THE Sales Japan Series by Dale Carnegie Training Tokyo Japan
THE Sales Japan Series is powered by with great content from the accumulated wisdom of 100 plus years of Dale Carnegie Training. The show is hosted in Tokyo by Dr. Greg Story, President of Dale Carnegie Training Japan and is for those highly motivated students of sales, who want to be the best in their business field.
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Designing Qualifying Questions and Our Agenda Statement
12/23/2025
Designing Qualifying Questions and Our Agenda Statement
Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You’ll always do better with a flexible structure you can adapt, rather than relying on brilliance “on the fly,” especially online where attention is fragile. Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don’t plan, you’ll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light structure keeps you adaptable without sounding scripted: you set the parameters, then fill in the details as the conversation unfolds. Answer card / Do now: Build a reusable “question bank” and adjust it per client instead of improvising everything live. What is the “permission question” and why does it matter? The permission question earns consent to ask sensitive questions from someone who doesn’t trust you yet. You’re effectively asking a stranger to reveal weaknesses in their business—something people naturally resist—so you must frame it as: you’ve helped similar organisations, you may be able to help here too, but you need to ask a few questions to find out. This is especially important in relationship-driven markets like Japan, and still crucial in Australia and the US where buyers are wary of pushy sellers. Permission lowers defensiveness and increases honesty. Answer card / Do now: Memorise one permission line you can say naturally on Zoom, phone, and in-person. What “need questions” actually uncover the real problem? Start broad, then narrow—because the first issue they mention is often not the biggest one. A clean opener is: “What are some key issues for your business at the moment?” If they struggle to answer, prompt with a realistic scenario from similar clients (for example, sales performance in a virtual environment) and ask whether that’s true for them or if they’re satisfied. Then ask what other issues are priorities, so you don’t anchor on the first answer and miss the real driver. Answer card / Do now: Prepare 3 “prompt examples” (common issues) to help buyers respond when your question is too broad. Which qualifying questions reveal the scale (quantity) and constraints (budget)? Use quantity questions to size the problem, and budget questions to test seriousness without triggering defensiveness. A quantity question gives you the scale, like: “How many salespeople do you have who could benefit…?” That helps you calibrate your recommendation. Budget can be asked directly (“How much have you allocated?”), but many buyers won’t share it—especially early—so you can work indirectly from team size and solution scope to estimate what’s realistic. Answer card / Do now: Write one direct budget question and one indirect “scope-based” alternative you can use when they clam up. How do you ask the authority question without making it awkward? Ask who else has the strongest input, framed as necessary to help them properly. Buying decisions usually involve multiple stakeholders now, so you need to identify who matters early. Use wording like: “In order for me to help you, may I ask, apart from you, who would have the most interest and input into the buying decision?” It’s respectful, it doesn’t challenge their status, and it surfaces the buying committee. Answer card / Do now: Add the authority question to every first meeting agenda—no exceptions. What is an agenda statement, and how does it help control the meeting? An agenda statement is a simple way to guide the meeting flow while still staying flexible. You remind them why the meeting matters, outline what you’d like to cover, and then ask if they want to add anything—so the agenda becomes shared, not imposed. A practical sequence is: check their familiarity with your company (to correct misconceptions), learn what they’re doing now and what systems they use, clarify future goals, uncover challenges blocking those goals, and—if there’s a match—discuss how you could work together. Then invite their additions. The conversation won’t go in perfect order, and that’s fine—your job is to ensure the key questions get answered while you still have the chance. Answer card / Do now: Use a 6-point agenda statement, get agreement, then work through your question bank calmly—even if the order changes. Simple meeting structure you can copy Permission question (earn consent) Need questions (broad → narrow) Quantity (size the issue) Budget (direct or indirect) Authority (map stakeholders) Agenda statement (control flow + invite additions) Conclusion: what salespeople should do now Qualifying isn’t “being clever”—it’s being prepared. Build a structure, customise it to the client, and then stay adaptable in the moment. The sellers who win in 2025 are the ones who can guide the conversation without sounding scripted, earn permission before probing, and leave meetings with real decision clarity instead of vague friendliness. FAQs What’s the biggest mistake in sales discovery? Improvising questions under pressure instead of using a simple structure you can adapt. Why add an agenda statement at the start? It sets shared expectations and reduces random detours, while still allowing flexibility. What if the buyer won’t discuss budget? Use indirect sizing questions (headcount, scope, rollout timing) to estimate what’s realistic. Author Bio 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).
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Building Our Credibility Statement
12/16/2025
Building Our Credibility Statement
Buyers are worried about two things: buying what they don’t need and paying too much for what they do buy. Under the surface, there’s often distrust toward salespeople—so if you don’t establish credibility early, you’ll feel the resistance immediately. A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features. This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing the conversation. What is a Credibility Statement (and when do you use it)? A Credibility Statement is what you use at first contact—in person, email, phone, or Zoom—to establish who you are, what you do, and why it’s worth talking with you. It’s not a pitch of features. It’s a trust-builder that sets up the next stage: questioning. Why credibility must come before questions Even if you love your solution and know your company is excellent, the buyer doesn’t know that. They may be sceptical, cautious, and worried about getting “conned.” So you have to put that anxiety to rest early—before you start probing into their problems. The simple Credibility Statement formula (use this every time) Here’s a practical structure you can reuse so you’re not winging it on every call: 1) Identity + Company + one-line “what we do” Example: “Hi, my name is ____. I’m ____. We help ____.” 2) A hook that hits a real, current problem Use something buyers immediately recognise and haven’t fully solved on their own. 3) Relevant proof (preferably numbers) Reference a similar client and an outcome. If you quote numbers, they must be real and provable—because if you’re challenged and it doesn’t hold up, trust collapses. 4) The permission bridge “Maybe we can help. I’m not sure yet—but if you’ll allow me to ask a few questions, I’ll know whether we can help or not.” This earns consent before you dig into their situation. 5) If they don’t have time: ask for the appointment (with alternatives) Offer a simple choice structure (this week or next week → day options → time). Credibility Statement example you can model “Hi my name is Greg Story. I am the President of Dale Carnegie Training Tokyo. We are global soft skills training experts and masters of delivery and sustainment. Do you have a moment to talk?” Then the hook (problem): “We have heard from our clients that salespeople are really struggling with virtual selling and getting through to their buyers. Have you found the same thing?” Then proof (numbers + similar client): “Recently, we worked with a large service provider like yourself… They reported that their appointment rate went up by 25% after the training and their closing rate tripled.” Then permission bridge: “Maybe, we can do the same for you. I am not sure, but if you will allow me to ask a few questions, I will know if we are in a position to help you or not?” How to ask for the meeting (without sounding pushy) If they’re busy, transition cleanly into scheduling using the “alternative of choice” approach: “Shall we get together? Is this week fine or how about next week? … Wednesday or Friday? … 10.00am?” This keeps it easy, natural, and structured—without pressure. Common mistake: skipping credibility and diving into features When salespeople miss this step, they make life harder than it needs to be. If you aren’t asking questions and you’re jumping into features, you’re fighting distrust with information—and that rarely works. Build trust first, then earn the right to diagnose. Quick next steps (use today) Write your one-sentence “what we do” statement (a buyer should understand it instantly). Create 3 hook lines tied to common buyer problems (by industry/role). Prepare 2–3 proof stories with real metrics (and make sure you can back them up). Memorise your permission bridge (so questioning feels natural, not intrusive). Practise the “this week or next week” appointment close. FAQs Is a Credibility Statement the same as an elevator pitch? Often yes—the point is to be concise, clear, and compelling at first contact. Do I need numbers in my proof? Numbers are powerful, but only if they’re real and provable. If you get caught using shaky data, trust dies. Why ask permission before questions? Because buyers don’t normally share problems with strangers. Permission creates safety and cooperation. Author Bio 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. Greg 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).
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Our Pre-Approach in Sales
12/09/2025
Our Pre-Approach in Sales
Most salespeople don’t lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who’s worth meeting before you waste time? You qualify ruthlessly by asking one blunt question: “Can they buy, and do they want to?” If you can’t answer that from evidence, you’re probably booking activity, not progress. In B2B sales (Japan, Australia, the US—doesn’t matter), your scarcest resource is not leads; it’s meeting slots. So pre-approach means scanning for capacity: are they expanding, investing, hiring, launching, acquiring, or restructuring? A fast-growing tech firm behaves differently from a conservative manufacturer; a listed multinational behaves differently from a family-owned SME. Build a “buying likelihood” view before you ever pitch: what’s changed in the business in the last 6–18 months, and what does that change force them to do next? Answer card: Meet buyers with clear capacity + trigger events. Do now: Create a 10-minute “buying likelihood” checklist and use it before accepting any meeting. What research should you do on the company before you meet them? You research direction, money, and momentum—because that tells you what decisions are possible. Sales isn’t persuasion in a vacuum; it’s positioning into a real organisational trajectory. Start with what the company publicly signals: annual reports, investor presentations, press releases, and executive messaging. Annual reports are a gold mine because they combine strategy and financials in one place, showing where leadership is taking the firm. Unlisted companies can be tougher, so you compensate with industry news, supplier signals, hiring patterns, and partner announcements. Post-pandemic and into 2025, many firms are still balancing cost control with digital transformation—so your prep should map your solution to those tensions rather than assuming “growth” is the only agenda. Answer card: Strategy + financial reality = what they can say “yes” to. Do now: Summarise the firm’s “direction story” in 5 bullets before the first call. How do you find champions and inside insights without being creepy? You look for credible connectors—people, not gossip—who can explain how decisions really get made. Done well, this is professional intelligence, not stalking. Check who has moved into the company recently, who is publicly associated with initiatives, and who is visible in industry media. Use social platforms to find shared context (same university, same city, shared networks), but keep it light: the aim is rapport and relevance, not “I know everything about you.” Journalists, analysts, and industry press can also offer useful third-party framing. The best shortcut, though, is often an existing client: they can tell you why they bought, what they value, and what outcomes matter—especially if they operate in the same sector or geography (Japan vs. Australia vs. the US can change the buying rhythm dramatically). Answer card: Find a guide to the decision maze—then validate it. Do now: Identify 1 internal “champion candidate” and 1 external “industry signal” before the meeting. What should you assume the buyer is thinking before you walk in? Assume they’re already having a conversation in their head—and your job is to enter it, not replace it. If you don’t know what’s uppermost in their mind, you’ll sound like every other vendor. Industry patterns help here. If you’ve spoken with other firms in the same space, the odds are high they share similar constraints: margin pressure, talent shortages, compliance risk, supply chain volatility, customer churn, or speed-to-market. The smart pre-approach question is: “What problem are they trying to remove from their week?” Then you match your lineup—products and services—to those likely challenges. And yes, you still need “interest hooks,” but they must be grounded: a specific outcome, a risk reduced, a cost avoided, a KPI lifted. Answer card: The buyer’s internal dialogue is your real agenda. Do now: Write 3 likely buyer worries + 3 outcomes you can credibly produce. How do you use existing customers to sharpen your pitch? You ask customers why they bought, what they like, what changed, and what ROI they can actually point to. That’s how you turn vague claims into believable value. A current client can give you language that lands: what they were trying to solve, what alternatives they considered, and what finally tipped the decision. Ask how they use your solution and what results they’ve seen. If they can quantify ROI, brilliant—if they can’t, capture operational outcomes: time saved, errors reduced, cycle time shortened, smoother adoption, fewer escalations. Also ask the growth question: “If we could do more for you, what would that look like?” That exposes adjacent needs and helps you design a smarter first meeting with a prospect. Answer card: Customer truth beats salesperson theory every time. Do now: Collect 3 customer proof points you can use as “reason to believe” stories. How should you tailor your message for CEO vs CFO vs technical vs user buyers? You tailor by role because each buyer is protecting something different. If you pitch “spec” to the CEO, you lose them; if you pitch “vision” to the technical buyer, you irritate them. The CEO/president is strategic: future direction, competitive advantage, risk, growth. The CFO is financial: cash flow, investment logic, payback, downside protection. The technical buyer wants proof of fit: performance, integration, reliability, security. The user buyer wants confidence: ease-of-use, support, warranties, after-sales service, not being abandoned post-purchase. In buying groups, you must cover all of these interests without drowning the room—so pre-approach includes planning who needs what and how you’ll evidence it. Answer card: Same solution, different “why it matters.” Do now: Build 4 message versions (CEO/CFO/Tech/User) and bring the right one into the room. Final wrap: what should salespeople do now to win before the meeting? Pre-approach is the mark of the professional. Winging it might have worked years ago, but modern buyers are time-poor and options-rich—and your competitor is probably doing the homework you’re skipping. Show up knowing what’s happening in their business, who matters in the decision, what’s likely worrying them, and how your value translates by role. That’s how you “WOW” buyers: not with polish, but with relevance. Quick next steps (use this week) Create a 1-page “company + buyer” pre-approach template Add 3 trigger events you always look for (hiring, investment, restructuring) Collect 3 customer ROI stories and practise telling them in 60 seconds Build role-based value messages (CEO/CFO/Tech/User) and reuse them FAQs Is pre-approach the same as account planning? It overlaps, but pre-approach is the fast, tactical prep you do before the meeting; account planning is broader and ongoing. What if the company is private and information is limited? Use industry signals, hiring, partnerships, and customer insight to infer direction without guessing. How do I prepare for a buying committee? Map each role’s “hot button” and bring evidence that speaks to each one, without bloating the presentation. Author Bio 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. Greg 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).
