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371 Why Clients in Japan Rarely Call Back – And What Salespeople Can Do About It?

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Release Date: 10/05/2025

377 Curiosity, Then Context: The Smart Short Pitch show art 377 Curiosity, Then Context: The Smart Short Pitch

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why use a one-minute pitch when you dislike pitching? Answer: In settings with almost no face-to-face time—especially networking—you cannot ask deep questions to uncover needs. A one-minute pitch becomes a bridge to a follow-up meeting rather than a full sales push, avoiding the “bludgeon with data” approach. Mini-summary: Use a short bridge pitch when time is scarce; aim for the meeting, not the sale. When is a one-minute pitch most useful? Answer: At events where you are filtering many brief conversations to find prospects worth a longer office meeting. You do not want...

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376 In Japan, Should Presenters Recycle Content Between Talks? show art 376 In Japan, Should Presenters Recycle Content Between Talks?

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

 Yes—recycling is iteration, not repetition. Each audience, venue and timing change what lands, so a second delivery becomes an upgrade: trim what dragged, expand what sparked questions, and replace weaker examples. The result is safer and stronger than untested, wholly new content. Mini-summary: Recycle to refine—familiar structure, higher quality. How can you create opportunities to repeat a talk? Answer: Negotiate for tailoring rather than exclusivity. Many hosts want “unique” content; offer contextualised examples, revised emphasis and organisation-specific language...

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375 Mentoring Under Pressure: How Bosses in Japan Make Change Work show art 375 Mentoring Under Pressure: How Bosses in Japan Make Change Work

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

In Japan, why is “capable and loyal” no longer enough? Answer: Technology, the post-1990 restructuring of management layers, and globalisation have reshaped how work moves in Japan. Because hierarchies compressed and expectations widened, teams now face faster cycles and more frequent transitions. AI will add further disruption, so stability must be created by leadership rather than assumed from tenure. Mini-summary: Hierarchy compression + globalisation + AI = persistent change; leadership provides the rhythm that tenure used to provide. In Japan, what should managers do first...

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374 Selling in Japan: Why Two Out of Six Is a Win show art 374 Selling in Japan: Why Two Out of Six Is a Win

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Salespeople worldwide use frameworks to measure meeting success, but Japan’s unique business culture challenges many Western methods. Let’s explore the BANTER model—Budget, Authority, Need, Timing, Engagement, Request—and see how it fits into Japan’s sales environment. 1. What is the BANTER model in sales? BANTER is a simple six-point scoring system for sales calls. Each letter stands for a key factor: Budget, Authority, Need, Timing, Engagement, and Request. A salesperson assigns one point for each element successfully confirmed. A perfect score means six out of six, showing a...

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373 From Scripted to Authentic- How Leaders Win on Stage show art 373 From Scripted to Authentic- How Leaders Win on Stage

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

In high-stakes business events, especially in Japan, executives are often forced to deliver presentations crafted by others. This creates a dangerous disconnect between speaker and message. Let’s explore how leaders can reclaim authenticity and impact, even when the material is not their own. Why is speaking from a borrowed script so risky? Executives frequently inherit content from PR or marketing teams. These materials may be polished, but they are rarely authentic. Japan’s perfection-driven corporate culture magnifies the stress, where even a small misstep can harm reputations. When...

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372 From Ritz-Carlton to Pasona: What Leaders Can Learn About Mood Making show art 372 From Ritz-Carlton to Pasona: What Leaders Can Learn About Mood Making

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

What does it mean for a leader to be the “mood maker”? A mood maker is someone who sets the emotional tone of the team. When leaders stay isolated in plush executive offices, they risk losing contact with their people. Research and experience show that a leader’s visibility directly affects engagement, loyalty, and performance. Leaders who project energy and conviction, day after day, create the emotional climate that shapes culture. Mini-summary: Leaders set the emotional temperature—visibility and energy are non-negotiable. Why does visibility matter so much? Japanese business...

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371 Why Clients in Japan Rarely Call Back – And What Salespeople Can Do About It? show art 371 Why Clients in Japan Rarely Call Back – And What Salespeople Can Do About It?

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why don’t clients in Japan return sales calls? Because the gatekeepers are trained to block access. In Japan, the lowest ranked staff often answer the phones, but without proper training. Their mission is to protect managers from outside callers—especially salespeople. Instead of being helpful, they come across as cold, suspicious, even hostile. This is your client’s first impression of your business. If you test it by calling your own company, you’ll likely hear the same problem. Mini-summary: Gatekeepers in Japan are defensive, not welcoming. This blocks callbacks from the very...

