Reasons for ceasing doing business with and within the People’s Republic of China, that is. In response to Japanese Prime Minister Sanae Takaichi’s remarks that a PRC attack on the Republic of China (Takaichi referred to “Taiwan”) would trigger a Japanese defensive response,

China has unearthed its old playbook of informal coercive moves. Unlike clear-cut export controls, these disguised measures are harder to manage and pose escalatory risks. Governments and companies must grapple with how to respond.
Since Nov. 14, China has issued a series of escalating restrictions: cautioning tourists and students against travel to Japan; postponing the release of at least two Japanese films; and reinstating a blanket ban on Japanese seafood imports.

The WSJ‘s op-ed authors, Victor Ferguson and Audrye Wong, Hitotsubashi University Assistant Professor of International Relations and USC Assistant Professor of Political Science, respectively, claimed

It is hard for governments and companies to respond to such disguised measures effectively and cohesively.

It’s only hard politically. It’s completely straightforward as a practical and economic matter. It’s time for the Japanese to suck up and grunt through the unavoidably disruptive period of disruption and discontinue doing business with PRC-domiciled companies, with the PRC government, and business of any sort inside the PRC.