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Our Personal Sales KPIs
12/02/2025
Our Personal Sales KPIs
When sales feels chaotic, it’s usually because we’re “doing things” without a scoreboard. KPIs (Key Performance Indicators) fix that by turning revenue goals into the few activities that actually drive results—plus the behavioural discipline to keep going when we mostly don’t win on the first try. Q1) What are sales KPIs, and why do we need personal ones? Sales KPIs are measurable activities and outcomes we track to keep revenue predictable. Companies sometimes hand us a dashboard, but plenty of roles don’t come with clear KPIs—especially in smaller firms, new markets, or when we’re building a territory from scratch. That’s where personal KPIs matter: they give us “markers” for what we’re doing and what we should be doing. The key is recognising we cannot do everything. We can only do the most important things—consistently. So we choose a handful of KPIs that reflect how our sales actually works (industry, deal size, sales cycle, channel), and we track them like a pilot checks instruments: not for perfection, but for control. Q2) Which KPIs actually move revenue (and which just make us feel organised)? A useful rule: track both leading and lagging indicators. Lagging indicators: results (revenue, closed deals, average deal size). They’re essential, but they tell us after the period is over. Leading indicators: the activities that cause results (qualified leads worked, buyer conversations, meetings booked, proposals sent, follow-ups completed). The best personal KPIs are usually leading indicators that map to your funnel, like: How many qualified leads we work each week How many calls / outreach touches we make How many contacts turn into appointments How many appointments convert into agreed deals Our average value per appointment How many buyers become repeat buyers If a KPI doesn’t link to a funnel stage, it’s probably a “busy metric.” Q3) How do we turn a big revenue target into weekly KPIs we can actually execute? We reverse-engineer the number. Start with the revenue target, then work backwards through the funnel using realistic ratios. Example logic (use your own numbers, then refine over time): Target revenue per month Average deal size → required closed deals Closing ratio from meetings → required meetings Meeting-set rate from conversations → required buyer conversations Contact rate from outreach → required outreach attempts This is exactly the discipline of breaking “big revenue targets down to activities,” then setting targets for the ratios between steps. And we’ll fail plenty at first. That’s not a moral issue—it’s just a data issue. After a few weeks, we’ll have our conversion stats, not someone else’s. Q4) What funnel ratios should we track—and what do we do when the ratios are ugly? Sales is a chain. If one link is weak, the outcome collapses. Track ratios between stages, for example: outreach attempts → conversations (contact rate) conversations → meetings (appointment rate) meetings → proposals proposals → closed deals (close rate) Over time we build “reliable statistics” showing where we’re strong and where we’re leaking deals. If conversations aren’t becoming meetings, that’s usually messaging, relevance, credibility, or timing. If meetings aren’t closing, that’s discovery quality, stakeholder mapping, objection handling, procurement friction, or lack of urgency. The goal isn’t to shame the numbers. The goal is to diagnose the system and improve one stage at a time—because a small lift in one ratio multiplies all the way down to revenue. Q5) How do we set KPI targets without kidding ourselves (and without burning out)? Use three levels: Comfortable range (you can hit this even on a rough week) Realistic stretch (hard but doable) Moonshot (for peak weeks, not every week) Then we attach KPIs to time management. If the target is 200 quality touches a week, we schedule them like a workout plan—because hope is not a strategy. Also: behaviour matters. Sales can be “a diabolical art” where we fail a lot, so we need “supreme discipline” to do the activities anyway. That means tracking basics like follow-up completion, pipeline hygiene in the CRM, and daily prospecting blocks—because motivation comes and goes, but systems stay. Q6) How do we adapt KPIs to reality (gatekeepers, Japan timing, and modern outreach)? Reality includes gatekeepers, voicemail, and the classic “they’ll call you back” fantasy. We can have a long call list and still get nowhere, so we vary timing and channels. Practical KPI upgrades: Track attempts by time band (early morning, lunch, after 6pm) because contact rates change by industry and role. Track multichannel sequences (phone + email + LinkedIn + referral asks), not just “calls.” In Japan, where trust and introductions often matter, track referral requests, warm intros, and second meetings as leading indicators—because relationship-building is a real part of the funnel, not “soft stuff.” Weekly review: keep, kill, adjust. If we’re not moving the ratios, we don’t need more hustle—we need smarter inputs. About the 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 leadership, communication, sales, and presentation programs, including Leadership Training for Results. Wrap-up Personal sales KPIs are our antidote to vague effort. We pick the few activities that drive the funnel, set ranges, measure ratios, and improve the weakest link. When we know the numbers, we stop guessing—and we start managing sales like a system.
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Sales Attitude, Image and Credibility
11/25/2025
Sales Attitude, Image and Credibility
Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge. Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford’s “whether you think you can or can’t” to Dale Carnegie’s focus on personal agency, top performers engineer their self-talk under pressure. Post-pandemic, the volatility of B2B buying cycles and procurement scrutiny means sellers in Japan, the US, and Europe face more “no’s” before a “yes.” Adopt deliberate mental scripts before client calls (“You can do this”) and after setbacks (“Reset, learn, re-engage”). Layer temporal anchors—quarterly targets, weekly pipeline reviews—to keep momentum objective, not emotional. In startups and SMEs, the founder-seller’s mindset colours the whole team; in multinationals, it influences cross-functional trust with legal, finance, and delivery. Do now: Write a 30-second pre-call mantra and a 60-second post-call reset. Repeat both for 30 days; track conversion lift in your CRM. How do I bounce back fast after rejection without losing my edge? Counter-programme negativity with immediate, structured inputs. After job loss or a blown deal, flood your cognition with high-quality content the way athletes use tape review—books, playbooks, and leader debriefs instead of doom-scrolling. Think “input replacement”: replace rumination with skill-building (objection patterns, pricing frameworks). Firms like Toyota or Rakuten institutionalise retrospectives; emulate that at team scale. In APAC vs. US contexts, timelines to re-pitch can differ—use a 24–48 hour window to reframe, then re-engage stakeholders. Treat every rejection as data: log cause (timing, budget, political capital) and countermeasure (proof, pilot, reference). Do now: Create a “rejection to routine” checklist: 1) log cause, 2) choose countermeasure, 3) schedule next touch, 4) upgrade enablement asset. Which people should I avoid—and which should I seek—when my pipeline wobbles? Avoid the “whine circle”; seek performance environments. Misery compounds in sales teams when negative talk becomes a daily ritual. Protect your focus like revenue: step away from low-agency chatter and toward deal rooms, peer reviews, and customer-back sessions. The classic Glengarry Glen Ross contrast—Ricky Roma selling while others complain—remains instructive, even if your 2025 “bar” is a Zoom room. In Japanese enterprise sales, senpai-kohai norms can pressure you to join the gripe; politely decline and book a customer discovery call instead. In US/Europe, use enablement Slack channels for pattern-spotting (what’s working now vs. last quarter). Do now: Time-audit one week. Replace 2 hours of complaint conversations with 2 customer conversations, a reference call, or a pilot design session. Does my image still matter when most buyers research online first? Absolutely—executive presence accelerates trust in the first 90 seconds. “Image” isn’t just suits and watches; it’s congruence: neat dress, crisp opening, concise agenda, and credible artefacts (case studies, pilots, references). Think “BMW energy” without the bravado: quiet competence, simple visuals, punctuality. In conservative sectors (financial services, manufacturing), formality signals reliability; in startups and creative industries, smart-casual with clean slides signals agility. Japan versus US norms diverge in attire, but converge on preparation and respect: arrive early, name roles, confirm outcomes. Keep a repeatable first-impression kit: one-page credibility sheet, short customer video, and a 15-minute discovery plan. Do now: Build a 3-item presence kit (attire checklist, one-pager, discovery plan). Rehearse your first 90 seconds until it’s muscle memory. How do I sound fluent without sounding “slick” or manipulative? Use structured clarity, not theatrics. Buyers fear the “too smooth” pitch; answer crisply, invite scrutiny, and show your working. Use a simple objection map: acknowledge → clarify → evidence → confirm. Anchor with entities (benchmarks, standards, regulations) and timelines (“as of Q4 2025, compliance rules changed”). In enterprise deals, suggest a small pilot to lower risk; in SME deals, offer a 30-day milestone plan. Keep language plain English with Australian spelling—short sentences, verbs first. Record and review your calls like athletes; look for hedging, filler, and jargon. Replace with specifics and proof. Do now: Write 5 top objections with one-sentence answers and one proof each (metric, customer name, or pilot result). Practise aloud. What proves credibility over time when problems inevitably arise? Calm accountability beats charisma after the contract is signed. When delivery hits turbulence, credibility is measured by cadence (weekly updates), transparency (risk log), and persistence (closing loops). Map stakeholders: executive sponsor, user lead, procurement, security. In Japan, escalate with harmony (nemawashi) before the formal meeting; in US/Europe, publish a written corrective plan and owner names. Tie each update to outcomes (uptime, cycle time, ROI proxy). Startups: emphasise speed of fix. Multinationals: emphasise governance and documentation. The goal is partner status, not vendor status. Do now: Implement a two-line status format in every email: “What changed since last week” and “What will change before next week,” plus a single risk with owner. Quick checklist — first 90 seconds with a new buyer Confirm time, agenda, and outcome. One-sentence value prop, one credible proof. Ask one context question, one metric question, one timing question. Conclusion — the three pillars work together Mindset, image, and delivery are a system, not a buffet. Get your inner voice aligned, present like a pro, and then prove it under pressure. Do those three consistently, and 2025’s buyers—whether in Tokyo, Sydney, or New York—will pick you when it counts. FAQs What should I change first if I’m overwhelmed? Start with a pre-call checklist and a 30-second mantra—both are fast and compounding. How formal should I dress in Japan vs. the US? Japan skews more formal; the US tolerates smart-casual—match the client’s culture and the meeting’s stakes. How do I track mindset ROI? Tag calls where you used the routine; compare conversion rate and cycle time vs. prior month. Next steps for leaders/executives Install objection maps and first-impression kits across the team. Run weekly deal reviews focused on clarity, not theatre. Standardise pilot templates and two-line status updates. 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.
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Don’t Sell The Prez
11/18/2025
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. 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. 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. 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. 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.” 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.
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Honing Our Unique Selling Proposition
11/11/2025
Honing Our Unique Selling Proposition
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, incumbent vendors and new entrants flood categories, dragging deals into discount wars. Shift the conversation from line-items to business outcomes: time saved, revenue gained, risk removed. In Japan’s consensus-driven buying, precedent and social proof are de-riskers; in the US, speed and ROI proof points get you shortlisted; in Europe, compliance and sustainability signals matter. Use comparative, sector-specific language (SMB vs. enterprise, B2B vs. consumer) so your value feels native to each buyer’s reality. Do now: List 3 outcomes you deliver that a competitor cannot credibly claim, and make them the first 90 seconds of every sales conversation. Summary: Lead with outcomes and risk reduction, not features or price. How do you turn features into buyer-relevant outcomes? Translate specs into “jobs done” with timestamps and dollars attached. If you “sell training,” your buyer actually wants higher per-rep revenue and lower ramp time; the workshop is just the tool. Frame cause-and-effect: “As of 2025, teams using our method cut onboarding by 30–60 days,” or “post-implementation, win-rates rose 8–12% in enterprise accounts.” Compare across contexts: startups prize speed-to-first-value; multinationals prize uniformity at scale. Anchor with entities to boost credibility: “Aligned to Dale Carnegie’s behavioural change frameworks and Fortune 500 norms.” Do now: For each feature, write: “So that the buyer can ___ by ___ date, measured by ___.” Then delete the feature and keep the sentence. Summary: Convert every spec into a measurable, time-bound business result. What proof calms executive risk in consensus markets like Japan? Show durable track record and mainstream precedent, not hype. Tenure (“operating since 1912”), adoption (“serving a majority of Fortune 500”), and multi-market delivery (“100+ countries”) signal you’re not an experiment. Executives at firms like Toyota and Rakuten want to see that others have done due diligence and achieved consistent outcomes. Present proof as risk offsets: longevity = vendor stability; blue-chip logos = quality validation; global presence = repeatability across geographies and languages. In Europe, add references to ISO-aligned processes; in the US, reference board-level impacts and revenue KPIs. Do now: Build a one-page “Risk Reducers” sheet with 5 credibility markers and a 3-line narrative for each. Summary: Package track record as risk insurance for the buyer. How do you compete on instructor quality without sounding generic? Expose the standard, the filter, and the client-side benefit. “250 hours of train-the-trainer over ~18 months” is a rigorous filter; say what it fixes: variability. Many training vendors have star-and-struggle instructors; your certification process “cures” inconsistency, delivering predictable outcomes across cohorts and locations. Tie this to executive concerns: CFOs fear wasted spend; CHROs fear uneven adoption; Sales VPs fear lost quarters. As of 2025, quantify where possible (completion rates, manager NPS, behavioural transfer at 90 days) and compare to sector benchmarks. Do now: Turn your internal QA process into a 5-step visual the buyer can explain internally. Summary: Make your quality bar tangible and link it to reduced variance in outcomes. How do you avoid the price trap in late-stage negotiations? Re-anchor total value and introduce “switching cost of downgrade.” When rivals discount, show the cost of failure: extended ramp, inconsistent delivery, and lost deals. Use a simple model: (Expected Revenue Uplift + Risk Reduction Value) − (Implementation & Change Costs). Add comparative caselets: “In APAC, an SME cut churn 3 points post-programme; in North America, a SaaS enterprise lifted ASP by 6%.” Create a “good–better–best” offer that scales outcomes, not just hours. Do now: Bring a 1-page value calculator to every Stage-3 meeting; make the CFO your audience. Summary: Move from hourly rate to enterprise value and downgrade risk. How do you tailor USPs for global rollout without bloating the pitch? Modularise by region, role, and sector; keep a common spine. The spine: outcomes, risk reducers, delivery quality. The modules: language and cultural localisation (Japan vs. ASEAN vs. EMEA), regulatory anchors (EU GDPR, Japan’s labour reforms), and sector examples (manufacturing vs. SaaS vs. consumer). Your global network isn’t trivia; it’s the operational proof that content lands locally — language, idiom, and facilitation calibrated to context. Keep sections tight: 3 bullets per role (CEO, CFO, HR, Sales). Do now: Build a 9-cell USP matrix (Region × Role × Sector) with one killer proof point per cell. Summary: One message, many modules — local relevance on a global chassis. What rehearsal builds salesperson muscle memory on USPs? Daily, 10-minute role plays that start with objections. Freshness decays; script drift is real. Start with the toughest objections (“We can swap you out,” “Your competitor is 20% cheaper”) and practise crisp, evidence-backed responses that land in under 30 seconds. Include a checklist: outcome first, proof second, risk reducer third, price last. Record, score, and iterate. By week two, rotate markets (Japan vs. US) and sectors to keep reps adaptive. Do now: Add a morning “USP stand-up”: 2 reps, 2 objections, 2 minutes each, every day. Summary: Reps don’t rise to your USPs — they fall to their practice. Conclusion Pricing fights are the path to oblivion. Position with outcomes, prove with precedent, operationalise with quality, regionalise with intent, and practise until it’s muscle memory. That’s how you make “different and better” undeniable — and un-swappable. FAQs What’s the fastest way to sharpen a dull USP? Start with outcomes and risk, cut features, and add one killer proof point per market. Then rehearse daily. How many USPs should we show? Three is plenty: one outcome, one risk reducer, one delivery advantage — tailored by role and region. What if a rival undercuts price by 20%? Re-anchor to enterprise value and switching-cost of downgrade; offer modular “good–better–best.” Quick actions for leaders Commission a 1-page “Risk Reducers” sheet with proof. Ship a value calculator for CFO-friendly re-anchoring. Launch a daily “USP stand-up” with objection drills. Author 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 programmes, 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).
