『The Sales Japan Series』のカバーアート

The Sales Japan Series

The Sales Japan Series

著者： Dale Carnegie Japan
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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
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  • The Final Five Of Your Sales Call

    The Final Five Of Your Sales Call
    2026/08/18
    A miraculous thing often happens just as I am preparing to leave a client meeting. The formal discussion is over. I have closed my organiser, packed away my pen and mentally moved on to the next appointment. Then the client casually drops a major insight, hidden concern or vital piece of information on me. Naturally, this creates a small panic. The meeting is obviously finished, I am already packed up and I cannot easily reopen everything and start scribbling furiously without looking slightly ridiculous. I have to hold the information in my head until I am out of sight and can record it before it disappears. This kept happening until I finally realised the problem was not the client. The problem was me. I was ending the sales call too efficiently. I was not creating enough space for the buyer's brain to catch up with the conversation. The final five minutes of a sales meeting are not dead time. They are often where the truth finally turns up. Why do buyers reveal important information at the end of a sales meeting? Buyers often reveal the best information at the end because their brains are still processing the meeting long after the salesperson thinks the discussion is finished. We salespeople do this all day. We ask questions, uncover needs, identify gaps, explore consequences and navigate toward the next step. We are familiar with the process. The buyer is not. Most buyers spend far more time being assaulted by amateur pitch merchants than speaking with professional salespeople. They are used to suppliers battering them with slides, data, features, company history and product propaganda. When they finally meet someone who asks intelligent questions, they have to think. That thinking takes time. In Japan, buyers may also avoid expressing concerns too directly during the formal part of the meeting. Once the pressure drops and everyone starts preparing to leave, they may finally mention the real obstacle. It could be an internal opponent, a budget issue, a failed previous attempt or a decision-maker who has not yet appeared. Do now: Do not mentally check out when the meeting appears to be over. The most valuable comment may still be coming. What is the difference between a pitch person and a professional salesperson? Pitch people talk at buyers. Professional salespeople help buyers think. There is a vast difference between the two. Pitch people believe selling means doing all the talking. Their strategy is to smash the buyer with enough information, enthusiasm and verbal force to wrestle them to the ground and get the order form signed. They talk about their company. They talk about their solution. They talk about their technology. They talk about themselves. Then they wonder why the buyer says, "We will think about it." Professional salespeople ask intelligent questions and listen carefully to the answers. They are looking for the gap between where the buyer is now and where the buyer wants to be. More importantly, they help the buyer discover why remaining in the current situation is dangerous, expensive or strategically foolish. If I simply tell the buyer that life will be grim unless they buy my solution, they will naturally think, "Of course he would say that. He is trying to sell me something." But when the buyer reaches that conclusion personally, the idea has far greater power. Do now: Stop trying to overpower buyers with information. Ask questions that help them recognise the problem for themselves. How can sales questions create urgency? Strong sales questions make the cost of delay visible, because buyers rarely act until doing nothing begins to look more dangerous than taking action. During the sales conversation, we are exploring where the buyer is now, where they want to be and what is blocking the path between those two points. The buyer may already know there is a gap. That does not mean they feel any urgency. They may believe they can solve the problem internally. Perhaps they can. Given a hundred years, almost anyone can eventually reach a goal. The real questions are how long it will take, what it will cost and what opportunities will be lost while they are fumbling around trying to do it themselves. Suppose the buyer is struggling to retain key employees. I might ask: "If there was a way to prevent your key people being poached by the current horde of ravenous recruiters constantly scouring firms like yours for bodies to move to your competitors, would that help protect the stability of your business?" That language is deliberate. "Poached." "Horde." "Ravenous." "Competitors." "Instability." I am painting a word picture. I want the buyer to see the commercial danger clearly. Do now: Ask what happens if the buyer leaves the problem untouched for another six or twelve months. Why should salespeople explore the buyer's personal interest? Every business decision has a personal dimension, because the buyer's reputation, career and internal credibility may rise or fall with the ...
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    19 分
  • Clients Forget The Price

