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  • What About The Deals We Lost

    What About The Deals We Lost
    2026/09/08
    Salespeople spend enormous amounts of time thinking about the deals they won and the deals they lost to competitors. But there is another, potentially much larger category we often ignore: the buyers who didn't buy from anybody. That group should be fascinating to us. If the client didn't choose us but also didn't choose a rival, perhaps our problem wasn't the competition at all. Maybe the real competitor was doing nothing. That changes how we should think about selling. Why do so many sales opportunities end with no decision? The biggest competitor in many sales situations may not be another supplier. It may be the client's decision to do absolutely nothing. I am a big fan of American sales coach Victor Antonio and his Sales Influence Podcast. In one episode, he discussed research suggesting salespeople close around 40% of the deals they pursue. That leaves 60% which don't close. The interesting part was his breakdown of that 60%. Only around 20% of the total opportunities were reportedly lost to competitors. Another 10% stalled because the price frightened the buyer into doing nothing. That still leaves a substantial group who didn't buy from us, didn't buy from the competition and didn't stop purely because of price. So what happened? For salespeople, this is an important distinction. We tend to conduct win-loss reviews based around, "Why did they choose the competitor?" Maybe we need another question: Why did the buyer decide that changing anything wasn't worth the trouble? Do now: When reviewing lost opportunities, separate competitive losses from genuine "no decision" outcomes. They are different sales problems and require different solutions. Is a lost sale really a price problem? Price matters, but price and value are not the same thing. A buyer can afford your solution and still decide the gain isn't sufficiently attractive to justify taking action. Victor Antonio's argument was that some stalled buyers simply didn't see enough value. That makes sense. Value depends entirely on what the client considers important. The gain might involve reducing costs, increasing revenue, accelerating delivery, saving employee time, improving integration with existing systems, reducing risk or making the client's own offer more attractive to its customers. Unfortunately, salespeople often decide for themselves what the client should value. We become enormously excited about our solution's features and benefits. We explain what it can do. We show the data. We provide evidence. Meanwhile, the buyer is quietly thinking, "So what?" The question isn't whether our solution has value. The question is whether the client perceives enough value according to their own criteria to justify changing their current situation. Do now: Ask clients explicitly, "When you assess a solution like this, what would represent significant value for you?" Why do salespeople struggle to discover what clients really value? Many salespeople don't discover value because their questioning is too shallow. They collect information without uncovering what really matters to the buyer. I see this regularly when we teach salespeople from Japanese companies. When we reach the question-design portion of the training, the idea of deliberately constructing questions to uncover needs, motivations and value can be surprisingly new. The traditional approach is often to get quickly into specifications, data and product features. That is basically throwing mud against the wall and hoping something sticks. Professional sales training is still not as deeply established in Japan as it is in some other markets. A lot of development happens through OJT — On-the-Job Training. The danger is obvious: inexperienced salespeople can inherit the habits of other salespeople who were never formally taught consultative selling themselves. Even salespeople who ask questions often miss opportunities to go deeper. The buyer gives them a hint. A flag appears saying DIG HERE. They ignore it and move mechanically to their next prepared question. That is where enormous amounts of useful information disappear. Do now: When a buyer reveals an important issue, temporarily abandon your question list. Probe it with "Why is that important?" and "What impact is that having?" Can implementation effort kill an otherwise attractive sale? Yes. Buyers don't evaluate only the potential gain from a solution; they also evaluate how difficult achieving that gain will be. I have experienced this myself. I teach in the Japan Market Expansion Competition, or JMEC, a non-profit programme where teams of young businesspeople work with companies and develop business plans for them. I have also been a paying JMEC client. In our case, I received the team's finished business plan — and threw it away. Why? Not because the ideas were necessarily bad. The problem was the amount of effort required to implement the recommendations. When I compared that effort with the likely gain, the equation ...