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ASIA AIM Podcast Interview with Dr. Greg Story — President, Dale Carnegie Tokyo Training
11/04/2025
ASIA AIM Podcast Interview with Dr. Greg Story — President, Dale Carnegie Tokyo Training
"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 exercise grounded in trust, patience, and detail. The core insight: buyers are rewarded for avoiding downside, not for taking risks. Consequently, a new supplier represents uncertainty; price discounts rarely move the needle. What does? Kokoro-gamae—demonstrable, client-first intent—expressed through meticulous preparation, responsiveness, and long-term commitment. Greg’s journey began in 1992 when his Australian consultative selling failed to gain traction. The lesson was blunt: until trust is established, the offer is irrelevant because the buyer evaluates the person first. From there, the playbook is distinctly Japanese. Nemawashi—the behind-the-scenes groundwork—recognises that many stakeholders can say “no.” External sellers seldom meet these influencers. The practical move is to equip an internal champion with detailed, risk-reducing materials and flexible terms that make consensus safer. Once the ringi-sho (circulating approval document) moves, execution accelerates; Japan trades slow decisions for fast delivery. Greg emphasises information density and speed. Japanese firms expect thick printouts, technical appendices, and rapid follow-ups—even calls to confirm an email was received. This signals reliability and reduces the purchaser’s uncertainty. Trial orders are common; they are not small but strategic—tests of quality, schedule adherence, and flexibility. Win the test, and the budget cycle (often April-to-March) can position the supplier for multi-year reorders. Culturally, face and accountability shape referrals. Testimonials are difficult because clients avoid responsibility if something goes wrong. Longevity itself becomes social proof: “We’ve supplied X for ten years” carries weight. Greg’s hunter-versus-farmer distinction highlights the need to support new logos with dedicated account “farmers” who manage detail, cadence, and service levels that earn reorders. Patience is tactical, not passive. “Kentō shimasu” may mean “not now,” so he calendarises a nine-month follow-up—enough time for internal conditions to change without ceding the account to competitors. Throughout, he urges leaders to think in lifetime value, align to budget rhythms, and communicate more than feels natural. The result is a high-trust system where consensus reduces organisational risk—and where suppliers that master nemawashi, detail, and delivery become integral partners rather than interchangeable vendors. Q&A Summary What makes leadership in Japan unique? Leadership succeeds when it reduces organisational risk and preserves face during consensus formation. Nemawashi equips internal champions to address objections before meetings, while ringi-sho formalises agreement. Leaders who foreground kokoro-gamae, provide dense decision packs, and allow time for alignment see decisions stick and execution accelerate. Why do global executives struggle? Western managers often prize speed, big-room persuasion, and minimal detail. In Japan, uncertainty avoidance is high; buyers seek exhaustive documentation and incremental proof via pilots. Under-investing in detail or follow-up reads as unreliable. Overlooking budget cycles and internal approvals leads to mistimed asks and stalled ringi. Is Japan truly risk-averse? Individuals are incentivised to avoid downside, which shifts decisions from “risk-taking” to “risk-mitigation.” The system favours tested suppliers, visible track records, and trial orders. Price rarely offsets perceived risk. Trust and history function as risk controls; once approved, delivery speed reflects the system’s confidence. What leadership style actually works? A patient, service-led style that privileges relationships over transactions. Leaders ask permission to ask questions, listen for hidden constraints, and co-design low-risk pilots. Farmers—or hunter-farmer teams—sustain cadence, escalate issues early, and remain flexible as conditions change, protecting the champion’s face and the consensus. How can technology help? Decision intelligence platforms can map stakeholders and sentiment across the approval chain. Digital twins of delivery schedules and SLAs, plus living dashboards of quality metrics, give champions ringi-ready evidence. Structured knowledge bases, rapid response workflows, and audit trails strengthen reliability signals during nemawashi. Does language proficiency matter? Language builds rapport, but process fluency matters more: understanding nemawashi, ringi-sho, and budget cycles; providing dense Japanese-language materials; and maintaining a proactive follow-up cadence. Bilingual support teams and translated technical appendices can materially lower perceived risk. What’s the ultimate leadership lesson? Optimise for the reorder, not the first sale. Reliability, speed of follow-up, document density, and cultural fluency compound into durable trust. Japan rewards those who “hasten slowly,” then deliver flawlessly when the decision finally lands. Timecoded Summary [00:00] Context and thesis: Japan’s B2B environment rewards risk mitigation over risk-taking; relationships precede proposals. Greg recounts his early failure applying Australian consultative selling before building rapport and trust as prerequisites. [05:20] Nemawashi in practice: Many stakeholders can veto; sellers rarely meet them. Equip the champion with dense packs, options, and flexibility to navigate objections. Ringi-sho formalises consensus, and once signed, execution accelerates. [12:45] Detail and responsiveness: Japanese buyers expect information-rich printouts and fast follow-ups—even same-day responses. Trial orders function as risk-controlled tests of quality, schedule, and flexibility. Delivery during trials sets the tone for long-term partnership. [18:30] Referrals and proof: Public testimonials are rare due to accountability risk. Tenure becomes currency—long relationships serve as de-risking signals to new buyers. Social proof derives from sustained performance, not logos on a webpage. [24:10] Cadence and patience: “Kentō shimasu” often means “not now.” Calendarise a nine-month check-in to match likely internal change cycles. Align proposals to April budget rhythms to avoid timing out. Maintain polite persistence without pushiness. [31:05] Operating model: Pair hunters with farmers; once a deal lands, a service-led team manages detail, SLAs, and face-saving flexibility. Leaders message lifetime value, not quarterly wins, and use technology (decision intelligence, digital twins, knowledge bases) to support nemawashi and ringi. 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
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How To Get Better Results
10/28/2025
How To Get Better Results
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 for your key focus (e.g., “Time Management,” “Client Follow-Up,” “Planning”). Radiate related sub-topics as circled “planets”: prioritisation, block time, Quadrant Two focus, weekly goals. This simple visual cues the brain to spot what moves the needle first and what’s just distraction. In 2025’s noisy, Slack-popping world, mapping beats lists because you see interdependencies, not just items. It’s a low-tech cognitive offload that scales across roles—from B2B SDRs to enterprise AEs—in Japan, the US, or Europe alike. Do now: Grab a blank page, pick one central outcome, and sketch 6–8 sub-topics in 3 minutes. What’s the six-step template I should run on each sub-topic? Use this repeatable mini-playbook: (1) Area of focus, (2) My current attitude, (3) Why it matters, (4) Specific actions, (5) Desired results, (6) Impact on vision. Walk a single sub-topic (say, “Prioritisation”) through all six prompts to turn fuzzy intent into daily behaviour. This prevents feel-good plans that never reach your calendar. The key is specificity: “Block 90 minutes at 9:00 for top-value tasks, phone on Do Not Disturb” beats “be more organised.” Leaders can cascade the same template in pipeline reviews or weekly one-on-ones to connect tasks to strategy and help teams self-coach. Do now: Copy the six prompts onto a sticky note and keep it next to today’s focus map. Can you show a concrete sales example for time management? Yes—prioritisation in practice looks like: organise, calendarise, and execute the top-value items first, every day.Start by acknowledging the usual blocker: “I never get around to it.” Then translate to action: buy or open your organiser, maintain a rolling to-do list, and block time in your calendar for the highest-value, highest-priority items before anything else. Desired result: your best time goes to tasks with the greatest impact (e.g., discovery calls with ICP accounts, proposal updates due this week). Vision impact: consistency compounds—your effectiveness rises, and so does your contribution to team revenue. This is classic Quadrant Two discipline (important but not urgent) adapted for post-pandemic hybrid work. Do now: Book tomorrow’s first 90 minutes for your top two revenue drivers and guard it like gold. How should I prioritise when markets differ (Japan vs US vs Europe) or company size varies? Anchor priorities to value drivers that don’t care about borders: ICP fit, deal stage risk, and time-to-impact. In Japan (often relationship-led and consensus-driven), prioritise follow-up and multi-stakeholder alignment; in the US (speed + experimentation), prioritise high-velocity outreach and fast iteration; in Europe (privacy/regulatory sensitivities), prioritise compliant messaging and local context. Startups should weight pipeline creation and early GTM proof; multinationals should weight cross-functional alignment, forecasting hygiene, and large-account expansion. The focus map adapts: the central circle stays constant (“Close Q4 revenue”), while the “planets” change by market and motion (ABM research vs channel enablement vs security reviews). Do now: Label each sub-topic with the market or motion it best serves (e.g., “JP enterprise,” “US SMB,” “EU regulated”). How do I turn focus maps into weekly cadence without burning out? Run a lightweight loop: Monday map, daily 90-minute deep-work block, Friday review—then iterate. On Monday, pick one central theme (e.g., “Client Follow-Up”) and 6–8 sub-topics. Each morning, choose one sub-topic and run the six-step template; protect a single 90-minute block to execute. On Friday, review outcomes vs. desired results, retire what’s done, and promote what worked. Leaders can add a shared “focus wall” for visibility and coaching. This cadence blends time-blocking (Cal Newport), Eisenhower Quadrants, and sales hygiene—without heavy software. As of 2025, hybrid teams using this approach report better handoffs, cleaner CRM notes, and fewer “busy but not productive” days. Do now: Schedule next week’s Monday-Friday 09:00–10:30 focus block in your calendar. What are the red flags and watch-outs that kill focus? Beware “activity inflation,” tool thrashing, and priority drift. Activity inflation = doing more low-value tasks to feel productive. Tool thrashing = bouncing between apps without finishing work. Priority drift = letting other people’s urgencies displace your high-value commitments. Countermeasures: (1) Tie each sub-topic to a KPI (meetings booked, qualified pipeline, cycle time), (2) pre-decide your top two daily outcomes before opening email, (3) make your Friday review public to your manager or team to add gentle social accountability. Keep the map hand-drawn or one-page digital; if it takes longer to maintain than to act, you’ve over-engineered it. Do now: Add KPI labels beside three sub-topics and delete one low-value “busywork” task today. Is there a quick checklist I can copy for my team? Use this one-pager and recycle it weekly. Central focus (one phrase): ____________________ Planets (6–8 sub-topics): ____________________ Six Steps per sub-topic: Area of focus → 2) My attitude → 3) Why it matters → 4) Specific actions → 5) Desired results → 6) Impact on vision Time block: 90 minutes daily, device on Do Not Disturb KPIs: meetings booked, pipeline $, cycle time, win rate Friday review: what shipped, what’s next, what to drop This blends visual clarity (map) with behavioural clarity (six steps), making it easy for sales managers to coach and for reps to self-manage under pressure. Do now: Print this checklist for the team stand-up and agree on one shared KPI for the week. Conclusion Focus maps + a six-step template turn overwhelm into action. They help you see what matters, schedule it, and ship it—fast. Start with one central goal, map the “planets,” and run one sub-topic per day through the six prompts. That’s how you get better results when time is tight. Optional FAQs What’s the difference between a focus map and mind map? A focus map is smaller and execution-oriented: one central outcome and 6–8 sub-topics you’ll actually schedule this week. How many sub-topics are ideal? Six to eight forces trade-offs; more invites sprawl and context switching. How quickly should I see results? Usually within two weeks once you’re blocking 90 minutes daily for the top-value tasks. Next Steps for Leaders Run a 30-minute “Monday Map” with your team; pick one shared KPI. Make the 90-minute deep-work block part of your sales playbook. Review focus maps in pipeline meetings; coach actions, not anecdotes. About the Author 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). A Dale Carnegie Master Trainer, Greg delivers globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He is the author of Japan Business Mastery, Japan Sales Mastery, Japan Presentations Mastery, Japan Leadership Mastery, and How to Stop Wasting Money on Training; his works are also available in Japanese.
