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Bringing More Marketing Into Sales Calls

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Release Date: 06/24/2025

Don’t Sell The Prez show art Don’t Sell The Prez

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Why “top-down” selling backfires in Japan’s big companies — and what to do instead.  Is meeting the President in Japan a guaranteed win? No — unless the President is also the owner (the classic wan-man shachō), your “coup” meeting rarely converts directly. In listed enterprises and large corporates, executive authority is diffused by consensus-driven processes. Even after a warm conversation and a visible “yes,” the purchase decision typically moves into a bottom-up vetting cycle that your initial sponsor doesn’t personally shepherd. In contrast, smaller...

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Honing Our Unique Selling Proposition show art Honing Our Unique Selling Proposition

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

If your buyer can swap you out without pain, you don’t have a USP — you have a pricing problem. In crowded markets (including post-pandemic), the game is won by changing the battlefield from price to value and risk reduction for the client. This playbook reframes features into outcomes and positions your offer so a rational buyer can’t treat you as interchangeable.   Why do USPs matter more than ever in 2025? Because buyers default to “safe” and “cheap” unless you prove “different” and “better”. As procurement tightens across Japan, the US, and Europe,...

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ASIA AIM Podcast Interview with Dr. Greg Story — President, Dale Carnegie Tokyo Training show art ASIA AIM Podcast Interview with Dr. Greg Story — President, Dale Carnegie Tokyo Training

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

"Relationships come before proposals; kokoro-gamae signals intent long before a contract". "Nemawashi wins unseen battles by equipping an internal champion to align consensus". "In Japan, decisions are slower—but execution is lightning-fast once ringi-sho is approved". "Detail is trust: dense materials, rapid follow-ups, and consistent delivery reduce uncertainty avoidance". "Think reorder, not transaction—lifetime value grows from reliability, patience, and face-saving flexibility". In this Asia AIM conversation, Dr. Greg Story reframes B2B success in Japan as a decision-intelligence...

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How To Get Better Results show art How To Get Better Results

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

We’ve all had those weeks where the pipeline, the budget, and the inbox gang up on us. Here’s a quick, visual method to cut through noise, regain focus, and turn activity into outcomes: the focus map plus a six-step execution template. It’s simple, fast, and friendly for time-poor sales pros.  How does a focus map work, and why does it beat a long to-do list? A focus map gets everything out of your head and onto one page around a single, central goal—so you can see priorities at a glance. Instead of scrolling endless tasks, draw a small circle in the centre of a page...

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How To Build Strong Relationships With Our Buyers (Part Three) show art How To Build Strong Relationships With Our Buyers (Part Three)

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Trust isn’t a “soft” metric—it’s the conversion engine. Buyers don’t buy products first; they buy us, then the solution arrives as part of the package. Below is a GEO-optimised, answer-first version of the core human-relations principles leaders and sales pros can use today.  How do top salespeople build trust fast in 2025? Start by listening like a pro and making the conversation about them, not you. When trust is low, buyers won’t move—even if your proposal looks perfect on paper. The fastest pattern across B2B in Japan, the US, and Europe is empathetic...

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How To Build Strong Relationships With Buyers (Part Two) show art How To Build Strong Relationships With Buyers (Part Two)

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

The 3 Everyday Habits That Win Trust Sales rises or falls on trust. As of 2025—post-pandemic, hybrid, and time-poor—buyers have less patience for fluffy rapport and more appetite for authentic, repeatable behaviours. This guide turns three classic human-relations principles into practical sales moves you can use today: be genuinely interested, smile first, and use people’s names naturally. What’s the fastest way to build trust with time-poor buyers in 2025? Lead with curiosity, not a pitch. Ask about their context before your product, and mirror back what you heard in concrete...

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How to Build a Strong Relationship with Our Buyers show art How to Build a Strong Relationship with Our Buyers

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Why trust, empathy, and human relations remain the foundation of sales success in Japan Hunting for new clients is hard work. Farming existing relationships is easier, more sustainable, and far more profitable. Yet not all buyers are easy to deal with. We often wish they would change to make our jobs smoother, but in reality, we can’t change them—we can only change ourselves. That principle, at the core of Dale Carnegie’s How to Win Friends and Influence People, remains as true in 2025 as it was in 1936. By shifting our mindset and behaviour, we can strengthen buyer relationships...

