The Care Factor In Sales In Japan

Japanese salespeople really care about their clients.  This is good, except when it isn’t and that is usually when they are prioritizing the client over the firm which employs them.  Japan is a relationship driven, risk averse business culture, where longevity is appreciated.  This often translates into the salespeople being captured by a type of “Stockholm Buyer Syndrome” where they identify with the interests of the buyer, over those of their boss.  Going to bat for the client is admirable because the salesperson is their representative inside the organisation.  It can create problems though, when perspectives become skewed.

Price rises, stock shortages, quality issues, staff allocations can create a divide in the priorities of the buyer and seller.  Where does the typical Japanese salesperson plonk themselves down?  Right in the buyer’s camp.  They become advocates for the buyer’s interests over the firm’s interests and this can create tremendous friction inside the organisation.

As we know, in Japan the buyer is not a royal, an aristo or a King.  The buyer is a deity, a God and that changes things up considerably.  As the boss, you can hand out the orders but that doesn’t mean the salespeople are going to compromise their relationship with the buyer aka God, to keep you happy.  They are thinking about their bonus or commission and the lifetime value of that client. 

In that equation, the boss’s views and interests are mildly interesting, but not arresting.  So boss orders are issued like confetti and then the Great Obfuscation commences.  Delays, excuses, detours and ninja like silence start cropping up.  The sales staff can always rely on the boss to get distracted and be so time poor that they never get around to following up at all, or at least for some considerable time.  With multinational firms, with any luck, the boss will get transferred or fired and the coast will be clear again.  Or the market shifts, or the currency moves and the whole point becomes moot. The salesperson rule is keep your helmet pulled down tight and low and dig a bit deeper into the foxhole, waiting for the boss order barrage to die down.

So as the boss, how do we navigate between ensuring the salespeople take brilliant care of the client, without sending the firm to the edge of bankruptcy?  We have to become much better time managers, because that is the key to following up and keeping track of the change you have initiated.  We need to keep a note somewhere of what was discussed, what was requested and then some milestones to check against for progress.  It could be electronic reminders or something analog, it doesn’t matter, as long as it works for you, but do it.

Coaching is one of the victims of tech today.  Tech is supposed to give us all more time.  It hasn’t. Everyone is so busy, including the boss, that the time is not created for coaching sales staff.  If we want the salesperson to go down there to the client and deliver some distasteful news, they may need some help on how to handle that interview.  Imagine asking a Japanese salesperson who has spent an entire career agreeing to everything the client wants, to head over to the buyer’s office and tell them “no” or the new price has been increased to “x”. 

They are just not trained for that and have no clue how to do it.  This is where they need help and the busy, busy bee boss has to pony up the time for them to help have that difficult negotiation.

Depending on the situation, it may be time for the boss to go and speak with the client.  Hierarchy is important in Japan and having the more senior person turn up, is a mark of respect which the buyer in Japan will appreciate.  It won’t make them any happier about the bad news, but at least they feel their due was given.  The salespeople will appreciate it too, because it allows them to keep their relationship with the buyer and heap all the blame on their mad dog, crazy, gaijin boss.

The answer is simple and complex at the same time -  encourage a sharp client focus by the salespeople, but keep that tempered within the interests of the firm, by making your time available to follow up, coach or intervene.