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How To Build Strong Relationships With Our Buyers (Part Three)
10/21/2025
How To Build Strong Relationships With Our Buyers (Part Three)
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 listening that surfaces goals, constraints, and internal politics. Post-pandemic norms (hybrid work, async decisions) mean you must read what’s said and what’s unsaid: tone, pauses, body language on Zoom, and email subtext. In enterprise sales, this shifts you from “pitching” to “diagnosing.” You become the buyer’s trusted business advisor—especially in consensus-driven cultures like Japan where ringi and nemawashi favour rapport and patience over pressure. Do this and high-stakes deals stop stalling because stakeholders finally feel safe to share the real blockers. Do now: Open with one agenda question—“What outcome matters most by [date]?”—then listen without interrupting for 90 seconds. What questions reliably open buyers up? Use simple, human prompts that invite stories. Who have they worked for? What was it like? Where’s the office? When did they start? Why choose this company? What do they like most? These “Who/What/Where/When/Why/How” prompts turn small talk into signal, revealing priorities (speed vs. safety), risk appetite, and decision cadence. Across SMEs, startups, and multinationals, these prompts work because they’re culturally neutral, non-intrusive, and buyer-centred. In APAC, they respect hierarchy; in the US, they feel pragmatic; in Europe, they invite thoughtful context. The goal isn’t to interrogate—it’s to let people talk about themselves while you capture needs, metrics, and names of influencers you’ll later engage. Do now: Prepare six openers on a card; ask two, go deep on one, and mirror key phrases back. How do I remember personal details without being awkward? Use the “Nameplate → House → Family → Briefcase → Airplane → Tennis Racquet → Newspaper” memory chain. Visualise a giant nameplate smashing into a bright house; inside, a baby with a briefcase pulls out an old plane; its propellers are tennis racquets threaded with rolled newspapers. Each hook cues a safe, human topic: name, home, family, work, travel, hobbies, and industry news. This light mnemonic keeps first meetings natural across cultures. In Japan, it supports relationship-first norms (meishi exchange, hometown ties). In the US/EU, it avoids prying while still finding common ground (sports, routes, recent sector headlines). Use tact and sequence flexibly; skip topics if they feel private. The point is to remember them so follow-ups feel personal, not transactional. Do now: Before calls, jot the seven cues; after calls, log one fact per cue in your CRM. What if I don’t know the buyer’s interests yet? Keep asking—then mirror their language and frame benefits in their terms. Early on, many buyers withhold interests until they decide you’re trustworthy. That’s normal. Persist with respectful questions, then translate features into “so-whats” they already value: uptime for CTOs, cycle-time for COOs, compliance for CFOs, psychological safety for HR. As of 2025, complex deals involve multi-threading (RevOps, Legal, IT, Security). Tailor each touch: startup CTOs want velocity and unit economics; enterprise VPs want risk mitigation and stakeholder alignment; Japanese heads of division may prioritise harmony and precedent. The win is relevance—your proposal reads like their strategy memo, not your brochure. Do now: After each meeting, write one line: “They care most about ___ because ___.” Lead with that next time. How do I make someone feel important—without manipulation? Spot real wins and praise them sincerely and specifically. Most professionals get little recognition. When you catch people doing something right—clear brief, crisp data, fast feedback—name it. Never over-flatter; buyers detect tactics instantly. The goal is dignity, not drama. Practical example: “Your timeline reduced rework across Legal and IT—that saved us both weeks.” In Japan, sincere appreciation that acknowledges team effort (not just the individual) lands better; in the US, direct credit energises champions. Across sectors (SaaS, manufacturing, services), this fosters reciprocity and deepens trust far faster than discounts ever can. Do now: In your next email, add one honest, specific thank-you sentence linked to a business outcome. What should leaders systemise so this sticks? Bake these principles into playbooks, onboarding, and CRM hygiene. Codify the seven memory cues, the open-question matrix, and a “buyer interest” field in CRM. Coach for silence (count to three before replying). Review call snippets for interrupt rate and question balance. Reward teams for discovery quality, not just revenue. Executives at firms from startups to conglomerates can run fortnightly “deal trust reviews”: is the sponsor heard, interests mapped, and recognition given? In Japan, align with nemawashi—map stakeholders and pre-wire decisions. In the US/EU, pressure-test value hypotheses with RevOps and Finance. Consistency beats charisma. Do now: Add three fields to your CRM today—Interests, Stakeholders, Recognition Given—and make them required. Conclusion When you listen deeply, speak in the buyer’s interests, and recognise people sincerely, you stop selling and start being chosen. Make this your firm’s operating system and watch cycle times shorten and referrals grow. FAQs Isn’t this just “be nice” advice? No—these behaviours reduce friction, surface risks early, and accelerate consensus, which shortens sales cycles. Do these tips work in Japan? Yes—especially the memory chain and sincere group-focused recognition, which fit relationship-first norms. How do I measure progress? Track interrupt rate, number of stakeholder interests captured, and instances of specific recognition logged in CRM. Next Steps Add the seven-cue mnemonic and open-question set to your onboarding. Require “Interests” and “Recognition Given” fields in every opportunity. Coach teams to wait three beats before replying on calls. About the Author 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. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 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, followed widely by executives seeking success strategies in Japan.
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How To Build Strong Relationships With Buyers (Part Two)
10/13/2025
How To Build Strong Relationships With Buyers (Part Two)
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 terms (KPIs, deadlines, constraints). This converts a transactional meeting into a partnership from minute one. In Japan, the US, and Europe alike, executives are bandwidth-constrained; they remember the seller who reduces cognitive load. In enterprise deals, curiosity surfaces hidden stakeholders and post-purchase risks. In SMEs and startups, it reveals cash-flow windows and procurement shortcuts. Curiosity isn’t manipulation; buyers detect feigned interest instantly. Done right, it creates common ground that makes every later ask easier. Start every meeting with one “business-human” question (e.g., “What must be true by quarter-end for this to be a win?”). Mini-summary: Curiosity first → faster trust → smoother deals. Do now: Prepare three context questions per persona. How do I show genuine interest without going off-topic? Be human, but keep it business-linked. Tie personal context to business impact; keep it relevant, short, and anchored in their role, industry, and timeline. Ask about post-purchase adoption (“What would success look like for your users in the first 30 days?”), operational realities (e.g., Japan-specific compliance), and leadership pressures (“What will your CFO scrutinise most this quarter?”). Compare contexts—APAC vs EU privacy, B2B vs consumer rollout, startup urgency vs multinational governance. Document what you learn and open the next meeting by recapping their words—snippet-ready proof you listened. Mini-summary: Human questions, business purpose. Do now: Build a one-page “interest map” per account. Does smiling still matter in serious, high-stakes meetings? Smile first to set the social temperature, then match the room. Under deadline pressure, many sellers present a tense “serious face” that raises defensiveness. A genuine, early smile lowers friction and signals “I’m safe to talk to,” especially in first meetings or escalations. In Japan’s formal settings, a measured smile plus a slight nod communicates respect and openness; in the US, a warmer smile can accelerate rapport. The key is timing: smile as you greet, then calibrate to the buyer’s style within seconds. The goal isn’t cheeriness; it’s creating a cooperative atmosphere where tough topics (risk, price, delivery dates) can be discussed without posturing. Mini-summary: Smile first, calibrate fast. Do now: Add “reset face → greet with smile” to your pre-meeting checklist. How can using names increase influence without sounding fake? Use names sparingly at moments of emphasis. Offer your own name first, confirm pronunciation, then use theirs to mark alignment and commitment—never as filler. In group settings with multiple stakeholders, sketch a quick seating map to avoid missteps later. This habit personalises without pandering and helps you track the real decision network behind procurement. Close clearly: “Aiko-san, we’ll send the red-lined MSA by Friday.” Mini-summary: Names for signal, not filler. Do now: Practise name recall and pronunciation before the meeting. What’s the cross-market playbook (Japan vs US vs Europe) for relationship momentum? Universal habits, local nuance. The same three behaviours—interest, smile, names—work everywhere, but settings differ. In Japan, invest more time upfront on context and internal harmony; be precise with honorifics and follow through meticulously. In the US, move faster to value articulation and next steps, keeping warmth high. In Europe, expect variance (Nordics vs DACH vs Southern Europe) in decision cadence and consensus. Align to company type: startups reward speed and flexibility; multinationals reward consistency and risk management. Hybrid selling post-2020 demands tighter summaries and clearer asynchronous follow-ups. Mini-summary: Universal habits, local settings. Do now: Add a “market nuance” line to every call plan. How do I turn these habits into a repeatable system my team can use? System beats intention. Bake the habits into templates, rituals, and measurable checkpoints. Create a pre-call sheet with (1) three curiosity questions, (2) a reminder to smile on entry, (3) stakeholder names and pronunciations, (4) a 90-second recap script for follow-ups. In your CRM, add fields for “buyer language used,” “stakeholder map,” and “adoption risk notes.” In weekly pipeline reviews, inspect not just stages but relationship signals: trust markers logged, name usage at key moments, and recap emails sent within 24 hours. Train using short, scenario-based drills (enterprise renewal, startup pilot, public-sector RFP). Mini-summary: Process it so it happens. Do now: Standardise a one-page “relationship checklist.” Final wrap Make the buyer—the human—the centre of the conversation. Start with interest, open with a smile, and use names with intent. Then systemise the behaviours so they happen every time. When products look similar, these micro-habits become the differentiator. About the author 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 ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 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.
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How to Build a Strong Relationship with Our Buyers
10/07/2025
How to Build a Strong Relationship with Our Buyers
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 and secure long-term loyalty. Why must salespeople change first, not the buyer? Expecting buyers to change their habits or behaviours sets us up for frustration. Buyers act in ways that make sense to them, even if inconvenient for us. The only real lever we have is our own behaviour. Even a small shift—like adjusting our approach by “three degrees”—can change the buyer’s counter-reaction. In Japan, where harmony and long-term trust are prized, this principle is especially powerful. A salesperson who shows flexibility and empathy stands out in contrast to competitors who push rigidly for their own preferences. Mini-Summary: Salespeople cannot force buyers to change; by adjusting their own behaviour, they influence the relationship and build trust. What role do Dale Carnegie’s Human Relations Principles play in buyer relationships? Carnegie’s Human Relations Principles are timeless tools for building cooperation. Three are particularly relevant for sales: Don’t criticise, condemn, or complain. Criticism rarely changes behaviour—it provokes defensiveness. Give honest, sincere appreciation. Genuine recognition strengthens bonds and motivates reciprocity. Arouse in the other person an eager want. Frame solutions around what the buyer personally values. These principles apply across industries, from manufacturing to finance. Japanese buyers, in particular, value respectful, non-confrontational communication that acknowledges their contributions. Mini-Summary: Carnegie’s Human Relations Principles—no criticism, sincere appreciation, and aligning with buyer wants—remain timeless tools for sales. Why does criticism damage buyer relationships? When salespeople criticise clients, they expect reasoned acceptance. Instead, they trigger defensiveness. Buyers justify their decisions, harden their positions, and often sour the relationship. Consider situations common in Japan: extended payment terms, last-minute order changes, or requests for multiple quotes as compliance. Criticising these behaviours damages trust. Instead, salespeople must work constructively within the constraints, showing professionalism while seeking long-term influence. Mini-Summary: Criticism never wins buyers—it hardens resistance. Professionalism and patience maintain the relationship, even under pressure. How does sincere appreciation change buyer behaviour? Most professionals receive little genuine recognition. Buyers, like colleagues, are often starved of appreciation. Yet false flattery is quickly detected, especially in Japan where sincerity is scrutinised. The key is to find something specific and genuine. For example: “Suzuki-san, thank you for sending the information so promptly—it helped me meet my deadline.” This kind of concrete, truthful appreciation motivates buyers to cooperate more readily in future. Mini-Summary: Specific, honest appreciation builds cooperation and strengthens relationships—especially in Japan, where false flattery backfires. Why must salespeople align with buyer wants, not their own? Buyers spend most of their time focused on their own priorities, not the salesperson’s. To gain cooperation, salespeople must align their proposals with what the buyer values personally, not just professionally. In Japan, this often means recognising not only company goals but also individual motivations—career advancement, personal reputation, or peace of mind. Framing solutions to satisfy these deeper wants increases buyer engagement and willingness to act. Mini-Summary: Sales success comes from aligning with buyer priorities—both corporate and personal—rather than pushing seller needs. How can salespeople apply these principles consistently? Building strong buyer relationships requires discipline. Salespeople should: Avoid negative talk about buyer policies. Express timely, specific appreciation for buyer cooperation. Frame every proposal around the buyer’s personal and organisational goals. Companies like Toyota and Hitachi succeed because their sales teams apply these principles systematically, not occasionally. Sales leaders must coach and reinforce this mindset, ensuring every client interaction strengthens trust. Mini-Summary: Consistency in applying human relations principles transforms sales teams from product pushers into trusted partners. Conclusion In 2025, with competition fiercer than ever, building strong buyer relationships remains the bedrock of sales success. We cannot expect clients to change for our convenience. Instead, by applying Dale Carnegie’s timeless principles—avoiding criticism, giving sincere appreciation, and aligning with buyer wants—we shift the relationship dynamic in our favour. Buyers in Japan reward this behaviour with trust, loyalty, and repeat business. About the Author 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
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Why You Need a Sales Cycle
09/24/2025
Why You Need a Sales Cycle
