『The Sales Japan Series』のカバーアート

The Sales Japan Series

The Sales Japan Series

著者： Dale Carnegie Japan
無料で聴く

The vast majority of salespeople are just pitching the features of their solutions and doing it the hard way. They are throwing mud up against the wall and hoping it will stick. Hope by the way is not much of a strategy. They do it this way because they are untrained. Even if their company won't invest in training for them, this podcast provides hundreds of episodes with information, insights and techniques all based on solid real world experience selling in Japan. Trying to work it out by yourself is possible but why take the slow and difficult route to sales success? Tap into the structure, methodologies, tips and techniques needed to be successful in sales in Japan. In addition to the podcast the best selling book Japan Sales Mastery and its Japanese translation Za Eigyo are also available as well.Copyright 2022 マネジメント マネジメント・リーダーシップ 経済学
エピソード
  • Don't Argue With The Client

    Don't Argue With The Client
    2026/10/20
    The client is always right. No, they aren't. Buyers can have incomplete information, unrealistic expectations and ideas that will not solve their problems. Yet proving a client wrong by starting an argument is a terrible sales strategy. The real skill is to challenge their thinking without destroying the relationship, the deal or our reputation. Is the client always right in B2B sales? No. Clients understand their own priorities, but they do not necessarily know everything about the supplier's solutions, the wider market or the consequences of their proposed approach. We work across multiple buyers, industries and situations. That gives us a perspective individual clients may lack. We know the strengths and limitations of our own offerings, and we can often see approaches that have already succeeded or failed elsewhere. Meanwhile, a buyer may be dealing with incomplete information or internal company politics. None of that stops them expressing a confident opinion. Our job is not to humiliate them with superior knowledge. We need to uncover the assumptions behind their position and help them make a better decision. A client's confidence is not proof that their recommendation will work. Do now: Respect the buyer's perspective while testing the facts, assumptions and desired business outcomes. Why do salespeople become frustrated with difficult clients? Salespeople become frustrated when they expect buyers to remember them, appreciate their expertise or behave as though the supplier's priorities are also their own. We may remember every conversation with a prospect while they barely recall meeting us. A client might choose a competitor simply because that option was convenient. We feel betrayed, but the buyer has a different field of vision. Add monthly revenue targets, an uncertain pipeline and demanding customers, and tempers start to fray. Some clients will become friends; others will remain strictly professional relationships. That is normal. We cannot expect personal chemistry with everyone we serve. In Japanese B2B sales and elsewhere, maintaining professional composure is essential even when a buyer is arrogant, rude or unreasonable. Do now: Separate the buyer's behaviour from your emotional reaction and reset expectations before the next conversation. How can salespeople disagree with a client without arguing? Find a point of agreement first, then explain the commercial consequences of the proposed approach using questions, examples and calm language. The difficult moment comes when a buyer demands terms or a solution that our company cannot responsibly accept. We must be able to say no without turning the meeting into a bun fight. Start by recognising the legitimate objective: "I understand why reducing the initial cost matters." Then move to the problem: "My concern is that removing this step may prevent us achieving the result you need." Ask whether you can share an example from a similar client situation. This shifts the discussion from personalities to evidence. We are educating the buyer, not scoring points against them. Good conflict-management training gives salespeople a far better toolkit than trial and error. Do now: Acknowledge the objective, explain the risk, offer evidence and propose an alternative. When should a salesperson fire a difficult client? Walking away can be appropriate when a client's conduct, demands or commercial terms make the relationship damaging or unsustainable. There is a practical "no idiots" rule in sales: not every buyer deserves to become a customer. Some are persistently abusive, impossible to satisfy or determined to push unreasonable demands onto the supplier. Our ability to decline such business depends partly on the health of our sales funnel. When we have a strong pipeline of qualified opportunities, we can make measured choices. When revenue is scarce, we may tolerate behaviour we would otherwise reject. That is exactly why prospecting and pipeline development matter beyond hitting the next target. A full pipeline gives us negotiating confidence and protects our team from bad business. Do now: Define non-negotiable standards for client behaviour, delivery scope and commercial viability. Why is winning a bad sales deal sometimes worse than losing it? A deal that cannot solve the client's problem may generate short-term revenue but create long-term complaints, reputational damage and lost repeat business. We sometimes know that the client's preferred approach is unlikely to work. The temptation is to take the order anyway, especially when the sales forecast looks thin. But when the result disappoints, the supplier often gets blamed. That can damage our brand and eliminate future referrals. The central commercial goal is not merely the first order; it is the re-order. A responsible salesperson explains why the proposed solution may fail and recommends a better path. If the buyer insists on an arrangement that would undermine the result, refusing the ...
    続きを読む 一部表示
    11 分
  • Secrets Of The Japanese Sales Call