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    14 分
  • Trust Is Everything In Sales

    Trust Is Everything In Sales
    2026/09/01
    Trust is not one element of a successful sale. Trust is the foundation supporting every other part of the sales process. A customer may like your product, appreciate your expertise and even agree that your price is reasonable. However, when they begin to doubt your reliability, judgement or integrity, the opportunity can disappear very quickly. This is particularly important when selling financial services, consulting, technology or any solution where the customer must accept uncertainty and place something valuable in the salesperson's hands. A small error can create a much larger question: "If they cannot manage this simple detail, can I trust them with the important work?" Salespeople make mistakes. The decisive issue is whether they recognise the damage, adapt their approach and deliberately rebuild the buyer's confidence. Why is trust so important in sales? Trust allows the customer to believe that the salesperson will keep promises, protect their interests and respond responsibly when something goes wrong. Without it, even a strong proposal becomes difficult to accept. Most purchases involve some degree of risk. The buyer cannot know with absolute certainty whether the product will perform, the project will finish on time or the promised support will actually appear. The salesperson therefore becomes part of the product. Their accuracy, preparation, consistency and behaviour give the buyer clues about what working with the company will be like after the contract is signed. This is especially true in professional services, financial advice and business-to-business sales. The customer may be placing money, confidential information, organisational credibility or career reputation at risk. A minor mistake does not always destroy the opportunity. However, an unexplained mistake can cause the customer to question everything else the salesperson says. Do now: Treat every meeting detail, follow-up promise and factual claim as evidence the buyer will use to judge your overall reliability. How can a small sales mistake damage credibility? A seemingly minor error can damage credibility when it contradicts the image of competence and attention to detail that the salesperson is trying to create. Imagine inviting a potential client to your office and then sending them the wrong building address. The client arrives, discovers that your company is not located there and must search for the correct location. The practical inconvenience may only involve ten or fifteen minutes. The psychological damage can be much larger. If the conversation involves investing the client's money, managing a critical project or advising senior management, the customer may reasonably wonder whether the same carelessness could affect something more significant. This is how buyers think. They rarely judge an error in isolation. They use the visible mistake to predict future behaviour. A salesperson may think, "It was only a typo." The buyer may think, "What else will they get wrong?" Do now: When an error conflicts with the competence you are selling, address the larger concern—not merely the inconvenience it caused. Is an apology enough to restore trust? An apology is necessary, but it is rarely sufficient when the mistake has caused the customer to question the salesperson's competence or judgement. Saying "I'm sorry" acknowledges the problem. It does not explain why it happened, whether it reflects a wider pattern or why the customer should continue believing in you. The salesperson must close that credibility gap. A useful recovery contains four elements: A clear acknowledgement of the errorA credible explanation without making excusesEvidence that the problem is unusual rather than normalA practical reason the customer can still trust the salesperson and the company The explanation should be concise and authentic. A long, defensive speech can make the situation worse. However, trying to brush past the incident and continue with the standard presentation can leave the customer mentally stuck on the unresolved doubt. The buyer needs help making sense of the mistake before they can properly listen to the rest of the proposal. Do now: Apologise, explain, reassure and provide evidence. Do not expect the word "sorry" to perform all four jobs. How should a salesperson rebuild trust during the meeting? After a credibility-damaging mistake, the salesperson should adapt the meeting and deliberately front-load evidence of reliability, experience and organisational strength. This is not the moment to deliver the same canned sales presentation used in every other meeting. The salesperson should briefly explain the mistake and then transition into the strongest reasons the customer should trust the company. These might include its history, regulatory standing, client base, specialised expertise, service standards, financial stability or documented results. A corporate brochure should not simply be handed over at the end with the suggestion ...
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    13 分
  • The Japanese Business Glass Permanently Half-Empty

    The Japanese Business Glass Permanently Half-Empty
    2026/08/25
    Japanese companies are often described as slow, conservative or resistant to change. That description misses the deeper point. In many Japanese business settings, the central question is not, "How exciting is this opportunity?" It is, "What could go wrong, and what will happen to us if it does?" This risk-sensitive mindset can frustrate overseas companies accustomed to selling through enthusiasm, innovation and ambitious promises. Yet once you understand how Japanese buyers assess reliability, reputation and organisational exposure, their caution becomes much easier to navigate. The lesson is straightforward: in Japan, reducing perceived risk is often more persuasive than promoting potential upside. Why are Australian and Japanese business attitudes so different? Australian business culture traditionally rewards optimism, improvisation and a belief that problems can be solved as they arise. Japanese corporate culture generally places greater emphasis on caution, preparation and avoiding preventable failure. Australia's early European settlers operated across an enormous continent with limited infrastructure and long supply lines. When equipment broke, a replacement might take months to arrive from Britain. People had to repair, adapt or invent something locally. Over time, this helped reinforce the Australian "can-do" attitude. Japan also developed amid earthquakes, typhoons, floods, landslides, volcanic activity and fires. However, Japan's response was often to value preparedness, durability and collective stability. In a densely populated society, one failure can affect customers, suppliers, colleagues and the organisation's reputation. These are broad cultural tendencies rather than rules applying to every individual. Nevertheless, they help explain why an enthusiastic Australian seller and a cautious Japanese buyer can view the same proposal very differently. Do now: Do not assume that your customer shares your excitement. First determine what risks, disruptions and internal consequences they are considering. Why do Japanese buyers appear pessimistic about new proposals? Japanese buyers are not necessarily pessimistic; they are frequently conducting a more defensive assessment of the proposal than overseas sellers expect. An optimistic salesperson may concentrate on revenue growth, innovation, speed and competitive advantage. The Japanese buyer may simultaneously be thinking about implementation failures, customer complaints, operational disruption, internal criticism and damage to the company's reputation. This is why a presentation filled with superlatives may have limited impact. Claims such as "revolutionary", "game-changing" or "market-leading" do not remove the buyer's exposure. In some cases, aggressive enthusiasm can increase suspicion because it appears that the seller is concentrating on the upside while avoiding difficult questions. Japanese executives often need enough evidence to explain and defend a decision internally. They may need to satisfy procurement, legal, compliance, information technology, finance, operational teams and senior management before proceeding. Do now: Balance every benefit claim with evidence, safeguards, implementation details and a credible response plan for foreseeable problems. Why is Japan difficult for minimum viable products? Japan can be a challenging market for a minimum viable product because many corporate customers expect a solution to be highly reliable before they adopt it. The startup concept of launching an early version, collecting feedback and repairing problems through repeated iterations is accepted in many technology ecosystems. In Japanese business-to-business markets, however, customers may view an unfinished product as an unnecessary operational risk. Early adopters exist in Japan, particularly in technology, digital services and innovation-focused divisions. Nevertheless, the number of corporate buyers prepared to expose their organisations to an unproven supplier can be relatively small. The seller may say, "Help us improve the product." The buyer may hear, "Accept the risk of our product failing inside your organisation." That is not an attractive offer when the buyer's own customers, employees or reputation could be affected. A successful pilot therefore needs clear boundaries, strong support and measurable success criteria. It cannot simply be an experiment conducted at the customer's expense. Do now: Present a pilot as a controlled proof of reliability, with limited exposure, defined responsibilities, rapid support and agreed evaluation measures. Why do Japanese companies avoid being the first customer? Many Japanese organisations prefer to see evidence that a product has already worked successfully for comparable customers before adopting it themselves. Becoming the first customer can create personal and organisational exposure. When an innovation succeeds, the decision-maker may receive some recognition. When it fails, the same...
