217 Sales Is Simple In Japan

Imagine my surprise, as an expert in sales training, when I meet salespeople who have not spent even one second trying to master the bridging of the gap between value and cost.  Sitting in the audience at a speaker event, next to a thirtyish Japanese sale’s guy, we talked about how he does his sales.

He told me he contacts a lead, gets an appointment, shows up and explains the service and submits a quote.  Really?  On the blank side of meal menu, I mapped out the elements of the sales process for him.  Prepare for the meeting and focus your intention on one thing – getting the re-order, not just the solitary sale.  Build trust through establishing rapport.  Create interest by asking extremely well designed questions to understand the client’s needs.  Now tell the client whether we can help them or not and if we can, explain the how of our solution. There may be points of insufficient clarity, concerns, hesitations or downright objections to what we are proposing.  We need to deal with those before we proceed to ask for the order, and then we do the follow up to deliver the service or good.

I then asked him what does he do when the buyer says, “too expensive”.  His answer had me reeling.  With a cherubic mien, he told me he offered to “drop the price”.  Incredulous, I asked “by how much do you usually drop it?”.  He quoted 20% as the number.  There were four other sales people in his team and if that is how they roll over there, then that is an expensive first response to client pushback on pricing.

Here is the snapper – do you know what is happening inside your team?  Are they also dropping the price immediately as their first counter to an objection on the money? 

He should have said, “why do you say that” when told it was too expensive?  Was the price objection genuine, a ruse, sport negotiation, time bound, or irrelevant because they haven’t seen enough value yet to understand the price point?  There will be one highest priority element in the too expensive objection.  It might be the actual volume of cash involved, budget allocation timings, internal competing project competition concerns, etc.  Which one is it – we need to know. 

The moral of this story is to take a very detailed look at what your salespeople are doing.  Don’t confuse seven years of sales experience with one year of experience seven times.  Also, don’t imagine that they have a process, that they know how to explain the value or to deal with objections.  Based on what we see in our sales training classes and talking with clients, in Japan, the chances of that being the case are very, very, very low.