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378 How We Lose Clients In Sales In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Release Date: 03/19/2024

383 Being Convincing In Front Of The Buyer In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Blarney, snake oil, silver tongued – the list goes on to describe salespeople convincing buyers to buy. Now buyers know this and are always guarded, because they don’t want to be duped and make a bad decision. I am sure we have all been conned by a salesperson at some point in time, in matters great and small. Regardless, we don’t like it. We feel we have been made fools of and have acted unintelligently. Our professional value has been impugned, our feelings of self-importance diminished and we feel like a mug. This is what we are facing every time we start to...

382 Selling To Sceptics On The Small Screen In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

We are slowly emerging from Covid, yet a few leftovers are still hanging around, making our sales life complicated. One of those is the sales call conducted on the small screen using Teams or Zoom or whatever. These meetings are certainly efficient for the buyers, because they can get a lot of calls done more easily and for salespeople, it cuts out a lot of travel. Efficient isn’t always effective though. In my view, we should always try to be in person with the buyer. Some may say I am “old school” and that is quite true. Old school though has a lot of advantages...

381 The Two-Step Process When Selling In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Getting a deal done in a single meeting is an extremely rare event in Japan. Usually, the people we are talking to are not the final decision-makers and so they cannot give us a definite promise to buy our solution. The exception would be firms run by the dictator owner/leader who controls everything and can make a decision on the spot. Even in these cases, they usually want to get their people involved to some extent, so there is always going to be some due diligence required. In most cases, the actual sale may come on the second or even third meeting. Risk...

Sell With Passion In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

We often hear that people buy on emotion and justify with logic. The strange thing is where is this emotion coming from? Most Japanese salespeople speak in a very dry, grey, logical fashion expecting to convince the buyer to hand over their dough. I am a salesperson but as the President of my company, also a buyer of goods and services. I have been living in Japan this third time, continuously since 1992. In all of that time I am struggling to recall any Japanese salesperson who spoke with emotion about their offer. It is always low energy, low impact...

380 Dress For Success When Selling In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

I recently launched a new project called Fare Bella Figura – Make a Good Impression. Every day I take a photograph of what I am wearing and then I go into detail about why I am wearing it and put it up on social media. To my astonishment, these posts get very high impressions and a strong following. It is ironic for me. I have written over 3000 articles on hard core subjects like sales, leadership and presentations, but these don’t get the same level of engagement. Like this article, I craft it for my audience and work hard on the content and yet articles about my suit...

379 Selling Yourself From Stage In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Public speaking spots are a great way to get attention for ourselves and what we sell. This is mass prospecting on steroids. The key notion here is we are selling ourselves rather than our solution in detail. This is an important delineation. We want to outline the issue and tell the audience what can be done, but we hold back on the “how” piece. This is a bit tricky, because the attendees are looking for the how bit, so that they can apply it to fix their issues by themselves. We don’t want that because we don’t get paid. We are here to fix...

378 How We Lose Clients In Sales In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

377 Using Demonstrations and Trial Lessons To Sell In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Salespeople are good talkers. In fact, they are often so good, they decide to do all the talking. They try to browbeat the buyer into submission. Endless details are shared with the client about the intricacies of the widget, expecting that the features will sell the product or service. Do we buy features though? Actually, we buy evidence that this has worked for another buyer very similar to us, in a very similar current situation in their business. We are looking for proof to reduce our risk. To get us to the proof point, we make a big deal about how the...

376 The Buyer Is Never On Your Schedule In Japan

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

I am very active networking here in Tokyo, scouring high and low for likely buyers of our training solutions. I attend with one purpose – “work the room” and as a Grant Cardone likes to say, find out “who’s got my money”. I have compressed my pitch down to ten seconds when I meet a possible buyer at an event. My meishi business card is the tool of choice in this regard. Most people here have English on one side and Japanese on the other. I was like that too until I got smarter about selling our services. Typically, I would hand over my business card - Dr....

375 Content Marketing Is Great For Japan Sales But Can Be Fraught

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Access to social media has really democratised salespeople’s ability to sell themselves to a broader audience. Once upon a time, we were reliant on the efforts of the marketing team to get the message out and, in rare cases, the PR team to promote us. Neither group saw it as their job to help us as a salesperson, and they were more concentrated on the brand. Today we have the world at our beck and call through social media. We can promote ourselves through our intellectual property. We can post blogs on areas of our expertise. We can do video and upload that to...