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 from first contact through to closing and after-sales follow-up. Each stage—credibility, questioning, solution, objections, and close—ensures that salespeople remain in control of the process. In Japan, where buyers are cautious and expect professionalism, having a clear cycle prevents missteps. It reassures clients that the salesperson is competent and methodical. Just as Toyota uses structured processes for manufacturing excellence, salespeople need a reliable process to achieve consistent results. Mini-Summary: The sales cycle provides a roadmap that keeps salespeople in control, especially in Japan where clients expect structure and professionalism. How should salespeople make a strong first impression? The first step is credibility. Buyers often meet salespeople through referrals, events, or cold calls, and they form impressions quickly. A refined credibility statement is essential: it should clearly communicate who you are, your expertise, and why you are reliable. At this stage, qualifying questions are also critical. They help determine whether the prospect is a genuine fit for your solution. Without qualification, time and resources are wasted. In Japan’s relationship-driven market, credibility and early alignment build the trust needed to advance the conversation. Mini-Summary: A polished credibility statement and targeted qualification questions establish trust and ensure you’re talking to the right buyer. Why is questioning compared to a doctor’s diagnosis? Just like doctors, salespeople must diagnose before prescribing. Asking questions reveals the buyer’s current situation, future goals, barriers to success, and personal motivations. These insights uncover not only organisational needs but also the executive’s personal stakes in the outcome. In Japan, where buyers may not volunteer information freely, structured questioning is vital. It demonstrates that the salesperson genuinely wants to understand before offering solutions. This approach aligns with consultative selling methods used by multinational firms, which outperform competitors relying on generic pitches. Mini-Summary: Diagnostic questioning uncovers both company needs and personal stakes, showing buyers you are serious about solving their problems. How do you present solutions effectively in Japan? Once needs are clear, the salesperson must outline the solution with detail and proof. This involves explaining features, translating them into benefits, and providing evidence of success in similar contexts. For example, showing how Fujitsu or Rakuten solved a comparable problem makes the solution credible. Importantly, salespeople should use trial closes to test understanding and identify concerns before the final ask. In Japan, this gentle approach respects hierarchy and allows buyers to raise issues without losing face. Mini-Summary: Effective solution presentations combine features, benefits, and proof, reinforced by trial closes to surface and resolve concerns early. How should objections be handled? If objections arise, it signals that either clarity or persuasion was lacking. The professional response is to address concerns respectfully, provide further evidence, and reframe value. In Japan, objections are often indirect, so listening carefully is essential. Global best practice suggests preparing objection-handling strategies in advance. Whether in consumer goods or B2B tech, salespeople who anticipate resistance show competence. Japanese clients in particular value patience and persistence in overcoming doubts. Mini-Summary: Objections reveal gaps in clarity or persuasion; handling them calmly and respectfully strengthens trust in Japan’s relationship-driven culture. How do you close the sale and secure loyalty? Closing should not be abrupt. Instead, salespeople can “paint a word picture” of success, helping the buyer imagine the benefits of the solution in action. Then, a soft closing technique invites agreement. After closing, follow-up is critical. Maintaining contact ensures satisfaction, resolves issues, and opens the door for referrals. In Japan, where reputation spreads through networks, happy clients become powerful advocates. The sales cycle does not end with the sale—it ends with loyalty. Mini-Summary: Successful closing combines gentle persuasion with strong follow-up, turning satisfied clients into long-term advocates and referral sources. Conclusion The sales cycle—credibility, questioning, solution, objections, and closing—is the roadmap that guides salespeople through every conversation. Without it, sales interactions risk becoming chaotic or buyer-led. In Japan, where professionalism, trust, and long-term relationships are paramount, mastering the cycle is non-negotiable. Salespeople who use it consistently not only close more deals but also create loyal clients who sustain their business for years to come. About the Author 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
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Japan Doesn’t Change in Sales
09/16/2025
Japan Doesn’t Change in Sales
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 have authority to sign a deal, Japanese firms typically rely on group approval. Aggressive closing techniques—“100 ways to overcome objections”—don’t resonate in a context where no single buyer holds final power. When a salesperson meets a Japanese executive, even the president, decisions are often delegated downward for due diligence. The result? What looks like a top-level entry point becomes just the beginning of a long bottom-up approval process. Mini-Summary: Western-style “hard closes” fail in Japan because decisions are made through collective consensus, not individual authority. Who really decides in Japanese sales negotiations? Salespeople often assume they’re negotiating with the decision-maker. In Japan, that’s rarely the case. The person in front of you is usually an influencer, not the final authority. They gather information and share it with unseen stakeholders—division heads, section chiefs, back-office teams—who never meet the salesperson directly. This creates the sensation of “fighting invisible ninjas.” You prepare to persuade one buyer, but in reality, you must equip your contact to persuade a network of hidden decision-makers. Mini-Summary: In Japan, sales success depends on influencing unseen stakeholders through the buyer’s internal champion. How do Japanese buyers expect salespeople to behave? Unlike Western buyers who are open to consultative approaches, Japanese buyers often expect a pitch. When salespeople arrive, they are typically asked to explain features and price. This isn’t necessarily because they don’t value needs analysis, but because decades of feature-focused selling have conditioned buyers to expect the “pitch-first” style. Even in 2021, many Japanese sales meetings begin with a features dump, not diagnostic questions. As one veteran trainer notes, Dale Carnegie’s 1939 sales model of asking questions before proposing solutions remains largely ignored in Japan today. Mini-Summary: Japanese buyers have been trained by decades of salespeople to expect a feature-and-price pitch, making consultative selling harder to implement. What problems arise from pitching before asking questions? Pitching before discovery creates major risks. If you don’t know the buyer’s actual needs, you can’t know which features matter most. Worse, buyers may dismiss your solution as irrelevant or commoditised. Globally, best practice is clear: ask questions, uncover pain points, align benefits, provide proof, then close. Yet in Japan, many salespeople still rush to pitch, skipping diagnostic discovery altogether. This keeps Japanese sales culture stuck in the “dark ages” compared to markets like the US or Europe, where consultative and challenger methods are standard. Mini-Summary: Pitching without discovery weakens sales effectiveness and prevents alignment with buyer needs, but remains common in Japan. How can sales teams in Japan modernise their approach? The roadmap is simple but powerful: Ask permission to ask questions. Diagnose needs thoroughly. Identify the best-fit solution. Present that solution clearly. Handle hesitations and objections. Ask for the order. This structure modernises Japanese sales while respecting cultural norms. It avoids “pushing” while still providing a disciplined process for uncovering and addressing client needs. Executives at global firms like Toyota, Sony, and Mitsubishi increasingly expect this approach, especially when dealing with multinational partners. Mini-Summary: A structured consultative process—diagnose, propose, resolve—aligns global best practice with Japanese cultural norms. What should leaders do to drive change in Japan’s sales culture? Leaders must train salespeople to abandon outdated pitching habits and embrace consultative questioning. This requires coaching, reinforcement, and role-modelling from the top. Japanese firms that continue with pitch-driven sales risk falling behind global competitors. By contrast, firms that shift to questioning-based sales processes build trust faster, uncover hidden opportunities, and shorten approval cycles. The future of sales in Japan depends on whether leaders push for transformation or let tradition slow them down. Mini-Summary: Leaders must drive the shift from pitch-first to consultative sales or risk being left behind in a globalising market. Conclusion Japan hasn’t embraced the sales revolutions of the West because its business culture is consensus-driven, pitch-conditioned, and tradition-bound. But the future demands change. The companies that modernise sales processes—by asking permission, diagnosing needs, and presenting tailored solutions—will outpace those stuck in pitch-first habits. Leaders have a choice: keep Japan’s sales culture in the past, or bring it decisively into the 21st century. About the Author 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
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Building Customer Loyalty
09/16/2025
Building Customer Loyalty
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 other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson’s mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson’s true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer’s belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer’s success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan’s competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. About the Author 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
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How to Own the Sales Transition Zone
09/02/2025
How to Own the Sales Transition Zone
Why mastering client conversations in Japan defines long-term sales success When salespeople meet new clients, the first few minutes set the tone for everything that follows. This “transition zone” between pleasantries and serious discussion is where trust is either built—or broken. Let’s explore how professionals in Japan and globally can own this crucial phase. Why is the sales transition zone so critical? The sales transition zone is the moment when the buyer and seller move from small talk into business. For the client, the first question is usually, “How much will this cost me?”. For the salesperson, the focus is on proving value beyond price. Unless this gap is bridged quickly, the conversation can collapse into a price war. In Japan, where relationship-building and long-term trust are prized, handling this transition with sensitivity is even more critical than in the US or Europe. Western executives may prefer blunt efficiency—“Let’s get straight to business”—but Japanese buyers expect context, respect, and subtlety. Mini-Summary: The transition zone is where price-driven client expectations collide with value-focused sales strategy. Mastering it determines whether the meeting builds trust or breaks down. How should salespeople frame the meeting agenda? After greetings, professionals should set a clear agenda that shows respect for the client’s time. For example: “I appreciate Suzuki-san introducing us. She felt there may be mutual benefit, so today I’d like to explore how our solutions may support your business. I also want to better understand your needs and see if there’s a fit. Are there other items you’d like to cover?” This framing balances structure with flexibility. It prevents the client from feeling “sold to” while subtly keeping control of the meeting. Across industries—from pharmaceuticals to IT services—Japanese clients respond positively when they feel their input is requested early. Mini-Summary: Outlining a flexible agenda signals professionalism and respect, while keeping the salesperson in control of the meeting flow. How can unique selling propositions (USPs) be introduced naturally? Clients don’t want a corporate brochure; they want proof of relevance. Introduce USPs in a conversational way: “We are global soft-skills training experts, here since 1963, specialising in sales training in Japan.” This single sentence embeds four powerful points: global scope, world best practice, 60 years of Japanese experience, and local market adaptation. Companies like Toyota, Rakuten, and Fujitsu look for vendors who demonstrate both international credibility and deep domestic roots. Mini-Summary: Well-crafted introductions should deliver layered USPs that combine global credibility, local experience, and proven relevance. How can salespeople prove credibility with results? Proof must be concrete, relevant, and measurable. For example: “Recently we trained a company in your industry. Salesperson confidence rose 40%, and revenues increased 18% within six months.” This approach works across sectors—manufacturing, finance, and consumer goods—because executives trust comparative results. But credibility evaporates if numbers are exaggerated. In Japan, where long-term relationships matter, any suspicion of dishonesty ends future business. Mini-Summary: Share specific, industry-relevant metrics to prove impact. Honesty is non-negotiable if you want repeat business in Japan. How do you smoothly shift to client questioning? Once credibility is established, invite permission to ask questions: “I don’t know if we could achieve the same results for you, but may I ask a few questions to better understand your situation?” This low-pressure approach keeps the salesperson in control while respecting the client’s space. It allows for uncovering challenges—talent gaps, process inefficiencies, competitive threats—without triggering defensiveness. Japanese executives particularly value humility paired with competence. Mini-Summary: The best transition uses respectful permission to shift into diagnostic questioning, creating trust and revealing real client needs. What if you discover you can’t help the client? Not every prospect is a fit. Forcing a solution damages reputation. Instead, tell the client: “This may not be the right match.” This honesty preserves brand integrity. In Japan’s tight-knit business networks, reputation compounds: one display of integrity can open doors elsewhere. Global comparisons support this: US firms often admire aggressiveness in sales, but in Japan, restraint builds credibility. Long-term success comes not from a single deal, but from a portfolio of reorders, referrals, and reputation. Mini-Summary: Walking away respectfully when there is no fit strengthens credibility and ensures long-term opportunities in Japan’s relationship-driven market. Conclusion Owning the sales transition zone means balancing confidence with humility, structure with flexibility, and proof with empathy. Salespeople who master this moment avoid premature price talk, build credibility through structured storytelling, and earn the right to ask deeper questions. Ultimately, success is not about one transaction but about sustaining long-term partnerships in Japan’s trust-based business culture. About the Author 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 also 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). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.
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Don’t Say “No” For The Client
08/26/2025
Don’t Say “No” For The Client
At the age of sixteen, I was wandering around the streets of a lower working class area in the suburbs of Brisbane, working my first job, trying to sell expensive Encyclopedia Britannica to the punters who lived there. Despite my callow youth, I had a tremendous gift as a salesman. I could tell by looking at the house from the outside whether they were interested or not in buying Encyclopedia Britannica and so could determine whether I should knock on their door or not. I was saying “no” for the client. Obviously, I had no clue what I was doing. The only training we received was to memorise, word for word, a twenty five minute pitch for the buyer, synchronised with showing the flash looking pages inside the encyclopedia. I am sure though there are many much older and wiser salespeople out there, still making that fundamental error I was making. Eventually, I discovered I didn’t have any x-ray vision gift. I was just an idiot. There will be plenty of opportunity for the buyer to say “no”, so we shouldn’t be joining in to support them on that quest. Even before the call, we will have anticipated some potential pushback and we are fully armed and ready to go when it emerges. I was reminded of this x-ray vision into the buyer problem recently. The top salesperson of an organisation I know, said “no” for the buyer. He was an intermediary for me with the client and didn’t like one of the conditions of the sale I was proposing. This was an important source of his commissions for him and they had been a big buyer over a number of years. He had them wrapped up in cotton wool and was extremely nervous about maintaining the relationship. I have learnt the hard way and so I don’t believe in saying “no” for the buyer, so I pushed it. I rejected his rejection and told him to put my request to the client. We got into an elongated email wrangle over this, but not only am I dim most of the time, I am also supremely stubborn, especially when it comes to sales. Stubborn and dim is a lethal combination. He didn’t like it at all, but he held his nose and put my proposition to the client. Guess what? They went for it. As we say in Japan, “even the monkeys fall from the trees” and even Mr. Number One sales guy can get it wrong. I refrained from mentioning that Japanese proverb of course or being a smarty pants and just thanked him for his cooperation. One common case of saying “no” for the client is when the prices are raised for the product or service. Salespeople invariably will start whinging to the boss, that the client will never agree to buy at that higher price. Effectively, they are saying “no” for the buyers. There are many ways to dilute the pain of raising the price. The terms of payment can be elongated. The guarantees and warranties can be expanded. The rise can be counterbalanced by discounts for volume purchases. The proposition can be ramped up on the value equation scale. Additional incentives can be packed together with the original offer to justify the price rise. Services can be thrown into the product purchase process to make it more palatable and vice versa. Interestingly, salespeople complaining about the price increase, spend zero time thinking about how to sell the value increase to the client. Price increases are one thing, but defending existing prices against discounting is another case of having to say “no” to the customer. In Japan, salespeople are very weak in front of the customer. The buyer here isn’t King but GOD and GOD doesn’t brook hearing “no” from salespeople. The constant complaint from our clients is that their firm’s salespeople identify too closely with the client and don’t defend the company’s policies well enough, including pricing. I had the same problem with one of my salespeople. He was happy to discount and take a lower commission, even though the firm made very little profit. He got his base salary and some commission, so he was happy. I wasn’t so happy. I get it - the logic is simple. The salesperson heavily invests in the relationship with the buyer and works hard to defend that relationship, even against their own employer. This sounds crazy, but they know the value of an existing customer, compared to the pain and effort to find a new buyer. This is where the value element has to be worked on more, so that salespeople can justify the existing pricing, without resorting to discounts to get the business. The basic sales skills of the team have to be improved, especially their communication skills. This don’t say “no” for the client arena, shows the real capabilities of the salesperson. Sadly, there is a major population decline underway here and salespeople are in increasingly short supply. The quality of the people we can hire isn’t going to improve, so our sales training mechanisms and our sales leadership mechanisms, become even more important than any time in the past. Are you ready for this and are your people ready to say “yes” for the buyer?
