01 Context
Japan needs engineers. Nepal has them. The gap is trust, not supply.
Japan is projected to face a shortage of up to 790,000 IT workers by 2030. At the same time, over 270,000 Nepalese nationals already live in Japan, many with strong technical backgrounds and JLPT N2 or N1 Japanese proficiency.
RecruitmentX connects Japanese companies to this talent pool through a recruitment service built around three promises: cost efficiency, verified language ability, and cultural fit. I designed the platform from scratch, working from a market research brief and content outline to a full landing page and service system.
Cost efficiency
Competitive salary ranges without sacrificing the quality signals Japanese companies expect from a hire.
Verified language
JLPT certification and communication ability surfaced early, not buried in a candidate packet after interest is already lost.
Cultural fit
Long-term retention framed as a hiring outcome, not a post-placement afterthought.
Early landing page wireframes. Long-form B2B layout sequenced to mirror how a Japanese hiring decision actually moves: anxieties first, proof second, cost last.
02 The Design Problem
Japanese B2B sells on trust and evidence before anything else.
A company considering a foreign hire carries real anxiety. Will this person communicate well enough? Will they actually stay? The landing page had one job before a user ever clicked anything: answer those anxieties without being asked.
This is not a consumer conversion problem. Japanese B2B decisions move slowly, involve multiple stakeholders, and rarely convert at a single scroll depth. The design had to earn confidence progressively, not headline a claim and hope it lands.
03 The Core Insight
The page had to read like a hiring decision, not a sales pitch.
"Answer the anxieties before you ask for the click."
The constraint behind every layout decision
A page that leads with pricing or service features assumes a level of trust the company has not yet extended. The information hierarchy needed to mirror the actual decision process: surface and acknowledge anxieties first, introduce differentiators second, provide proof third, and place pricing and commitment structure last.
04 What I Did
Four decisions shaped by how Japanese companies actually evaluate a hire.
Not a screen tour. The choices that made the landing page and service system work as one argument.
Decision 01
Sequenced arguments like a hiring decision, not a sales pitch
Japanese hiring decisions move slowly and involve multiple stakeholders. A page that leads with pricing assumes trust the company has not yet given. The hierarchy mirrors the actual decision process: anxieties surfaced and acknowledged first, differentiators introduced second, proof provided third, pricing and commitment structure last. The reader arrives at cost only after questions about communication, cultural fit, and reliability have already been answered.
Decision 02
Showed the math, did not claim the conclusion
Cost advantage is one of the platform's strongest differentiators. The instinct is to headline it. Instead it is presented as a comparison table showing annual salary ranges across Japanese engineers, engineers from other countries, and Nepalese engineers side by side. A decision maker who can see the numbers does not need to be told what to conclude. One who is told without seeing them has no reason to believe it.
Decision 03
Built a clear service system with explicit timing
Beyond the landing page, I designed the full five-step matching flow: free consultation, candidate introduction, interview and assessment, contract, and post-placement follow-up. Each step shows how long it takes. A company considering a foreign hire for the first time does not know what committing looks like in practice. Showing the timeline at each step removes that uncertainty before it becomes a reason not to proceed.
Decision 04
Persistent CTA at every decision point
A Japanese B2B decision maker reading a long-form landing page does not convert at a single moment. They may be ready after the differentiation section. They may need to see pricing first. A floating call to action that stays accessible throughout the page means the reader can act at whatever point they reach confidence, without scrolling back to find it. The placement was not aesthetic. It was about removing friction at an unpredictable moment.
05 Outcome
A landing page and service system built as one trust argument.
RecruitmentX went from research brief to a complete B2B landing page and five-step service flow. The clearest result was structural: every section had a job in the hiring decision, not just a job on the page. Cost, language verification, and cultural fit were not three separate claims. They were three answers to anxieties a Japanese decision maker already had before arriving.
What Landed
Sequencing the page like a hiring decision gave every section a clear rationale, and made stakeholder review easier to follow
The salary comparison table let cost speak for itself. Decision makers engaged with evidence instead of marketing language
Showing duration at each service step addressed first-time hiring anxiety before it became a drop-off reason
The persistent CTA respected that B2B confidence arrives at different scroll depths for different readers
What I Would Do Differently
Run structured interviews with Japanese HR decision makers earlier. The page hierarchy was built from research and content briefs, but not yet validated against live stakeholder reading behavior
Test where confidence actually converts on the page. The persistent CTA solves access, but the right moment to prompt action still needs data from real sessions
Prototype the post-placement follow-up step with more depth. It carries the retention promise, but received less design attention than the top-of-funnel sections