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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

384 Japan’s Ageing Workforce: Why “Recruit and Retain” Must Include Seniors show art 384 Japan’s Ageing Workforce: Why “Recruit and Retain” Must Include Seniors

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

What problem is Japan actually facing with its ageing population? Japan is ageing rapidly, and most of the attention goes to welfare, health, and pension systems. The less-discussed problem is what to do with the “young” oldies—people reaching 60, the retirement age, while still having decades of life ahead of them. Because many are healthy, active, relatively digital, and well-connected, therefore they do not fit the old model of “retire and disappear”. They also believe the government pension system will break down under the weight of their cohort’s numbers, therefore they do not...

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383 Screen-Based Strong Messaging: How to Sound Credible on Remote Calls show art 383 Screen-Based Strong Messaging: How to Sound Credible on Remote Calls

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

What makes screen-based messaging harder than in-person presenting? Most people already struggle to get their message across in a room, and the screen makes that challenge harder. Because remote delivery removes many of the natural cues we rely on in person, a mediocre presenter can quickly become a shambles on camera. The danger is that people imagine the medium excuses weak messaging or amateur delivery, but it does not. If you have a message to deliver, you need to do better than normal, not worse. The screen also pushes you into a close-up. The audience sees your face more than your...

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382 Consensus Selling: The Invisible Decision-Makers Behind The Meeting Room Wall show art 382 Consensus Selling: The Invisible Decision-Makers Behind The Meeting Room Wall

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

Why does a request for a proposal in Japan not always mean you are winning? In Japan, reaching “please send a proposal” can feel like major progress, because it sounds like interest. But the request can also be a polite way to avoid a direct “no”. Because Japan is a very polite society, a blunt refusal is often uncomfortable, so people use indirect ways to close a conversation without confrontation. Therefore, if you automatically treat the request as a buying signal, you can waste hours producing a proposal that was never going to be acted on. The practical takeaway is to treat the...

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381 Why Japan’s Talent Crunch Makes Retention a Core Strategy show art 381 Why Japan’s Talent Crunch Makes Retention a Core Strategy

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

Why is “recruit and retain” becoming the central talent strategy in Japan? Japan faces a demographic crunch: too few young people can meet employer demand, and this shortage has persisted for years. Since 2015, the shrinking youth population has pushed competition for early-career talent higher. With a smaller talent pool, every hiring decision carries more risk, and every resignation hits harder. Turnover among new recruits has started climbing again. A few years ago, more than 40% of new recruits left after training; the figure now sits around 34%, and it may rise further. Companies...

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380 Control the Narrative: What Buyers See Before You Meet show art 380 Control the Narrative: What Buyers See Before You Meet

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

Why do clients “check you out” online before the first sales meeting? Buyers now assume that everything about us is only a few mouse clicks away, so online “checking you out” happens before the calendar invite becomes real. Because this scrutiny is routine and increasing, therefore your credibility is being scored before you speak a word in the meeting. The script frames this as a certainty for salespeople: prospects will look at your social media and search results to decide who you are and whether you are worth their time. Because the check happens before the conversation, therefore...

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379 Why Your Posture Is Important When Presenting show art 379 Why Your Posture Is Important When Presenting

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

Why does posture matter for presenters on stage and on camera? Answer: Posture shapes both breathing and perception. A straighter posture aids airflow and spinal alignment, while signalling confidence and credibility. Because audiences often equate height and upright stance with leadership, slouching erodes trust before you say a word. Mini-summary: Straight posture helps you breathe better and look more credible. What posture choices project confidence in the room? Answer: Stand tall with your chin up so your gaze is level. Use intentional forward lean and chin drop only when...

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378 The Foreign Leader In Japan show art 378 The Foreign Leader In Japan

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

  Why do “crash-through” leadership styles fail in Japan?  Force does not embed change. Employees hold a social contract with their firms, and client relationships are prized. Attempts to push damaging directives meet stiff resistance, and status alone cannot compel people whose careers outlast the expatriate’s assignment. Mini-summary: Pressure triggers pushback; relationships and continuity beat status. What happens when a foreign boss vents or shows anger? Answer: It backfires. Losing one’s temper is seen as childish and out of control. Credible leaders stay...

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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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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.