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Unlocking Value For Clients
08/19/2025
Unlocking Value For Clients
It is seriously sad to be dumb. Nothing annoys me more than when I finally realise something that was so obvious and yet I didn’t see what was there, right in front of my nose. We talk a lot about value creation in relation to pricing, trying to persuade clients that what we are selling is a sensible trade off between the value they seek and the revenue that we seek. We want the value we offer to be both perceived and acknowledged value by the buyer. Often however, we get into a rut in our sales mindset. We carve a neuron groove once in our brain and keep ploughing that same row. Outside stimulation is needed. I realised that fact when I recently did some formal online training. My previous companies had sent me to the Harvard, Stanford and Insead business schools in the past, which of course, were all amazing. However, when I was doing my recent studies, I recalled that it has been some time since I did something formal like that. During the coursework, I realised many things we could do around value provision, which we have not been doing or not doing sufficiently well enough. I am an avid reader, but I also found that the mantra of both “formal” and “informal” lifetime learning is a good one to follow. I found we have had a lot of assets lying around, which we have not fully utilised, hence the “I hate how dumb I am” statement. We need an omnichannel approach. Often, we may have videos hanging around, explaining the benefits and the details of a service or a product. Now the video has an audio track, which we can strip out of the video. This allows us to turn it into a different medium, allowing clients to access the information in that format. So many people are now processing information through audio, thanks to the recent proliferation of podcasts and audiobooks. Buyers are busy, busy and so many are multi-tasking while listening. Having audio alternatives may help to save them valuable time, compared to them having to sit down and watch our video. Depending on the content, the audio might also become a training tool for our own staff. Now if that video is sitting there on YouTube for free, then once people have watched it, suddenly, a whole world of YouTube’s other groovy offerings appears on your client’s screen. They are being tempted to look at our competitor’s videos. That is not a great result for us. We want to keep the client on our website for as long as possible. There are companies like Wistia, for example, which will host the videos for a monthly fee. These videos are no longer mashed into YouTube’s offerings, but sit independently, such that the client cannot stray into competitor territory. We want to build a moat to keep the client in our ecosystem, so that after watching the video on Wistia, they have to come back to us. Are you able to free your clients from the YouTube loop and make sure they escape your rival’s charms? The audio track can also be run through AI programmes like Descript, which will turn sound into text. Once the text emerges, we need to edit the content, because the AI is good, but it is not perfect. Once we have the corrected information in text, it can go into our newsletters, get it on to our website and we can send it out to clients. When we have text in English, we can translate it into Japanese and use that for clients. We can use this text information to supplement other information we are going to send to clients or include it in our after sales service programmes. Do you have any opportunities to create text, which didn’t exist as text before and find ways to employ this to add more value for clients? Often we have multiple solutions for clients, which we could bundle together. As salespeople though, we tend to be stuck in that Johnny One Note neuron groove and only sell clients one solution. An ideal bundle would be so attractive that the client would be willing to enter into a subscription format to pay something upfront for a whole year or each month or each quarter. The point is to get them to sign up for more than an episodic transaction that always has a formal completion date. We want repeat business and this subscription model is one way to weld the relationship between buyer and seller closer together. Once we become part of their ongoing business plans, it reduces the buying friction. Importantly, it also increases their internal friction to turn the buying process off. It is always easier to keep something going, than to start it in the first place. This builds a moat around our client, denying our rivals an option to steal our business. So, what could you bundle together to create a no-brainer, totally stupendous offer for the buyer? There might be some administration associated with using our type of product or service. The buying entity inside the client’s company is always time poor. Perhaps we can offer a system which supplies the service or product, but in such a way that we reduce the friction involved on their side. A famous example is the Kanban system at Toyota. It works well for Toyota as the buyer of the auto parts, as their warehousing costs are substantially reduced. The suppliers have revolutionised their logistics ability and can time their deliveries to fit in with Toyota’s production schedule. The suppliers are selling their products but also reducing Toyota’s friction. What can we do to sell our products and services and also reduce the friction in the buyer’s internal systems? When I finally got religion about maximising the assets we already have for increasing our value to clients, I was amazed at how much latent opportunity we had there all along. I was asking myself, “why has it taken me so long to work out this simple idea?”. I was just dumb but now I have wised up at long last. What items are available for you to recognise the latent value you possess and package them up as assets transformed into new forma
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Selling As A Team
08/12/2025
Selling As A Team
When we think of team selling, we imagine a room with the buyers on one side of the table and we are lined up on the other. There is another type of team selling and that is taking place before we get anywhere near the client. It might be working together as a Sales Mastermind panel to brainstorm potential clients to target or strategising campaigns or plotting the approach to adopt with a buyer. Salespeople earn their remuneration through a combination of base salary and commission or bonus in Japan. There are very few jobs here in sales, which are 100% commission, simply because salespeople don’t have to accept that model. There is always a demand here for salespeople and in fact the declining population is keeping a lot of dud salespeople afloat. Given there is not much 100% commission selling going on, there is also not so much salesperson competition going on with each other. There is competition, but the losers usually don’t get fired, as they might in some Western business environments. So the opportunity is there to collaborate more on approaches to the client and generating more business. What often happens though is, salespeople tend to operate from within their own little castles. They have their moat around their existing clients, which they serve and they spend their time trying to find new clients by themselves. They may have sales managers, but in these modern times, sales managers are expected to produce revenues as well. That means there isn't a lot of coaching going on. If we have one person looking at the client through the prism of their own experience, things get a bit thin quickly, if that person doesn’t have such a wealth of experience. It would be more logical to gather a team of salespeople together and look at the best approach for that client, rather than relying on the best efforts of a single person. But we don’t do this very often. This tends to be because of a territorial concept, where each salesperson has their clients and they should take care of them, without wasting anyone’s time, especially when they are getting paid a commission or a bonus, for the sale. This does make sense at one level, but we are missing out on the sum of the parts being able to exceed the whole here. This is often a culture issue within sales teams. If you run things with tight individual accountability, it is hard to get other salespeople to assist a colleague. As leaders we need to establish a framework for teamwork even in a commission based world of focused individual benefit. The money getting paid out doesn’t change, but the time becomes the sticking point. How do we get salespeople to spend time to help others be more successful? One way to do this it to treat a particular client as a project and pull in other salespeople to work on the best approach. Once the salesperson in question has spoken with the client, then we need to gather the Sales Mastermind together again and brainstorm what would be the ideal solution. This should be one of the tasks for the sales manager, but often they are swamped with their own clients and trying to keep the whole sales team coordinated and moving forward. Breaking out time for one-on-one discussions may simply not be happening and the salespeople are often left to their own devices. When we approach this on the project level, the time required becomes contained and less oppressive for the other salespeople. It is also a case of quid pro quo too, because it will be their turn to benefit next time, from having more heads than one tackling client problems and helping match the best solutions. This is where the sales manager can play a role in setting up the project teams and monitoring progress. It is good for the salespeople because one day they will become sales managers and will need to introduce similar systems into their own teams. Funnily enough, we often have the experience of learning a lot ourselves, when we are working on someone else’s problem. We can be too close to our own issues and be blind to aspects which could have an important bearing, but we cannot see the wood for the trees. Somehow looking at another’s problem brings clarity for us about our own contemplations. There are many benefits to using Sales Masterminds from within the team, working together for the best outcomes for the client. There is an education process going on both up and down the scale of experience, as we all come away from the process that little better educated in our craft.
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Four Client Focus Areas For Salespeople
08/05/2025
Four Client Focus Areas For Salespeople
was studying an online learning programme from Professor Scott Galloway, where he talked about Appealing To Human Instincts. His take was from the strategy angle, but I realised that this same framework would be useful for sales too. In sales we do our best to engage the client. We try to develop sophisticated questions to help us unearth the stated and unstated needs of the buyer. Professor Galloway's pedagogical construct can give us another perspective on buyer dynamics. The first Human Instinct nominated was the brain. This is our logos, our rational, logical, analytical mode. What are the unanswered questions and key internal conversations occupying the minds of our buyers. If we can meet the buyer in their thought process, then we are more likely to be able to understand their needs and then be in a position to meet those needs. We know that some buyers will be analytical types, for whom three decimal places is unremarkable when considering data. Often though salespeople are big picture. Macro types who shun this level of detail because they feel it is boring. They love the sale and abhor the paperwork which goes along with it. I had two insurance salesmen in my home trying to get me to buy various policies. What astounded me was they were middle aged, well experienced gentlemen and yet they couldn’t fill out the paperwork correctly, so we had to do it again. They loved the conversation with me but not the conversation with the fine print in the contract. The next instinct was the heart. Our emotions are there for all to see, if the right stimulation is provided. We laugh, cry, get angry, become determined and give up, based around our emotional configuration at any point in the day. Salespeople walk into a mine field of buyer emotions, with no way of knowing which particular configuration we have bumped into today. Our job is to gauge as quickly as possible where the buyer is emotionally and how they prefer to communicate at that moment. We know our tempers once frayed, tend to trigger a supreme impatience with everything. Woe be tied a salesperson who cannot “kuki wo yomu” or read the air, as we say in Japanese, to understand this client needs another visit on a better day for them. Instinct number three was the gut. This reminded me of Maslow’s hierarchy of needs where survival was at the bottom and became the prism through which information and ideas were judged. Company buyers are always bound firmly by risk reduction, budget stringencies, cash flow imperatives and fears for the future. Everyone loves a bargain except salespeople, especially those salespeople who have commissions attached to the sale price. Value is the only antidote for this price discount swamp fever infecting buyers. Babbling on about features won’t cut it. Yet amazingly this is the step where many salespeople check out. They never even attempt to consider scaling the summit. We had better migrate up the value scale and talk about the application of the benefits. We need to lock in the evidence where this has worked magnificently somewhere else, for this buyer to feel safe that there are precedents. The fourth instinct was sex appeal. Buyers want to attract attention to themselves as capable, highly promotable, sexy beasts attracting a lot of favourable accord. Our role is to make them look like heroes, legends, masters of the universe. They want to elevate their worth, status and value within the organisation. “Look at me, I am clever” they want to say. We become their instrument to promote that message by giving them our product or service, which becomes a game changer inside the client company. Salespeople have to be master jugglers, elevating many balls in the air at the same time. We need to see our buyers in a holistic manner, to fully appreciate the tack we need to take buyer by buyer, because they are all different. This takes a change in the sales mindset because most salespeople are focused on themselves, their commission, their Beemer upgrade and a thousand other things, which the buyer couldn’t care less about. So next time we sit down with a buyer, we need to make sure we are engaging all of their human instincts and appealing to them from many angles.
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How To Sell from The Stage
07/29/2025
How To Sell from The Stage
Group crowdsourcing has been around since cave dweller days. Gathering a crowd of prospects and getting them to buy your stuff is a standard method of making more sales or starting conversations which hopefully will lead to sales. Trade shows provide booths but also speaking events, if you pay more dough to attend. These days the event will most likely be online rather than in person, but the basics are common. “We all love to buy but we don’t want to be sold”, should be a mantra all salespeople embrace, especially with selling from the stage. The common approach at events is to provide a lot of information, generally the features of the product and then trot out the sales pitch at the end. As an audience, we brace ourselves because we see the switch from value to pitch coming. Mentally, we get our sceptic hat out and put it on ready for the sales blurb. When you think about it this is a pretty dumb approach. The giving value first idea is a good one, but why separate the value from the pitch at the end? Why not integrate the two together, so there is no audience bracing required? It all comes back to design. We have all grown up with the explanation, then pitch model, so we tend to just accept that is how it is done. This is even though on other occasions as audience members ourselves, we are experiencing that “brace yourself” mental switch. It is a bit strange isn’t it, so why not learn from our own experience and make a change for the better. The talk will be broken down into chapters. Chapter One is the opening. This is where we have to say something that snaps a distracted, sceptical audience member out of their social media induced coma and gets them to listen to us. We may share a really surprising piece of high value data or information. We might tell a gripping story that attracts the audience. We might ask a devilish question that completely consumes the attention of the audience. Next we start to move into some features of the solution we are proffering and critically, we must link these to the applied benefits. We do this by using examples of what other buyers have done with our solution so that the audience can draw a direct line between the purchase and the benefit. These claims have to be backed up with solid evidence or it comes across as salesperson hot air. At this point we need to ask a question which gets the audience thinking about their situation. It must be subtle, rather than bold outbursts like “You should have this shouldn’t you?”. Rather we can say, “can you see an area of your business where this widget would increase revenues or reduce costs?”. We then say nothing and let that question hang in the air, to allow the audience to focus on it and make a mental evaluation for themselves. We will keep repeating this formula in each chapter – feature, benefit, application of the benefit, evidence and then a subtle question. We can't keep repeating the exact same question every time, because that sounds ridiculous, so we need a stock of these. Others could be, “Thinking about some of your strategies for your business, can you see where having this widget would help advance the business for you?”, or “Even incremental advances are welcome, so can you see where you could gain a five, ten or fifteen percent improvement in results through applying this widget to your business?”, or “Business is super competitive today so stealing a march on your rivals is always a challenge. Can you see an avenue through using this widget which will differentiate you from your competitors in the minds of your buyers?”. By the time we get to the end of our presentation, we will have used a variety of questions which will resonate differently with each of our potential clients, because not all of their situations are identical. We need to use this insight when we are designing our questions, hoping at least one will hit the bullseye for a particular client. We finish off with inviting members of the audience to stay back and chat, if they found some solutions to their business issues from our talk. At no point could the audience members “brace for impact” from our sales pitch. We have eliminated resistance to what we are saying. We have also come across as a company who focuses on value for clients and are not a collection of rabid shysters, spivs, hucksters and dodgy carnival barkers. Even if they don’t buy from us today, our reputation will have been enhanced and they are more likely to look favourably on us in the future.