    Secrets Of The Japanese Sales Call
    2026/10/13
    Selling successfully to Japanese companies requires more than a persuasive presentation, an impressive product or an internationally recognised brand. Japanese B2B sales depend on understanding the buyer's needs, establishing trust, reducing perceived risk and navigating a decision-making process that can take years. Foreign salespeople often struggle because they approach Japanese buyers with expectations developed in Australia, the United States or Europe. They want quick decisions, clear commitments and rapid sales conversions. Japanese corporate buyers may operate on a very different timetable. The secret is not to copy traditional Japanese sales techniques. It is to combine consultative selling with a deep understanding of how Japanese organisations make purchasing decisions. Why do Japanese salespeople often focus on product features instead of asking questions? Many Japanese salespeople begin by explaining product features because they have received limited formal consultative sales training and buyers have become accustomed to this approach. A new salesperson may accompany a senior colleague on a couple of client visits and then be expected to sell. That is hardly a comprehensive sales education. Yet this apprenticeship-style approach remains familiar in parts of Japan's business-to-business sales environment. The problem is that features do not establish why a Japanese company should buy. Buyers must justify the commercial benefits to colleagues in purchasing, finance, operations and senior management. Foreign suppliers who copy a features-first approach risk becoming just another vendor presenting technical specifications. Instead, we need to understand the client's business challenges before proposing solutions. What salespeople should do now: Stop leading with product specifications. Identify the business outcomes that matter to the buyer and connect your solution directly to those priorities. How should foreign salespeople ask Japanese buyers questions? Ask permission before launching into discovery questions, because the buyer–seller status relationship and the absence of established trust can make direct questioning uncomfortable. In Western consultative selling, we often assume we have the right to ask questions. In Japan, that assumption can create resistance. Think about the buyer's perspective. We have just walked into the meeting. They barely know us. Why should they reveal internal weaknesses, commercial frustrations or sensitive operational problems to a complete stranger? This is particularly important for foreign suppliers who may not share the buyer's language or cultural background. A better approach is to explain why the questions matter and request permission. For example: "To make sure we don't waste your time presenting something irrelevant, would it be alright if I asked a few questions about your current situation?" Now we have established a legitimate reason for the discussion. What salespeople should do now: Earn the right to ask questions. Explain the benefit to the buyer before beginning your needs analysis. How can foreign suppliers build trust with Japanese corporate buyers? Build trust through relevant Japanese client examples, consistent behaviour and small commitments that demonstrate reliability before requesting substantial business. Trust is a central challenge for unfamiliar foreign suppliers entering the Japanese market. International credentials can help, but impressive results from American or European clients may not convince a Japanese purchasing team. The buyer may believe Japan's operating environment is sufficiently different that overseas success offers little reassurance. This is where local case studies become powerful. Evidence from Japanese companies, or organisations with comparable operating conditions, makes the proposed solution easier to defend internally. We also need to understand the buyer's preference for established suppliers. Their existing vendor may not be brilliant, but at least they know what to expect. The unfamiliar foreign supplier represents additional uncertainty. What salespeople should do now: Build a library of Japan-relevant case studies, testimonials and measurable client outcomes. Demonstrate reliability before expecting major commitments. Why does the Japanese B2B sales process take so long? Japanese corporate purchasing decisions can take years because multiple stakeholders must evaluate the proposal, establish consensus and minimise the risks of making the wrong decision. Foreign salespeople often assume that a compelling return on investment will accelerate the purchase. Unfortunately, the argument about lost opportunity costs frequently fails to generate urgency. Japanese buyers may place greater importance on avoiding a bad decision than on capturing a potential gain immediately. Consider Toyota's long-term approach to developing the Prius, launched in Japan in 1997. Its eventual commercial success ...
    続きを読む 一部表示
    12 分
  • Hope Is Not A Strategy In Sales