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370 Why New Salespeople Struggle In Japan – And How To Fix It show art 370 Why New Salespeople Struggle In Japan – And How To Fix It

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why New Salespeople Struggle New hires, whether they are brand-new to sales or just new to the company, almost always take time before they start delivering results. Yet leaders in Japan often expect immediate miracles. The reality is that ramp-up takes time, especially in a culture where relationships drive business. Even experienced people entering a new organisation need months to learn internal systems, client expectations, and industry nuances. When unrealistic expectations are placed on them from day one, they start their career already on the back foot. Mini Summary: Unrealistic day-one...

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369 Corporate Ninjas of Concealment: How Leaders Lose Control show art 369 Corporate Ninjas of Concealment: How Leaders Lose Control

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

  Why Japanese Corporate Scandals Keep Happening — And What Leaders Must Do To Prevent Them Why do corporate scandals keep repeating in Japan? Japan has been hit again and again by revelations of non-compliance — from Nissan’s faulty vehicle inspections in 2017 to Kobe Steel’s falsified data and beyond. In some cases, these practices stretched on for decades before discovery. On the surface, companies chase the mantra: “reduce costs, increase revenue.” The Board applauds, shareholders smile, and quarterly reports look sharp. But behind the curtain,...

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368 The Cure for Corporate Cancer: Rethinking Sales Outreach show art 368 The Cure for Corporate Cancer: Rethinking Sales Outreach

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Let’s talk about sales, and why the new year always feels like a repeat performance. Greek myths rarely have happy endings. They are mostly cautionary tales, reminders of how the Gods treated humans like toys. One myth, in particular, perfectly captures the life of a salesperson: the story of Sisyphus. He was condemned to push a massive rock up a hill, only to watch it roll back down again, forever. That is exactly what we face in sales. We push that giant rock—the annual budget—up the hill every year. We grind, we hustle, we celebrate the results at year’s end, and then what happens?...

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Why don’t clients in Japan return sales calls?
Because the gatekeepers are trained to block access. In Japan, the lowest ranked staff often answer the phones, but without proper training. Their mission is to protect managers from outside callers—especially salespeople. Instead of being helpful, they come across as cold, suspicious, even hostile. This is your client’s first impression of your business. If you test it by calling your own company, you’ll likely hear the same problem.
Mini-summary: Gatekeepers in Japan are defensive, not welcoming. This blocks callbacks from the very beginning.

How do cultural habits make it worse?
Risk aversion dominates Japanese business. Staff avoid giving their names when answering phones to eliminate accountability. For a salesperson, that means you’re dealing with an anonymous voice, reluctant to help. Courtesy in the West often means offering to take a message. In Japan, you usually just hear “they’re not at their desk.” The expectation is you’ll go away quietly.
Mini-summary: In Japan, anonymity and risk aversion fuel resistance to helping salespeople.

Why don’t messages ever get returned?
Clients are swamped. The Age of Distraction means their days are full of meetings, emails, and digital overload. Even if a message does get written down, it often ends up buried under papers or lost in an overcrowded inbox. By the time they notice, it’s too late—or it looks like clutter. Sales feels personal, but the silence is rarely about you.
Mini-summary: Messages don’t get returned because clients are distracted, not because they dislike you.

What should salespeople do instead of waiting?
Persistence. Leave messages every time. Follow up with email. Send physical mail. Try visiting, if you can get through building security. The salesperson’s job is to keep making contact, not to give up. When you finally reach them, never complain about how hard they were to contact. Courtesy has changed, and callbacks are no longer part of the business culture.
Mini-summary: Keep contacting, without complaint. Courtesy norms have changed—adapt or fail.

What if clients complain about too many calls?
Stay calm. Never get defensive. Apologise lightly: “You’re right, I have been calling a lot, haven’t I?” Then pivot: “The reason is what we have is so valuable, I would be failing my duty not to share it.” This shows professionalism and positions you as a value creator, not a nuisance.
Mini-summary: Deflect complaints with humour and reframe persistence as professionalism.

How can persistence win respect?
Remind clients that they expect their own salespeople to show persistence. They know follow-up builds results. Deep down, they respect salespeople who push through obstacles, even if they never admit it aloud. In Japan, patience and professionalism eventually break through. The wall will crack if you stay consistent.
Mini-summary: Persistence earns respect, even when unspoken.

✅ Final Takeaway: Silence from clients is not rejection. It is an invitation to stay persistent, professional, and patient until the door opens.