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"That Sounds Pricey"
07/22/2025
"That Sounds Pricey"
Japanese salespeople should love to hear “that sounds pricey” from buyers. Why? Because they know that this statement is the most common objection to arise in response to their sales presentation and they are completely ready for it. It is one of the simplest buyer pushback answers to deal with too. Well, simple that is, if you are trained in sales and know what you are doing. Untrained salespeople really make a big hot mess of this one. They want to argue the point about pricing with the buyer. Or they want to use their force of will to bully the buyer into buying. Or they want to use one of those American style aggressive response statements, to try and push the deal over the line. This is all nonsense. The only words emerging from our lips should be “Thank you. May I ask you why you say that?”. We could say something else like “compared to what?”, which is a pretty snappy rejoinder, but it is a bit too aggressive in this situation and doesn't really yield enough information about buyer thinking. We could simply drop the price to be “competitive”, but that is the mark of the weak, whining, unwashed, pathetic salesperson. We need to do better than that, unless that proffered discount is directly linked to certain purchase volume prerequisites. When we first hear “that sounds pricey” we may feel some pressure to justify our numbers. That is totally the wrong way of thinking. That number of ours is there for a reason. There is a justification for that number, based on the value it provides. There are plenty of clients willing and happy to pay that number for the goods or services they receive in exchange. When we sweetly ask why they say that, we now have moved the pressure for justification back to the buyer. This is called “tossing back the porcupine”. The comment “pricey” is like a spiky porcupine being thrown to us and it is tricky to handle, without incurring lots of pain. We ask “why” thus shooting the porcupine back to the buyer and we can sit there cool calm and collected and listen to what they have to say. This is important because we need to use our highest level of empathetic listening to comprehend what they are saying, in order to understand what is really on their mind. Our object in sales is to meet the buyer in the conversation they are having in their own mind. That will be a compilation of their current situation, their experiences to date, their personal situation and a million other factors which we will never be privy to. Asking them that “why” question gives us the chance to tune in to what is important for them and to alert us to factor in things which we hadn’t considered before. I was given that price pushback for some training I was proposing to the HR team at a Japanese company. I asked them the “why” question and then just sat there stone cold silent. They did not reply immediately. It was one of those long uncomfortable silences for foreigners. Fortunately, I have learned to become comfortable with silence in Japan. After what seemed an absolute age, they explained that they are given a quarterly budget for training and my number was over that quarterly limit. Did I rail against the inequity of having such dopey quarterly budgets or rage that they should change their entire budgeting system and get that accounting department better geared up to suit my preferred pricing? No. I sweetly asked, “If we could spread the payment across two quarters, would that be of any help?” and again I shut up and didn’t say one more word. They looked at each other and I saw a light get switched on inside their heads and they said that would work. So, it wasn’t too pricey after all. It was too much price for that arbitrary temporal unit called a quarter of the year. After the buyer tells us all the good reasons why our price is too high, we need to be packing heavy with our value justification for the number we have just quoted. This is why salespeople need to be well prepared and practice for this “that sounds pricey” pushback. Trying to wing it and produce some intellectual and articulation magic on the spot is possible. Unlikely though, especially when your brain is frozen with fear getting that infamous pushback. Recently a multinational client wanted presentation training in Japan, after having conducted training in APAC with another provider who was based out of Hong Kong. They were unable to deliver in Japan so the client contacted us. I gave them my proposal and they told me my number was “pricey”. When I sweetly asked “why”, they not so sweetly told me that the other vendor did the exact same training for a price significantly at a discount to what I was proposing. They said that I should match this other provider, whom I had never heard of. I checked them out. They didn’t have a 109 year history of teaching presentation skills, a track record of 58 years in Japan, teach 90% of the Fortune 500 companies, have 200 branches in over 100 countries, teach in 35 languages, have ISO 9001 certification, require their trainers to undergo 250 hours of train-the-trainer instruction for their first license, have a trainer who had personally delivered 545 public speeches, appear in the Training Industry Top 20 training companies and on and on it went. You get the idea. In the end, I suggested we do a demo session with the key decision makers, so that they could comfortably recommend us to their executives, at the price I required. The demo blew them away, because now they could directly compare us with the other vendor. We did the training and achieved a 9.3/10 Net Promoter Score and a Voice Of Customer score of 92.8/100, which are very high scores, thoroughly justifying the investment. Yes, I am bragging, but the point is we have numbers we can quote back to clients in order to brag. We do the satisfaction surveys for our professional work, so we can justify the value of our training, at the price point we nominate. When professional salespeople hear “that sounds pricey” they remain extremely calm, because they know what to say and how to justify their pricing. How about your sales team? Are they like deers in the headlights when they get pushback or are they legends of value explanation to buyers?
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The Craziness Of Sales In Japan
07/15/2025
The Craziness Of Sales In Japan
Japan’s image as a sophisticated country with a solid, unique traditional culture is well placed. For example, every year around 130,000 Shinkansen bullet trains run between Tokyo and Osaka, bolting through the countryside at speeds of up to 285 kilometers an hour and boast an average arrival delay of 24 seconds. Think about that average, sustained over a whole year! Such amazing efficiency here is combined with basically no guns, no drugs, no litter, no graffiti, very little crime and the people are so polite and considerate. If you step on their foot in the crowded subway cars, they apologise to you for getting their foot in the wrong place. If you drop your wallet there is a close to 100% chance of you getting it back, intact. Considering all of the above and with the biggest concentration of Michelin three star restaurants in the world, no wonder Tokyo is the best city in the world to live in. Once Covid is contained, put Japan on your bucket list folks, you won’t regret it. Yet sales professionalism is still so far behind, by Western standards. I am going to make incredibly broad, general statements here, but actually they are true for most salespeople in Japan. How do I know this? We have been teaching sales training here since 1963 and these are the things companies consistently ask us to fix. Let’s highlight a few things which may surprise you about sales in Japan. Asking for the order is avoided. Saying “no” is culturally taboo, so the best way to avoid having to say it or to hear it, is to save everyone’s face and leave the outcome deliberately vague. There are shelves of books in English on how to close the sale, many are in translation, but not a great take up here as yet. When the seller meets any resistance from the buyer, the first reflex is to drop the price by 20%. Western sales managers would be apoplectic if this was the default objection handling mechanism. Here defending your price, through explaining the value, is thrown overboard and simple price point reductions are the preferred lever. Objection handling skills are weak, because the seller sees the buyer not as a King but as a God. The seller’s job is to do everything God wants. The salespeople are predominantly on base salary and bonus remuneration arrangements, so not much commission sales “fire in the belly” going on here. Salespeople love the spec, the data, the detail and are not so keen on the application of the benefits. How do we know this? I am a buyer here too and in they come bearing their catalogue, flyer or their slide deck to take me through all the details. Surprisingly, they never rise above the spec waterline to talk about value or benefits or how to apply the benefits. It is the same in our sales classes and we see this phenomenon in the role play sequences. Salespeople struggle to think about what the spec represents in terms of the benefits to the buyer. This opens up the can of worms about understanding buyer needs. By any definition, getting straight into the detail of the product or service, without asking the buyer any questions, is insanity. Yet this is normal here. So much for all that slick American consultative sales jive. We are back to the God problem. The seller must not brook God’s displeasure by rude behaviour, such as asking questions about what are their firm’s problems. Ergo, the buyer completely controls the sale’s conversation. They demand the pitch be made straight up, so that they can lacerate it, to make sure all the risk has been cut out. Buyers are incredibly risk averse in Japan. This a zero default, no errors, no mistakes business culture. This is great as a consumer of course. However, the seller is not considered a partner here, more of a slave to the buyer’s every whim and demand. So the Japan business sales process is pretty “refined”. There are only three steps. The salesperson opens with their pitch, then we move immediately to client objections. Next, the buyer will get back to you, but probably not. How does any business get done here? Please see the next section! Sellers really prefer to concentrate on existing clients, rather than running around trying to find new clients. They rely on the firm brand to do all the prospecting work, rather than their skill as a professional in sales. Hunters are a rare breed of salesperson in Japan, as everyone prefers being a farmer. This is probably true of everywhere, because obviously it is much easier to keep the business going, than to start a new piece of business. Japanese salespeople just take it to new heights of speciality. Salespeople never think to ask permission of the buyer to ask questions. Such a simple thing, but so hard to break out of your own cultural context to actually execute. Once we teach them how easy it is, the scales literally fall from their eyes and they become true believers in asking questions, before introducing anything about the detail of their solution line up. The first foreigners who lived in Japan in the late 19th Century often described Japan as a “topsy turvey” world, because so many things were opposite to what they were used to back in Europe and America. The differences are what makes it so fascinating and why I have been here for 36 years and am never leaving. These differences are also a big business opportunity too, as many companies have found, including ourselves. See you over here after Covid!
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We Need More Formality On Line When Selling To Japanese Buyers
07/08/2025
We Need More Formality On Line When Selling To Japanese Buyers
Selling to a buyer in-person and selling to the same Japanese buyer online are worlds apart. Yet how many salespeople are succeeding in making the transition? Are your clients seeking virtual sales training? Not enough. COVID has revealed a lot of salespeople weaknesses. which were hidden in the face-to-face sales call world. Wishing things get better is a plan, but not a very good plan because things don't appear like they are going to get better for quite some time. There is also the fact that a lot of companies are not going to have staff in the office every day anymore. So selling online, isn't going to disappear as a part of our reality. Our skills have to include this piece of the puzzle, whether we like it or not. What do we need to do? Here are some ideas to apply with your sales team and get them better able to get the deals COVID or otherwise. First impressions whether at the office venue or online are critical. Posture sounds like an unlikely choice for something to focus on, but think about the body language clues we pick up from people according to the way they hold themselves. Online, we need to be quite formal sitting up ram rod straight, or if we are standing, than standing tall. Our posture needs to convey confidence, competence, trust, and reliability. Sit forward, Roman style toward the edge of the seat online just as you would do in a face-to-face meeting. Get the camera lens up to eye height and frame yourself on screen so that your upper half of your body is visible. This becomes important when we want to use our gestures. Many people I see in online meetings never use their gestures when explaining things. Gestures work online too, but you have to make some adjustment. The corridor between your chest and your ear height is where to use gestures, because that way they will be easily seen. Also don't wave your hands around. These fake backgrounds can't take that type of movement. So it means we need to maintain our gestures longer than usual and move our hands very slowly. You wouldn't slouch in the chair in front of a buyer. And you would look them in the eye when you talk to them. Looking at their faces on screen looks like you are looking down on them when you're talking and that cannot help build a good relationship. Instead, look straight at the lens and try to engage the buyer. We need to make greater use of our voice and lift the energy up at least 20% louder and stronger than usual to compensate for the power loss, which the camera extracts. We need to hit key words and phrases much stronger in order to give them emphasis. We also need to slow our speaking speed down because the audio on these video platforms is universally poor. Pauses become more important to allow what we have said be captured, processed, and understood. We should eliminate ums and ahs because we've rehearsed our sales call online before we make it. We want to sound assured, confident and convinced about what we are saying. Any vocal hesitations defeat that effect so we have to get rid of these verbal ticks. We need to lead off with our credibility statement. This is a brief highlight of our USP or unique selling proposition. We should be using the screen share function to show any visuals supporting what we are saying. For example, one of our USP is longevity, having stood the test of time. For that purpose, we show the New York skyline as it looked in 1912, when the company was founded and the Tokyo skyline in 1963, when we opened in Japan. This visually is much more powerful than just saying we started in 1912 and 1963. Next, we should put up a draft agenda for the call using the screen share function. In this agenda we specify why speaking with us is a good idea. We nominate that we are going to discuss their current situation and their desired future situation, as well as barriers, challenging them from reaching their targets. We ask them if they would like to add any points to the agenda so that they feel ownership of the plan for the call. If they have any additions, then we just type them straight into the document and put it all back up on screen. As we work our way through the detail, it is important to check for understanding. One of the bad elements of online meetings is that buyers multitask while we are talking. In person, they can't do it. But online is the new wild west and there are few rules. This means we have to be insistent that they turn on their camera even though this may uncover some pushback or reluctance. We need to set this up. We both appreciate that mutual trust is very important in business. So let's both turn our cameras on today while we have this meeting. If they won't even turn their camera on, you have to ask yourself if this is really a prospect you should be spending any time. After the meeting, we need to send a lot of data they can look at on their own time. Japan is the data vortex of the universe. And the basic rule is you can never give Japanese buyers too much information. If I asked for a quotation or a proposal, then we should make an appointment right there and then for the next meeting for you to take them through it. Never send the document ahead of the meeting. Arrange the next meeting and then use the screen share function to take them through it. Send the actual document after the meeting. This way you can control their understanding of the content and justify that big number on the last page, because you can explain the value it represents.
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I Like It, It Sounds Really Good, But I Am Not Going To Buy It
07/01/2025
I Like It, It Sounds Really Good, But I Am Not Going To Buy It
You manage to get the appointment, which at the moment is seriously job well done. Trying to get hold of clients, when everyone is working from home is currently a character building exercise. You ask permission to ask questions. Well done! You are now in the top 1% pf salespeople in Japan. You do ask your questions and quickly realise you have just what they need. Bingo! We are going to do a deal here today, so you are getting pumped. But you don’t do a deal, in fact you leave with nothing but your deflated ego and damaged confidence. The finish line was right there in front of you and you fell down short. Why? This is one of the most frustrating things in sales. You do all of the right things or so you think and then you don’t get the deal. You start analysing what went wrong. Let me save you some time on that one. You didn’t ask your questions in the right way. Finding out things like: what they want, where they are now and where they want to be, are all brilliant questions. They won’t do the deal though, because you have missed one vital step. That step is to ask the question about where they want to be, and ask it in a specific way. We can say, “so you have mentioned to me the current state of play in the business, can you now please allow me to understand where you want the business to be going forward?”. Good try, but no cigar. That question needs an addendum. We need to ask it this way, “so you have mentioned to me the current state of play in the business, can you now please allow me to understand where you want the business to be going forward and what are the implications, if you don’t get there fast enough?”. This is a clever phrasing of the question, because it is no longer about whether they can get there or not, but can they get there fast enough. Often, the buyer is sitting there listening to us, but thinking to themselves, “that is all very true and we will work on all of that – BY OURSELVES”. That may be the case, but the world has not stopped, so that they can get their act together at their pace, when they are ready, in the fullness of time. No, they have competitors and are engaged in a life and death struggle for survival and in that fierce contest, speed to market is a big factor. This is where we come in. The question is a good one because it challenges their ability to get it done themselves internally and done fast enough. They have to allocate scarce resources to this project and they are already quite busy with what is on their plate now. We can provide that high level of expertise immediately and make a big difference. The best plan in the world never executed is no help. Procrastination affects people and institutions. Getting stuff done inside companies can be excruciatingly slow. So many meetings required, so may sign offs, so much paperwork and bureaucracy to wade through. Having a problem and doing anything about it are different things. As the salesperson, the first thing we learn is that the client is never on our timetable. You need that deal now but they don’t feel any sense of urgency. We have to make sure that sense of the size of the gap between where they are now and where they need to be is enormous. So vast that they just won’t be able to do it by themselves. Also, we have to create that sense of urgency that the cost of doing nothing is not zero. We have to paint the picture of the opportunity cost of being too slow to get going and how their competitors are active and moving forward, while they are lagging behind. If we don’t do this well they will imagine they can do it by themselves at their leisure. The person we are talking to is thinking they can be a hero to their boss by fixing the problem with no need to hire external solution providers. We could say to them, “By applying our solution now, you will speed up the opportunity to gain increased revenues. These additional revenues will not only pay for our solution very quickly but will build a war chest for you to be more agile in taking on your competitors”. That won’t work. Why? Because it is a statement from a salesperson, trying to sell something. Instead, we need to extinguish that false hope of doing it themselves at their leisure, by pointing out through asking well constructed questions, the folly of that approach. For example, “If by applying our solution now, would it be beneficial to you to speed up the opportunity to gain increased revenues?”. After they say, “yes”, we continue. “If these additional revenues allowed you to not only pay for our solution very quickly, but also build a war chest for you to be more agile in taking on your competitors, would that assist your business?”. We need to be sensitive to the client becoming our competitor for the needed solutions. We can most easily attack that false flag by raising the issue of speed. Few companies can move as quickly as they need to and our agility becomes our competitive advantage, as a solution provider.