    Hope Is Not A Strategy In Sales
    2026/10/06
    Every sales organisation has targets. The uncomfortable truth is that many of those targets contain a fair amount of hope disguised as strategy. Sales leaders work with imperfect information, incomplete data and assumptions about what customers, competitors and markets will do next. Then something changes. The economy slows, budgets are frozen, decision-making takes longer or an unexpected global event completely rewrites the commercial landscape. We cannot eliminate uncertainty from sales. What we can do is reduce our dependence on hope by increasing the quality, speed and intensity of the actions we control. Why is hope dangerous in a sales strategy? Hope becomes dangerous when sales targets depend on assumptions that the sales team cannot influence or validate. Forecasting is necessary, but a forecast is not the same thing as a strategy. Every sales organisation has incomplete information. We extrapolate from previous results, pipeline data, market conditions and what customers tell us. Unfortunately, circumstances can change very quickly. The COVID-19 pandemic demonstrated how suddenly established assumptions could become irrelevant. Russia's invasion of Ukraine in 2022 created another major shock affecting supply chains, energy costs and business confidence. The problem isn't having assumptions. We cannot run a business without them. The danger comes when assumptions quietly become expectations and expectations become targets without enough attention being paid to what could derail them. Do now: Identify which parts of your sales target are supported by evidence and which depend mainly on favourable assumptions. What should sales leaders focus on when external conditions cannot be controlled? Sales leaders should concentrate less on telling people to "focus on what you can control" and more on identifying the specific activities that can still influence revenue. Salespeople need practical direction, not motivational slogans. Revenue targets don't disappear because the economy becomes difficult. Numbers still have to be generated even when buyers become cautious, budgets shrink or approval processes lengthen. This creates a psychological problem. Set targets that salespeople regard as completely unrealistic and they may mentally check out. They probably won't announce, "I have given up". Instead, activity gradually declines. Prospecting falls, follow-up becomes less persistent and fewer new conversations are created. The salesperson starts protecting themselves psychologically from a target they no longer believe is achievable. Sales management therefore has to connect targets with credible actions: number of prospecting conversations, dormant clients contacted, proposals advanced and decision-makers reached. Do now: Translate the revenue target into measurable weekly sales activities that people believe can actually influence the outcome. How should sales teams respond when deals are taking longer to close? When sales cycles slow down, sales teams should search aggressively for sectors, clients and opportunities where purchasing decisions can still happen faster. The objective is to improve deal velocity rather than simply adding more opportunities to the pipeline. Not every industry is affected equally by an economic downturn, geopolitical disruption or changing market conditions. Some sectors continue spending while others freeze budgets. Some companies make decisions quickly; others introduce additional approval layers. This distinction matters because sales teams often run out of time rather than opportunities. A deal sitting in the pipeline for six months may look reassuring in the CRM, but it contributes nothing to this quarter's revenue. Sales managers therefore need to examine the pipeline for velocity as well as value. Where are customers still investing? Which problems have become more urgent? Which opportunities have fewer approval hurdles? Which prospects have budgets that must be used within the current financial year? Do now: Review the pipeline by both probability and speed. Prioritise opportunities where genuine customer urgency can shorten the sales cycle. Should sales managers increase supervision when sales results decline? Yes, but the answer is more coaching and information-sharing rather than simply more pressure. Difficult markets expose experience gaps that can remain hidden when business conditions are strong. When targets are being achieved, experienced salespeople can often be given considerable freedom. When results deteriorate, managers need greater visibility into what is happening in prospecting, customer conversations, proposals and follow-up. Smaller teams, more frequent roundtables and structured coaching sessions can help. Salespeople can compare what customers are saying, identify emerging objections and share approaches that are working. Experience becomes especially valuable during difficult periods. Salespeople who have previously worked through severe...
    続きを読む 一部表示
    12 分
adbl_web_anon_alc_button_suppression_t1
まだレビューはありません