369 The Real Know, Like and Trust In Sales In Japan: Part One - KNOW
THE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Release Date: 01/16/2024
THE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Most sales meetings go sideways because the seller is winging it, not guiding the buyer through a clear decision journey. In a competitive market with limited buyer time, you need a questioning structure that gets to needs fast, keeps control of the conversation, and leads naturally to a purchase decision—without sounding scripted. Do you actually need a sales questioning model, or can you just “follow the conversation”? You need a questioning model because buyers will pull the conversation in random directions and you still need to reach a purchase outcome. A lot of...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Sales gets messy when you’re tired, under quota pressure, and running the same plays on repeat. Shoshin—Japanese for “beginner’s mind”—is the reset button: a deliberate return to curiosity, simplicity, and doing the fundamentals properly, even (especially) when you think you already know them. Is “beginner’s mind” actually useful in sales, or just motivational fluff? Yes—shoshin is a practical operating system for performance, not a vibe. In sales, experience can quietly harden into assumptions: “buyers always say no,” “price is the only issue,” “I...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Clients don’t need to do anything — and that’s the brutal truth every salesperson meets early. If a buyer can stick with the same supplier, or do nothing at all, many will. The only thing that moves them is a felt gap between where they are now and where they want to be, plus a reason to bridge it now, not “sometime later”. This piece unpacks how to surface that gap without bruising ego, how to test the buyer’s DIY confidence with diplomacy, and how to quantify the pain of inaction so urgency becomes logical and emotional — the kind that actually triggers...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
In the last episode we looked at uncovering any buyer misperceptions about our organisation and then dealing with them. How did that go? Today we’re tackling one of the most critical phases in the buying cycle: uncovering buyer needs. Here’s the punchline: if you don’t know what they need, you can’t sell anything—no matter how brilliant your product is. And buyer needs aren’t uniform. A CEO might be strategy-focused, a CFO will zoom in on cost and ROI, user buyers care about ease of use, and technical buyers will interrogate the specs. That’s...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Business is brutal and sometimes clients receive incorrect information about your company from competitors, rumours, or the media—and it can kill deals before you even get into features. Why do misperceptions about a company derail sales so fast? Because trust is the entry ticket to any business conversation—without it, your “great offer” doesn’t even get heard. If a buyer suspects your firm is unstable, unethical, or incompetent, they’ll filter everything you say as “sales spin” and you’ll feel resistance no matter how good the solution is. This is especially...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You’ll always do better with a flexible structure you can adapt, rather than relying on brilliance “on the fly,” especially online where attention is fragile. Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don’t plan, you’ll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Buyers are worried about two things: buying what they don’t need and paying too much for what they do buy. Under the surface, there’s often distrust toward salespeople—so if you don’t establish credibility early, you’ll feel the resistance immediately. A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features. This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Most salespeople don’t lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who’s worth meeting before you waste time? You qualify ruthlessly by asking one blunt...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
When sales feels chaotic, it’s usually because we’re “doing things” without a scoreboard. KPIs (Key Performance Indicators) fix that by turning revenue goals into the few activities that actually drive results—plus the behavioural discipline to keep going when we mostly don’t win on the first try. Q1) What are sales KPIs, and why do we need personal ones? Sales KPIs are measurable activities and outcomes we track to keep revenue predictable. Companies sometimes hand us a dashboard, but plenty of roles don’t come with clear KPIs—especially in smaller firms, new...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge. Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford’s “whether you think you can or can’t” to Dale Carnegie’s focus on personal agency, top...
info_outlineWe have all heard this bromide about Know, Like and Trust in sales, but have we really deeply explored what it means in today’s post-Covid business climate? Over the next three contributions, I am going to go deep on these three aspects of sales.
The Marketing Department will work on promoting the brand, but it very rare that they ever promote individual salespeople. Let’s assume they won’t be spending any money on us and so we are on our own. Grant Cardone is a really hard driving, hard core American sales trainer who I like, but who I know would be a disaster in Japan. Nevertheless, he makes a very good point when he says in sales we are all invisible. This is the “know” problem. How can people buy from us, if they have never heard of us.
During Covid, the entire networking apparatus just broke down. Participating in online events, we could see people trapped in their tiny little boxes on screen, but we couldn’t connect with them. What a frustrating time that was in the sales profession. Fortunately, networking at live events is now back in fashion. Are you making the most of this opportunity? This is such a great chance to meet people and make a personal connection directly with buyers and allow us to set up a sales call with them. Within ten seconds you should be able to tell if this person is a prospect or not. If they are not, then go find someone who is. It is time to get back out there and “work the room”.
Cold calling was a nightmare too. The decision-makers were camped out at home and we didn’t have the foresight to collect their mobile numbers prior to the pandemic. That meant a call to the general number was the only alternative. Astonishingly, many firms I called hadn’t mastered the logistics of remote work. They had a central phone number, but no one was picking up the phone. What a mess. Even if you rang the central number and managed to speak with a human being, they were savage beasts, hell bent on getting rid of salespeople.
They are still savage beasts post-Covid and getting through to buyers is still tough, tough, tough. Target the person you want to connect with and send them a package by mail and that same junior person who was blocking your call from getting through will diligently place that parcel on their desk for you. Existing clients are always the backbone of most sales efforts, because finding new clients is so difficult. That doesn’t mean we should give up on cold calling though. As I said, we should carefully target who we think we can help and sniper-like, focus on connecting with them.
Social media is another dimension where we can become known. Where is the attention focus in Japan for your buyers? Finding out this type of general information would be straightforward you would think, but across the various sources, the discrepancies in reported numbers are just astonishing. I honestly don’t know who to believe, but according to humblebunny February 2023’s 8th edition, the order of ranking of monthly users in Japan is YouTube (102m), Line (92m), Twitter (59m), Instagram (49m), Facebook (26m), TikTok (18m), Pinterest (9m), and LinkedIn (3m).
This is where your clients potentially have their attention, but do you know which platforms they visit? Also, what about you - where can you be found? Are you using the same platforms as your buyers? Think about who is your target market, which platforms are they using and most importantly, what is your presence on those platforms? Are you just a consumer of other people’s content and not a creator for these platforms? Does that demarcation make any sense, if you want people to know who you are?
As a creator, which mediums are going to get you in front of your potential clients. Can you produce text content which marks you out as an expert in your field? Can you get your text content on to platforms to distinguish yourself from your competitors? Even if you cannot do this easily, AI has the capacity to assist and it is very fast. The danger is that at this stage in AI’s development, the content can easily become rather generic. That is why if you can add your secret sauce, your special spice, to help you to stand out in your fellow AI dependent crowd.
Can you produce video? Absolutely. Everyone has a high-quality camera in their mobile phone today, so the barriers to video production have really come down. Video is good, because we can see you and we can more easily connect with you. We feel like we can know you. What about audio? The soundtrack can be easily stripped out of video and bingo, you now have an audio version of the same content. Or you could create a podcast and have your guests provide the majority of the IP and you just add your two cents worth.
Do you have to be handsome and beautiful and sound fantastic for these mediums? Many people won’t do video or audio, because they lack confidence in how they look and sound. Is that you? Think about rock musicians? Are they all gorgeous and good looking with great voices? Mostly no, but they still sell millions of albums. I like Sting, John Lennon and Bob Dylan and do they all have great voices? Handsome? Not really. So we don’t have to be self-conscious about how we look and sound thus limiting ourselves in terms of becoming creators for our audience of buyers. If the content is compelling, people will ignore how you look and sound.
It is time to network, cold calling and maximise the use of social media. How else are you going to get known?
In the next edition we are going to look at how to be LIKED in sales.