Group Selling Is Not For The Faint Hearted

Most of the time in Japan, I attend client meetings alone.  This is not how the Japanese do it.  The President going to a meeting alone, without some staff in attendance is rather rare.  Presidents have degrees of prestige and one of the indicators is how many flunkies they have in attendance.  My ego is big enough already to have to worry about people carrying my bag around for me.  The Japanese client meeting can often be quite an affair though with many people seated around the room, waiting to hear what you have to say.  Invariably, you have no idea who is turning up on their side, who they are or what they do.

The key word there is “waiting”.  They expect this to be a presentation from me to them, with zero interaction, no questions and then they go away and thrash it out internally on what they want to do next.  The punters in the room are the earpieces of their respective sections, there to record and then report what was said and who said it.  There will usually be one or two designated interlocuters on their side who will engage with the seller to facilitate the meeting.  That facilitation is usually to insist we give them a presentation on our offer, done passively, without any insight into what they need.

You can see the problem immediately.  We have many solutions, so which one is the best for them?  To know this we need to be asking questions.  The buyer side don’t quite see it that way and we can have a tense standoff.  We ask seller style consultative questions. No one answers them from the buyer side and the silence hangs heavy in the air, trying to strangle the seller.  If we hang tough and let that silence hang around for a long time, eventually someone on the buyer side will say “give us your pitch”.  When we hear this we know things are not going well.

Being on our own is not a big deal, because usually we can make decisions on our own. We don’t need to work the idea through the system to get some type of convocation to agree to it. What is not good though, is to squander our time before the meeting.  We should be pumping whoever is organising the meeting logistics, for information ahead of time on who will be attending.  Who are they, what do they do, what rank are they, etc., are key things we want to know before we turn up.  We shouldn’t presume there will only be a couple of people we already know in the meeting, if it is an important stage or the first meeting.

If this doesn’t happen, then after the initial exchange of business cards with the big boss, quickly dart around the room and exchange cards with everyone else there.  This way you can arrange the cards on the table in front of you, according to where they are sitting, to see who is who and you can check their rank and area of responsibility.  These are generalisations, but the CEO will be thinking strategy going forward, the CFO will be thinking protecting cash flow, the technical people will be thinking fit for purpose and the users will be thinking ease of application of the solution.

Knowing roughly what the audience interests are is only a start.  To avoid giving a pitch into the void of not knowing what they want, you need to set up permission to ask questions.  They are expecting you to tell them about what your company does and what you can do for them.  Here is an example of how this could go.  “Dale Carnegie Training has been around for 109 years world wide and nearly 60 years here in Japan.  We are soft skills training experts covering sales, leadership, communication and presenting.  We have had a lot of success in Japan helping our clients to improve their effectiveness and grow their market share.  Maybe we could do the same for you, I am not sure.  In order for me to know if that is possible or not and to know which part of our line up best suits your internal needs, would you mind if I asked a few simple questions.  The answers will guide me on what I should present to you regarding which parts of our line-up will be the best match for your business?”.

Once you have permission to ask questions, start with the people tasked with facilitating the meeting.  If they need more detail to answer your questions, they will involve some of the other experts in the room.  We won’t get a lot of time to do this, as everyone is sitting there expecting a pitch which they can then flagellate within an inch of its life, by asking mean and nasty questions.  They won’t be denied their Colosseum moment of throwing you to the lions for too long. 

You will at least get enough information to know what to present and how to present it.  You won’t get an answer at that meeting on whether there is any interest or not so don’t push it.  They need to harmonise opinions on their approach and they will do this after the meeting.  Someone will be tasked with getting all of the feedback and bringing this to the most senior person. 

Japan teaches you many things, especially patience!