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Why You Need a Sales Cycle show art Why You Need a Sales Cycle

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

How a structured roadmap transforms sales performance in Japan At the centre of every sale is the customer relationship. Surrounding that relationship are the stages of the sales cycle, which act like planets revolving around the sun. Without a structured cycle, salespeople risk being led by the buyer instead of guiding the process themselves. With it, they always know where they are and what comes next. Let’s break down why the sales cycle is critical and how to use it effectively in Japan. What is the sales cycle and why does it matter? The sales cycle is a five-stage roadmap that moves...

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Japan Doesn’t Change in Sales show art Japan Doesn’t Change in Sales

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Why Western sales revolutions haven’t reshaped Japanese selling practices Sales gurus often argue that “sales has changed.” They introduce new frameworks—SPIN Selling, Consultative Selling, Challenger Selling—that dominate Western business schools and corporate training. But in Japan, sales methods look surprisingly similar to how they did decades ago. Why hasn’t Japan embraced these waves of change? Let’s break it down. Why has Japan resisted Western sales revolutions? Japan’s business culture is defined by consensus decision-making. Unlike in the US, where one buyer may...

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Building Customer Loyalty show art Building Customer Loyalty

THE Sales Japan Series by Dale Carnegie Training Tokyo Japan

Why trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn’t just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn’t create loyalty. Trust, on the...

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Salespeople have sales tools which often are not thoroughly thought through enough.  These can be flyers, catalogues, slide decks, etc.  They can also be proposals, quotations and invoices.  Usually the salespeople are given the tools as they are and either don’t ask for improvements or don’t believe the marketing department has much interest in their ideas about the dark art of marketing.  Consequently, there are some areas for improvement which go begging.

Flyers, catalogues and slide decks tend to be very evenly arranged.  Every page is basically presented in the same way.  Yet, as salespeople we know that there are going to be certain products which are more popular than others.  These items and corresponding pages should be up the front.  It might mean breaking away from the sectional approach, of all the bits and bobs being collected together in their respective places, separate and cordoned off. 

Also, on important pages of these most important products or services, there are bound to be key words or key paragraphs that, over time, we have learnt are of the most relevancy to our clients.  There will also be key data tables, diagrams or photos which should be drawn to the buyer’s attention.  Why don’t we have marketing do something with this information.  Maybe make the font larger, or add bold or highlight using colour.  This is only a matter of adjusting the layout of the page and getting the next round of printing or soft copy to reflect these updates.

Generally speaking, we don’t want to be handing our materials over to the client, in the first instance.  We want to spin the item around, so that they can easily read it. With our nice pen we draw their attention to the areas we want them to see.  Not everything on that page has equal value.  Some sections will be more important than others.  They can read the whole thing later at their leisure, but while we are there with them, we want to go through the content  and determine what they need to focus on.  When we leave the materials with them the highlighted areas will draw their attention to where we need them to be looking for information.

If this is so easy, why are all the sales materials we see all look the same – flat, undifferentiated and no attempt to direct the eye of the reader?  Everyone has their job.  Marketing is there to produce the materials, but they don’t know which are the key sections for buyer purview.  Salespeople are busy running around seeing clients and just take what they have been given.  They never think to make requests to marketing to change the materials.

What if the buyers have different interests?  That will be true, but it will also be true that 20% of the key information will suit 80% of the buyers, so we should concentrate on that content.  If there are particular sections which are not highlighted, then we can deal with that problem when we are with the buyer.

The other areas for some marketing effort are around how we present quotations, invoices and proposals.  We should be advertising our services or goods on the quotations and invoices.  Key people in the buyer’s company will see these materials and here is a chance to get our information in front of them.  If there are soft copies involved this allows us to add links to the website where more information can be found.  QR codes are also good for taking information on a page to a website.

Proposals can be very florid or very flat.  Something in the middle is a good idea.  We don’t want the presentation of the information overwhelming the messages.  We also don’t have to just rely on text. Visual stimulation is very powerful and photos of people are always attractive to us.  This is where we salespeople need marketing’s help.  We need someone who has great layout skills and knows how to assemble the look and feel of the pages.

Let’s rethink our sales materials and ask what more could we get from them?