, not what you wish the market valued.

Mistake 5: Insufficient Marketing Budget Commitment

Asian companies often license content to US platforms or distributors, expecting the distributor to handle all marketing. But streaming platforms especially, are increasingly expecting content partners to co-market, particularly for non-English content trying to break through.

The calculation is simple: if you're not willing to invest in marketing, why should a US platform prioritize your content over others that come with committed marketing support?

The Fix: Budget for US marketing support from the beginning. This doesn't mean you need Super Bowl ads, but you need real social media strategy, influencer partnerships, and PR that complements what your US partner does.

Mistake 6: Wrong Team Structure

Many Asian companies approaching US market entry put their international business development team in charge. Makes sense on paper, but business development skills don't equal market entry execution skills.

Successful US market entry requires:

• Someone who understands the US content acquisition process and speaks that language

• Someone with the authority to make commitments in real-time

• Someone living in the US or traveling extensively enough to build real relationships

• Ideally, a US partner or employee who can translate between cultures

The Fix: Build US market entry teams with actual US market expertise and appropriate authority. Don't assume international BD skills translate to the US entertainment market entry.

Mistake 7: Giving Up Too Soon

US market entry takes years, not quarters. I've watched Asian companies launch one project, fail to achieve immediate breakout success, then retreat entirely.

Meanwhile, other Asian content creators commit to 3-5 year strategies, learning from each project, building relationships, and gradually establishing market presence. Korean entertainment's US success came from sustained commitment over more than a decade, not one-off projects. The same principle applies whether you're from Japan, China, Thailand, or anywhere else in Asia.

The Fix: Commit to multi-year market entry strategies. Treat early projects as learning opportunities that build relationships and market knowledge, not do-or-die bets.

The Path Forward

None of these mistakes are unfixable. They're predictable results of cultural differences, different business practices, and mismatched expectations. The Asian companies that succeed in the US market are those that:

1. Commit real resources and authority

2. Invest in genuine cultural translation, not just linguistic translation

3. Build relationships before they need them

4. Adjust rights and business strategies to US market realities

5. Stay committed through the multi-year learning curve

The US market opportunity for Asian content is real and growing. But success requires treating market entry as a serious long-term business investment, not a publicity exercise or side project.

Asian companies have incredible content and IP. You don't need to become American. You need to work with American partners who understand both markets well enough to position your content effectively while preserving what makes it distinctively yours.

That's where the real opportunity lies.

About the Author: Doug Montgomery spent 17+ years at Warner Bros managing international distribution and licensing, working extensively with content partners across Asi,a including Japan, Korea, and China. He now advises Asian companies on US market entry through Global Connects Media and teaches at Temple University Japan Campus.