    Clients Forget The Price
    2026/08/11
    Clients may forget exactly how much they paid, but they rarely forget whether the quality was excellent or disappointing. This is one of the most important lessons in sales. Price matters at the moment of purchase, especially when budgets are tight or procurement teams are involved. Over time, however, the emotional memory of the experience becomes much more powerful than the original invoice. A reliable product, a successful service and a supplier who acts with integrity create trust. Poor quality, broken promises and evasive behaviour create the opposite. The real question for salespeople is therefore not simply, "How do I defend my price?" It is, "How do I make the value and quality unforgettable?" Why do clients forget the price but remember the quality? The price is a short-term transaction, while quality becomes part of the client's long-term experience. Think about something you bought years ago that has continued to perform well. You may no longer remember whether it cost ¥50,000, ¥70,000 or ¥100,000. You do remember that it was dependable and that buying it was a good decision. The reverse is equally true. When a product fails, a consultant disappoints or a supplier does not deliver what was promised, the precise cost gradually becomes fuzzy. The frustration remains crystal clear. This applies across consumer purchases, professional services, B2B solutions and corporate training. Procurement may concentrate on the quoted price during negotiations, but the end users and decision-makers remember whether the solution actually worked. Do now: Stop assuming that the lowest number wins. Make the expected quality, outcome and client experience easier to understand than the price. Why is competing mainly on price dangerous for salespeople? When salespeople focus excessively on price, they turn their offer into a commodity and weaken their own professional brand. A salesperson who immediately discounts is teaching the buyer to believe there is little meaningful difference between suppliers. Once that happens, the conversation becomes a bidding contest. The damage can extend beyond a single sale. When clients believe they received poor value, they do not only reject the product or service. They may also decide that the salesperson is unreliable, lacks integrity or cannot be trusted to protect their interests. In Japan, where business relationships and reputations can develop over many years, this is especially dangerous. Dissatisfied buyers may quietly avoid the supplier rather than openly complain. They may also warn colleagues, industry contacts and future decision-makers. You are not only selling today's solution. You are building or damaging your name in the market. Do now: Protect your personal brand by selling a defensible result, not merely offering a cheaper price. What should salespeople do when something goes wrong? Clients can forgive a genuine problem, but they rarely forgive avoidance, excuses or a refusal to accept responsibility. Machines fail. People make mistakes. Supply chains are disrupted. Technology does not always work perfectly. Even respected organisations occasionally disappoint a client. The defining moment is what happens next. The client wants the supplier to acknowledge the issue, communicate clearly and fix it quickly. Attempts to justify the unjustifiable only make the situation worse. The salesperson who disappears, blames another department or debates whether the client should be unhappy destroys trust. A fast and honest recovery can actually strengthen the relationship. The client may forget the inconvenience and the original price, but remember that the supplier acted with integrity when it mattered. This is the difference between completing a transaction and becoming a trusted adviser. Do now: When a problem appears, take ownership, explain the recovery plan and keep communicating until it is resolved. Why do product specifications fail to communicate quality? Specifications describe what a product is, but quality is demonstrated by explaining how it solves the buyer's particular problem. Many salespeople mistake detail for value. They explain the size, weight, colour, functions, methodology, modules or technical capabilities of their offer. These details may be accurate, but accuracy alone does not make them persuasive. The buyer is thinking, "What does this mean for me?" A faster system may reduce processing time. A more durable component may lower maintenance costs. A leadership programme may improve communication, decision-making or employee retention. Until the salesperson connects the specification to the buyer's desired result, the presentation remains a product pitch. The quality conversation begins when the buyer can see a clear match between what they need and what is being offered. In B2B sales, this alignment is often more important than the number of features included. Do now: Translate every major specification into a practical business benefit ...
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    12 分
  • Why Does Everything Take So Long In Business In Japan?

    Why Does Everything Take So Long In Business In Japan?
    2026/08/04
    Japan is internationally famous for efficiency. The Shinkansen runs with extraordinary punctuality, public services are dependable and complex systems generally work remarkably well. Yet inside many Japanese companies, decisions that appear straightforward can take weeks, months or even years. Foreign executives often find this contradiction frustrating. They are accustomed to cultures where speed, individual initiative and calculated risk-taking are rewarded. In Japan, however, business decisions are usually judged by a different standard: not how quickly the organisation moved, but whether everyone was consulted, every risk was considered and mistakes were avoided. Understanding this difference is essential for anyone selling, negotiating, managing or building partnerships in Japan. Why is business decision-making so slow in Japan? Japanese companies often move slowly because accuracy, internal alignment and risk reduction are valued more highly than speed. In many Western businesses, an ambitious employee is expected to take initiative, make a recommendation and move quickly. A reasonable level of error may be tolerated if the organisation gains speed, market share or profitability. Japanese companies tend to approach responsibility differently. A rushed decision that later creates a problem can damage the reputations of everyone involved. Consequently, employees collect information, check assumptions and consult colleagues before committing themselves. This does not necessarily mean people are indecisive or unproductive. They are trying to prevent the organisation from sprinting enthusiastically off a cliff. The decision may look painfully slow from the outside, but internally the process is designed to make the eventual implementation safer. Do now: Allow more time for internal consultation and provide accurate information that helps your Japanese counterparts reduce perceived risk. Why does Japan appear efficient but operate slowly internally? Japan is highly efficient when executing an established system, but creating or changing that system usually requires extensive preparation. The Shinkansen is a wonderful example. Once the timetable, safety procedures, training standards and operational responsibilities have been agreed, execution is precise and dependable. Corporate decision-making is different because the organisation is considering an uncertain future. A new supplier, technology platform, joint venture or management policy may affect multiple departments. Each group wants to understand the operational, financial and reputational consequences. Western executives often equate efficiency with making a rapid decision. Japanese executives may define efficiency as preventing disruption after the decision has been implemented. This explains why the preparation stage can feel glacial while the execution stage is often remarkably smooth. Japan invests time before acting so that fewer corrections are needed afterwards. Do now: Do not judge progress only by whether a contract has been signed. Information gathering, internal meetings and stakeholder consultations are also signs of movement. Why are mistakes treated so seriously in Japanese companies? Mistakes are costly in Japan because they can damage trust, professional credibility and long-term business relationships. Many Western CFOs accept that eliminating every defect may cost more than tolerating a small failure rate. A company might decide that a three per cent defect rate is commercially acceptable if the additional revenue outweighs replacement costs. That calculation is more difficult in Japan. Customers expect products and services to work reliably from the beginning. A faulty launch can weaken confidence not only in the product but also in the company behind it. This creates a "measure three times, cut once" mentality. Documents are reviewed repeatedly, figures are checked and proposals are refined before they reach senior management. The minimum viable product concept can therefore be challenging. Japanese customers may accept continuous kaizen improvement, but they still expect the original offering to be dependable. Do now: Present evidence, quality controls, implementation plans and contingency measures rather than relying only on enthusiasm for the opportunity. Why do Japanese companies conduct so much due diligence? Japanese companies often examine potential partners carefully because business relationships are viewed as long-term commitments carrying mutual obligations. Western firms frequently form what might be called marriages of convenience. Two companies cooperate while the arrangement remains commercially attractive. When the benefits disappear, they separate and pursue other opportunities. Japanese companies are more likely to treat an important partnership as a long-term relationship. The initial decision therefore carries greater weight. They want to know whether the potential partner is financially stable, ...
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    14 分
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