How To Deal with Major Misperceptions Buyers Have About Your Company

A stranger contacts you out of the blue or you meet them fleetingly at an event and they call you afterwards.  They are a salesperson and they want to sell you something.  Our typical reaction is one of caution.  Why is that?  We have all become addicted to technology which has sped everything in business up to warp speed, but somehow we are all perennially time poor.  We don’t want to be distracted from our tasks or waste our time listening to what someone else wants.  We are also not sure if we can trust this salesperson.  Why would that be?  Maybe we were duped or heard of someone we know being duped by a “salesperson” in the past, so we are permanently suspicious of anyone we meet in sales.

This is not a great start is it.  We have to deal with all the baggage that our buyers have accumulated over the years.  Japan is a brutally vicious sales environment.  We are all in a street fight with our competitors and like in a physical street fight, there are no rules and little mercy shown.  Rivals will lie, disparage, spread false rumours, make nasty insinuations about us and our company.  “They are having financial trouble and won’t be around much longer”, “all I ever hear are complaints about their bad after sales service”, “their representative keeps getting fired from companies, so he won’t be around for long”, etc.  “But Greg, Japan is such an honest country, would rivals lie so brazenly?”, you might be thinking.  Yes, some of them will do so without any shame or guilt.  I have heard these wild stories myself, shared by buyers, so from my own experience I know this happens.

How do we start the sales call in Japan?  We chit chat a little, then we get into the sales discussion.  If we don’t know what we are doing, we are launching straight into our pitch about our wonderful widget.  If this is you, please stop doing that.  Rather we should be asking questions to completely understand the needs of the client.  We can do this through just asking for permission to ask questions and then going for it.  Another way we can do it is to propose an agenda for the meeting.  This provides the same content, but it is a more structured approach.  Japanese buyers love to be given the agenda to look at, because they love data and the more the merrier.

The questions we are going to ask about needs are all there of course, but we add one more.  We ask, “what are your impressions of our company?”.  Why would we do that, why not just blast off into the nitty gritty detail of the wonders of the widget?  Remember we are either a total stranger coming in off the street or a fleeting acquaintance from an event.  If I visited your home and sat down and said, “tell me all about the problems inside your family?”, I don’t think you would want to share your dirty laundry with someone you hardly know.  Company representatives feel the same about sharing the dirty laundry of their firm.

If our rivals have been stabbing us in the back or if the client has some incorrect information about our company, we need to get that out early and deal with it.  In our case, as an expert soft skills training company, our history of over 108 years can be a double edged sword.  It means we have stood the test of time and yet, for some buyers they may think we are old fashioned and not current enough for the modern market.  Chit chat is pretty thin gruel to establish trust with, so we need to work on establishing the credibility of our company.  Rather than random selection in the chit chat content about what trust buttons to push, we ask this impressions question.  This allows us to zoom right into the core concerns and deal with them. 

 Now when they give me their concern, I don’t immediately answer it.  I cushion it instead.  That is, I put up a neutral statement, that neither inflames nor tries to argue with their comment.  This neutral cushion buys my brain some thinking time about what I am going to say and how I am going to say it.  Rather than giving the first answer that suddenly pops into my head, I can give a more considered answer.  I could say, “It is important to consider perspectives on the brand”.  Those three or four seconds are enough to drill down to a more polished answer.  I would then say, “The balance to our longevity is that we are a global organisation.  That means that every second of the day clients, somewhere around the world, are asking us to address their most pressing problems.  In this way, dealing with client demands always keeps us fresh and current in the market”.

Are you ready with your answers for some curly questions your client may have for you?  More importantly, are you trying to flush out these secret resisters, before you try to introduce your solution?  Let’s not assume we are on a level playing field here. Accept that for whatever reason, there may be some hidden obstacles to trusting us and so let’s get those out of the way early, so that we can properly serve the client.