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Bringing More Marketing Into Sales Calls
06/24/2025
Bringing More Marketing Into Sales Calls
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?
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Nemawashi Is Gold When Selling In Japan
06/17/2025
Nemawashi Is Gold When Selling In Japan
I hear some people say translating terms like “nemawashi” into English is difficult. Really? I always thought it was one of the easier ones. Let's just call it “groundwork”. In fact, that is a very accurate description ,from a number of different angles. Japanese gardeners are superstars. There is limited flat space in this country, so over centuries gardeners have worked out you need to move the trees you want, to where you want them. They prefer this approach to just waiting thirty years for them to turn out the preferred way. It is not unusual today to see a huge tree on the back of a big truck ,being moved from one location to another and presto instant garden. The roots of that massive tree will be wrapped up in cloth to protect them. That wrapping process is called “nemawashi”. In business, it means being well prepared for the business meeting – doing the ground work beforehand. In a Western context being well prepared for the meeting will mean assembling all the data and analysis in order to make an impassioned plea for your idea or suggestion, to be accepted by the big bosses. We all get to the meeting, listen to the different approaches and we make a decision in that meeting. What could be more time efficient and logical? They never do it that way in Japan. Concepts of time efficiency differ for a start and throwing massive amounts of overtime at a problem is not problem in Japan. The meeting is also a ceremony, because the decision has already been arrived at beforehand and the gathering is just to formalise the outcome. This happens in the West too. Whenever you see global leaders delivering their joint statements or signing agreements, they didn’t arrive at the wording during the meeting. That was all worked out by their minions beforehand, over many hours of debate, negotiation and discussion. The TV cameras just capture the big guys and gals inking the document, after all the “groundwork” has been completed. I was talking with a Western businessman recently and he was relating how hard it was to get the team behind his ideas. The issue was, he was trying to get it all agreed to, at the key meeting and hadn’t invested the time to do the groundwork. What he needed to do was go to see all the key people, the influencers, the stakeholders with a vested interest and explain the idea. Get their input and agreement and then rinse and repeat with the rest of them. By the time the meeting happens, everyone will recognise parts of their preferences and ideas in the submission. Agreement flows easily in these cases. In sales, we will probably not have direct access to all of the decision makers, influencers and stakeholders. Our primary contact has to become our champion for sheparding the agreement through the internal nemawashi process. Asking them directly who are these hidden decision makers is insulting. It says, you are a nobody, but I still need your help. We need to be more considerate of their “face” and ask in a way that enhances their face. Once we have established the trust, have uncovered their needs, shown we can help and have dealt with any hesitations they may have, we are ready to marshal our forces for the final push through to a “yes” to the sale. We explain, we understand that many people will be interested to know about this change in the delivery of product or services. We also know that they will be tasked to explain it to others who cannot join our meetings. We ask how can we help them? This is a rhetorical question because we want to get into the detail of who are the players. So we go straight into asking who do they think would have the most concern about the change and why they would be concerned? We keep repeating this process until we have fleshed out the people who will have the most interest in saying “no”. The next stage is to arm our champion with the tools to deal with the pushback. We try to understand the concerns and then arrive at creative ways of overcoming those concerns. This is what we mean by nemawashi or ground work. Is it time consuming – yes! Do we have to invest the extra time – yes! There is an internal logic to the way decisions are made in Japan. There is no point railing about how the Japanese business decision making process should be Westernised, so it is more familiar for us. That is never going to happen, so we need to be better and more flexible to understand the system and then become a master of influence within it. We need to become the nemawashi maestro!
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The Three Barbers Of Minato
06/10/2025
The Three Barbers Of Minato
Minato-ku or the “Port Area” is a central part of Tokyo, which used to be harbourside for goods being delivered to the capital in ancient times. My three barbers’ stories are tales of customer service opportunities gone astray, in a country where customer service is the envy of the rest of the world. Each story brings forth a reflection on our own customer service and how we treat our buyers. My apologies to Gioachino Rossini for lifting the title idea for this piece from his famous opera. Barber Number One worked in a men’s barber shop in the Azabu Juban shopping street which I frequented (and took my son too), for fifteen years. During that time a number of different barbers there took care of my hair as they came and went. One day, while trimming the hair on the back of my neck, the electric razor must have had a fault, because he cut my skin where he had been shaving my neck. My wife, being a typical demanding Japanese consumer, was appalled by this poor customer service and went there to complain about how they were treating her husband. Me being a laid back Aussie, I didn’t raise a fuss myself, but that didn’t stop my missus from wading in. The youngish barber decided to argue the point with my wife and wasn’t immediately forthcoming with a satisfactory apology. My wife showed the offending damage on the photos on her phone and wasn’t backing off. One of the more senior barbers intervened and made the apology on behalf of the shop. Did that satisfy her? Not in the least. Why? Because she didn’t feel it was a sincere apology. She told me I should never attend that establishment again. The lifetime value of a regular customer is high, especially in a crowded market. There was a management issue there because the service culture wasn’t correct. The interesting thing I understood was that barbers are hard to recruit these days, because not so many people want to join the trade. They felt they could afford to lose me as a regular over fifteen years or more but they couldn’t afford to lose the barber. The point though is where do you draw the line around the culture of your service? What are you saying is acceptable behaviour to the other staff? When things go wrong, this is when the real culture of your organisation is revealed. Barber Number Two belonged to a well known chain of successful barber shops and was introduced by my wife as an appropriate alternative to the previous bloodthirsty razor wielding maniac she disapproved of. I wasn’t all that keen on this Roppongi establishment, once Covid-19 hit, because it was a rather confined space. In the centre of Tokyo, a lot of companies are using what were once apartments as business premises, so the layout and size can be quite small. Having trained this young guy on how I like my hair done, I persevered, Covid or otherwise. I called to make an appointment only to be told he had been transferred to one of their shops on the outskirts of Tokyo. Staff movements happen, but how we handle them is another matter. Did my barber call me and introduce his successor? No. How expensive would that have been? Again, no one was thinking about the lifetime value of the customer here. I had invested in educating him about what I liked and so I would not switch easily unless I had to. This is another management failure, where handovers are not being properly choreographed. Customer continuity has a distinct value to it. Barber Number Three is my new barber and belongs to a shop which has been continuously operating on that same spot for the last 203 years, again in the Azabu Juban area. It must be the oldest barber shop in Japan and probably the world. The young guy cutting my hair showed me to the chair and started asking me about how I liked my hair done. Red flag there. He didn’t introduce himself to me, and I had to ask him for his name. Why would that be the case? I asked him about the history of the shop and it was clear he didn’t know much beyond it was 203 years old. He didn't know if they had famous people over that time as customers. I asked him how they traditionally cut hair in Japan, before western scissors arrived in the Meiji era – he had no idea. So, this was really just the same as any other barber shop, because the management has not educated their staff about the heritage value of their offer. I was a new client, so here was the chance to make me a permanent client. In a sea of so many competing establishments, I thought what a waste of an opportunity to differentiate themselves, beyond just having a sign in the window, that says they are over 200 years old. There was no narrative around that fact, no great stories attached to it, no buzz, no particular vibe. The common theme across these stories is how to differentiate your service in highly competitive industries. There were also poor levels of understanding about the lifetime value of a customer on the part of the staff. These were leadership issues and the solutions were basically cost free and simple, yet they couldn’t pull it off. So, let’s take another cold hard look at our staff’s service provision and particularly at the service culture we have created. Are we all doing what we are supposed to be doing? Do the staff understand these concepts or are they just doing their daily job? We often presume our people know these things, but perhaps we need to remind them more often.
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Create Reference Points For Clients
06/03/2025
Create Reference Points For Clients
There is no doubt that the pandemic has made it very fraught to find new clients in Japan. The new variants of the virus are much more contagious and have already overwhelmed the hospital infrastructure in Osaka, in just weeks of the numbers taking off. Vaccines are slow to roll out and so extension after extension of lockdowns and basic fear on both sides, makes popping around for chat with the client unlikely. We forget how much we give up in terms of reading and expressing nuanced ideas through not having access to body language. Yes, we can see each other on screen, but it just isn’t the same. In this situation, which looks to be scheduled to last until early 2022, we have to work on new skills. We know about storytelling, word pictures and refined word selection for better communication. Knowing about it and doing it though, are ridiculously different. I know, because we teach this stuff. I can explain the formulas and the methodologies and the class participants get it, but doing it is often a struggle. Obviously practice with strong coaching is the cure. We will be beginning our conversation with a client online and this could be a new client or more likely, a new person down at the client’s company, as every April the wheel of fortune is spun and the HR department nominates who goes where. The explanation of who we are and what we do and why you should deal with me (and by extension my firm) is a critical juncture. Jumping straight into the product catalogue tour is dumb. This made little sense when we were sitting knee to knee, but makes absolutely no sense when we are screens apart. Instead, we need to get their permission to ask cogent questions, which will ultimately unveil needs. There is a simple formula for doing this, so there is no excuse why every salesperson should not be doing this. Firstly we need to explain who we are and what we do. This is a great opportunity to build your firm’s credibility with the client. We shouldn’t forget to weave our history into the narrative and make it personal. This is not a history lesson on the company but a base on which to build trust and we have to make sure we are represented in this part of the storytelling. For example, “We are global soft skills training experts and Dale Carnegie launched the company in New York in 1912. The fact that ninety percent of the Fortune 500 companies use us, shows that the most discerning firms recognise the value we bring. We have stood the harsh test of time globally and in Japan too, since we established operations here in 1963. We are way beyond all of that ‘it is American so it won’t work in Japan’ stuff, as we have localised the content and 80% of our delivery in in Japanese. I have been with the firm for the last eleven years and have seen the impact our training has across all industries”. In this forty second burst we have packed the content to the gunnels with credibility statements and emotive words. This initial reference point tells the buyer we are a safe option. “Nobody got fired for choosing Dale Carnegie Training” type of idea. Next, we tell a story about a client. They had a certain issue, preferably one we think might be shared by this client and we explain the solution applied and the result achieved in a very micro and brief manner. We emphasise the pain this problem was causing for a particular decisionmaker inside the company, someone in a similar position or role to our interlocutor. We briefly explain what we did and then we dwell on the perceived value of the solution formed from the client’s point of view. We should bring back pieces of their dialogue with us, to fully express their happiness that the problem was fixed, so that the buyer we are in front of on screen, will have confidence in our suggestions. This is a reference point for the client that we can help them. Finally, we say, “Maybe we could do the same for you. I am not sure, but in order to find out, may I ask a few questions”. And then we say nothing. Wait until they speak – don’t add, or clarify, just sit there in total silence until they give an answer. Once we have their permission, then we can dig in and see if we have a solution for their problem. This is a reference point that says the buyer is now willing to share a lot of confidential information with us. If we don’t get a match between what we do and what they need, then no slamming of the square peg into the round hole – we get off that call and we hold another potential business discussion with another buyer. The pandemic has made the whole art and science of selling more complex, but there are some fundamental basics we have to get right or nothing will go our way. Business is hard to find at the moment, but never find bad business – the money won’t be worth the trouble and you only tarnish your personal and professional brands. There are plenty of clients who have problems we can help them with, so we need to be concentrating our efforts right there.
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Do You Have Enough Grey Hairs In The Sales Team?
05/27/2025
Do You Have Enough Grey Hairs In The Sales Team?
Japan is a very hierarchical society. I am getting older, so I appreciate the respect for age and stage we can enjoy here. Back in my native Australia, older people are thought of having little of value to say or contribute. It is a youth culture Downunder and only the young have worth. “You old so and so, you don’t know anything” is reflective of the mood and thinking. As a training company in Japan, we have to be mindful of who we put in front of a class and in front of clients. If the participants are mainly male and older, then it is difficult to have a young female trainer or salesperson allocated to that company. That young woman is going to be talented and effective as a trainer because our trainer development system is so demanding. She is also going to be highly skilled in sales, because we teach sales. It doesn’t matter. The HR people or the line manager complains, because the class members don’t feel young people have anything to teach them or are qualified to sell them anything. I was reminded of this recently when trying to allocate trainers and salespeople for certain companies. We have a lot of internal trainers and salespeople who are under 35 and a few who are over 45 and so there is an imbalance. One of my senior guys has suddenly quit. He was performing both functions, so it is a double loss. As our older team members age, they have seen their kids leave the home and then have their aged parents to worry about. The life of a small business owner is always like this. There is never an equilibrium or a period of extended stability with staffing. Just when you think you have it working like a smoothly oiled machine, in goes a wrench and the whole thing comes to a shuddering halt. The transfer of responsibilities for clients between staff is not that easy. It goes both directions too. We have staff who build strong personal relationships with counterparties and then their interlocutor is moved to another function and a replacement appears. Often, this can mean the end of the relationship with that firm, as the new broom have their preferred suppliers and you are not one of them. You also imagine that within the client big firms there is a seamless transfer between their staff for that part of the business. Not so. I was dealing with a big multi-national and to my amazement the new person had absolutely no knowledge of what we had been doing for them in terms of training. Obviously there was no hand over of the tasks and things have been going less smoothly as a result. Normally in Japan, we try to recruit younger people, however we have to also be flexible and look to hire older staff, the venerable grey hairs who can gain the respect of the clients. Trying to maintain the right balance between the generations is not that easy. Also, anytime we have to replace someone as a salesperson, then we can draw a big red line diagonally across each month of the calendar for the next 18 months. They will not be particularly productive for that period of time. Learning the business, really understanding the products and our methodology takes a lot of time. They also have to build their own client base and that doesn’t happen in a hurry. It takes about the same period of time to see someone make their way through the Dale Carnegie labyrinth of trainer certification. It is an arduous, challenging process and not everyone is suited to become a trainer. The skills for selling and training have similarities but there is also that X Factor of personality needed to become accepted by clients. The infamous and elusive Plan B needs to be dusted off and then we can move into action. The problem is we don’t spend any time thinking about negative circumstances that require a Plan B. Also, the mix of possibilities across the range of staff is so complex, how can you effectively anticipate what happens next. Nevertheless, I quickly realised I need multiple Plan Bs ready to go, in case of changes in the team complexion. I usually spend a minus amount of time thinking about those myriad possibilities, because I am too busy doing other things in the business. I will need to do better in this regard and have an update process scheduled throughout the year, rather than leaving it to surprise announcements of staff departure, to stir me to action. How about your case? How are your multiple Plan B development scenarios going?
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