Don’t Sell The Prez

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 firms or founder-led groups may decide quickly, much like private U.S. SMEs or European Mittelstand. The trap is assuming a Western “economic buyer” model maps 1:1 to Japan’s governance norms post-Abenomics (2013–2020) and as of 2025. Treat the Presidential meeting as a door-opener, not a done deal. 

Do now: Reframe the “Prez” as an access node; design your plan for everything that happens after the elevator ride down.

What actually happens after the big meeting?

The President typically delegates “look into this” to a direct report, and your proposal enters an internal review pipeline. A junior staffer performs due diligence, then a section head reviews and either quietly stops the process or passes it up. If momentum builds, the division head circulates a ringi-sho (稟議書) with attached materials for cross-functional stamps (hanko). Each division repeats its own research — Finance, HR, Operations — before any re-contact with you. Compared with U.S. enterprise sales where a single VP can overrule, Japan’s system prioritises organisational risk-sharing and face-saving. Expect additional nemawashi (root-binding) conversations you won’t see. Every change to scope, pricing, or timing restarts the paper trail. 

Do now: Ask early who will run due diligence, which divisions must stamp, and what the ringi packet must include.

Why do direct reports sometimes ignore an explicit instruction?

Because “check this out” isn’t “make this happen” — the President’s role usually ends at referral, not enforcement. In large firms (think Toyota-scale keiretsu or Rakuten-class digital groups), middle management owns process integrity. A public “order” in front of you may still be interpreted as permission to evaluate, not a mandate to buy. In the U.S., sellers might push back on “we’ll think about it”; in Japan, they really do need to think — collectively. That’s not stonewalling; it’s governance. The deal can die silently at any stage if the section head sees mis-fit, poor timing (e.g., fiscal year planning in March), or brand risk. Your best lever is equipping mid-levels with a de-risked, spec-tight story that they can defend internally. 

Do now: Translate the top-level promise into mid-level proof: ROI math, references in Japan, security/PII notes, and implementation flow.

How long does the ringi cycle take, and what slows it down?

Longer than Western sellers expect — and it resets with every material change. The ringi-sho builds consensus by circulating for stamps across affected divisions. Each unit repeats checks (vendor risk, budget fit, labour impact under Japan’s 2023 work-style reforms, data residency for APAC, etc.). If you tweak scope or price, a fresh ringi often triggers. For comparison, an American SaaS deal might hit Legal once; in Japan, Legal, Information Systems, and HR may all run independent passes. Multi-site rollouts (retail, manufacturing) compound complexity versus single-site pilots. Sellers who rush or “pressure close” risk face loss among reviewers — a reputational cost that kills not just this deal but your next. 

Do now: Time-box your asks, pre-bundle likely objections, and avoid last-minute scope surprises that force a re-circulation.

How should you re-engineer your enterprise sales motion for Japan?

Build a two-track play: executive alignment for vision + operator enablement for approvals. Track A (C-suite): anchor on strategy, external credibility (Japan references, security attestations), and clear business impact by quarter. Track B (middle-down): deliver a ringi-ready pack — problem framing, options matrix, risk mitigations, rollout plan, KPI table (adoption, uptime targets, ROI), and case miniatures from sectors like automotive, retail, and banking. Compared with Europe (works councils) or the U.S. (deal desk), Japan’s reviewer set is broader; so your artefacts must be modular and stamp-friendly. Pro tip: craft a Japanese one-pager that a 25-year-old staffer can champion without fear. 

Do now: Produce a bilingual ringi kit: exec summary, cost sheet, security appendix, phased pilot plan, and internal FAQ.

What if the buyer is a founder-led or SME “one-man President”?

Move fast — wan-man shachō environments can green-light on the spot, but still respect downstream implementers. Owner-operators (common in construction, logistics, specialised manufacturers) align closer to U.S. founder-CEO norms: if they decide, it happens. However, success still hinges on managers who must live with the tool or training. Win speed without burning adoption by pre-agreeing a post-signature cadence: kickoff, hands-on enablement, check-ins. Contrast: in multinationals and listed firms, assume consensus first, speed second. Use segmented pipelines and forecasting models for each archetype to avoid “phantom commits” based on executive enthusiasm alone. 

Do now: Qualify leadership style early; if it’s founder-led, offer rapid pilot + success plan; if it’s listed, budget for consensus cycles.

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Quick internal checklist for a ringi-ready packet

• Executive one-pager (JP/EN) with outcome metrics and timeline
• Options matrix (do nothing vs. competitor vs. your solution)
• Security & compliance appendix (data flows, access, audit)
• Costing & ROI sheet (12–36 months, with sensitivity)
• Implementation playbook (roles, training, support SLAs)
• Reference mini-cases from Japan/APAC peers

Do now: Attach this checklist to every enterprise proposal in Japan. 

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Conclusion: Stop “selling the Prez”; start enabling the process

In Japan’s large corporates, the President opens a door; the organisation makes the decision. Treat the executive meeting as your starting pistol, not the finish line. Win by equipping mid-levels to say “yes” safely, designing for ringicadence, and pacing your asks. In founder-led firms, move decisively — with respect for the managers who must land the change. That’s how you convert enthusiasm into signed, implemented value in Japan, as of 2025. 

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FAQs

Is aggressive closing effective in Japan? No. Pushy tactics create face risk for reviewers and can stall the ringi process; equip, don’t pressure. 

Do all Japanese companies work this way? No. Founder-led SMEs can decide top-down; listed and multinational firms lean consensus-first. 

What documents speed approval? A bilingual, ringi-ready packet: exec summary, ROI, security, rollout, and references. 

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Next steps for leaders/executives

• Map the approval path (divisions, stamps, timelines).
• Build a standard ringi pack and local references.
• Train your team on Japan-specific cadence and language.
• Segment forecasts by “founder-led” vs. “listed corporate.” 

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Author credentials

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.