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Finding clients is expensive. We pay Google a lot of money to buy search words. We pay them each time someone clicks on the link on the page we turn up on in their search algorithm. We monitor the pay per click cost, naturally always striving the drive down the cost of client acquisition. If we have the right type of product, we may be paying for sponsored posts to appear in targeted individuals’ social media feeds. This is never an exact science, so there is still a fair bit of shotgun targeting going on, rather than sniper focus on buyers. If we go to networking events, we may have to pay the organisation membership fee to be able to access the event and the fee for attending that meeting. Or we may pay a usually very expensive amount to attend as a guest. If we do old style advertising, then we pay for the ad and it has a very brief shelf-life before it is discarded, usually unseen and unread, despite our best wordsmithing efforts with the copy.

Given how difficult and expensive it is to get a client, you wonder how we could be so crazy as to lose a client we have already spent time and treasure on acquiring? It usually happens for a number of reasons. Our solution fulfilled a need they had at that time, but that need is a one off or not a consistent feature of their spending. It might be a seasonal spend, so there are limited time during the year to interact with the buyer and the connection isn’t as strong as it needs to be. The company may have run out of dough because of the market, currency exchange rates, wars disrupting supply chains or a pandemic killing millions of people and disrupting the entire global economy.

Maybe our quality slipped up or our consistency of delivery wasn’t where it needed to be and the buyer punished us by going to another supplier. Perhaps the buyer got moved around inside the client firm or quit and a new person has appeared. The new broom has their own ideas and wants to mark out their territory by bringing in their own preferred suppliers and we are now out in the cold. Or we have had a change of personnel. The person responsible for that firm has left the organisation and a new salesperson has to take over the account. The chemistry is not there and the buyer moves their business to a rival firm.

Client bonds are very fragile and so many things can destroy the continuity of the business. Even if you get on well with the buyer, they have bosses and maybe they have a different idea about how to move forward. This travels all the way to the top of the organisation back in headquarters. So many times the boss of the global business changes and a few months later you find yourself out on the street, because the purchasing has been centralised or rationalised or right sized or whatever and you are out. I have seen so many deals fall over because someone up the decision-making tree has decided to override the decision of the buyer I am dealing with. There is a policy change and now hiring is frozen, expenditures are reeled in and suppliers are cut loose.

A lot of this is beyond our control and we just have to accept the slings and arrows of outrageous fortune in business. When we make the change, we can do a better job of controlling the transition from one salesperson to the next. Unless we have fired the individual and they are out the door quick smart, there is usually a month period of notice that gives us the time to glue in the new person to the buyer. Japan as a formalised cyclical redistribution of jobs every few years, so firms here are used to people moving.

This should give us time for the existing client salesperson to take their replacement for them to meet the buyer and do the handover. What happens after that is the critical piece. If the new representative doesn’t work on creating their own connections with the buyer, then the business continuity can be at risk. This requires time together and busy salespeople may feel they are already maxed out taking care of their own existing clients. That is a big mistake and this is where some strong guidance is required to make sure they make the time and build up a relationship with the buyer. Just going once with your predecessor and then not making subsequent contact is a formula for losing the business.

Yes it takes time to go visit these individuals, but so does finding new clients to replace the ones you lost. We know that existing clients are like gold. We need to keep them close to us, but not everyone lives that truth and problems arise. Building chemistry between two strangers doesn’t happen overnight and it requires great skill in communication and time management to get all the right synchronisation to occur. We need to take this transition process very seriously and make sure everyone knows their role and responsibilities.

Despite our best efforts, it does happen that the change in staff leads to a loss of the business. Obviously, we need to make sure that is a rarity. We should assume the business will continue and then work backwards and decide what has to happen to make sure that becomes the reality. Strong boss leadership is needed here, because busy salespeople can justify just about anything to themselves. They need to be set the task and then we monitor what they are doing to safeguard that client relationship. Don’t leave anything to chance or good luck. Let’s make our own luck.

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