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    14 分
  • 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
  • Should We Worry About Our Competitors?

    Should We Worry About Our Competitors?
    2026/07/28
    Competitors can damage your margins, poach your best people, outspend you, undercut your prices and introduce technology that makes your current offer irrelevant. Worrying about them, however, is not a strategy. The better response is to build a competitive moat before you desperately need one. That means creating distinctive value, stronger client relationships, better delivery systems and advantages that rivals cannot easily or cheaply reproduce. How Much Attention Should We Pay to Our Competitors? Leaders should understand their competitors clearly, but they should not allow competitors to dictate every business decision. The objective is informed awareness rather than corporate paranoia. The intensity of competition depends on the market. In a commodity sector, price and supply capacity may determine almost everything. In a narrow market with only a few suppliers, gaining market share may be extremely difficult. Currency movements, technological disruption, regulatory changes, capital availability and the loss of key employees can also alter the competitive balance overnight. A rival with hundreds of salespeople may reach far more potential buyers than your team of twenty. A heavily funded newcomer may willingly destroy industry pricing to purchase market share. These threats are real, but constantly reacting to them can pull your organisation away from its own strategy. Do now: Identify the three competitor actions that could most seriously affect your revenue, margins or client retention. Why Is Competing on Price So Dangerous? Price competition is dangerous because a rival with deeper pockets can sustain losses for longer than you can. Once buyers become accustomed to discounted pricing, restoring the previous market rate can be painfully difficult. Many companies spend years building their prices to a sustainable level. Then a new entrant arrives and offers a similar product for substantially less. The newcomer may not need to make an immediate profit. It may be funded by a parent company, private equity, venture capital or profits from another division. This creates a zero-sum battle of winners and losers. Smaller firms often cannot match the discount without destroying their own margins. The answer is not always to become cheaper. It is to make direct price comparison harder by changing the value equation. Instead of allowing an apple-to-apple comparison, create a musk-melon-to-apple comparison. In Japan, premium musk melons command extraordinary prices because buyers perceive them as a completely different category of value. Do now: List the services, expertise, guarantees or outcomes that could move your offer beyond a direct price comparison. What Is a Competitive Moat in Business? A competitive moat is an advantage that protects your clients, revenue and market position from attack by rivals.Strong moats are valuable to buyers and difficult, expensive or time-consuming for competitors to copy. A moat might consist of proprietary technology, trusted relationships, specialist expertise, exclusive distribution, superior service, faster delivery, a powerful brand or a deeply embedded client ecosystem. In business-to-business markets, the moat may be the accumulated trust created through years of reliable execution. The irony is that companies usually need to build these defences while business is going well. Unfortunately, good times create complacency. Leaders are busy serving current demand, employees are fully occupied and there appears to be no urgent reason to invest in protection. That is precisely when the work should begin. Once the crisis arrives, the organisation may lack the time, cash or management attention required to respond properly. Do now: Ask what clients would genuinely miss if your company disappeared tomorrow. Their answers reveal the foundations of your moat. Why Do Companies Wait Until a Crisis to Innovate? Companies delay innovation because the cost and inconvenience are immediate, while the danger of doing nothing appears distant. A crisis suddenly reverses that calculation. Our experience at Dale Carnegie Tokyo Training illustrates the problem. Business was surging during 2018 and 2019. Revenue was strong, demand was high and the organisation was occupied with delivering training. Everything looked pretty peachy. Then Japan confirmed its first COVID-19 case in January 2020. Clients began cancelling scheduled programmes, and the outlook changed dramatically. We had no sufficiently developed moat against the disappearance of face-to-face delivery. Dale Carnegie had conducted virtual training internationally since 2010, but introducing it properly in Japan required curriculum translation, instructor development, producer training and financial investment. Before the pandemic, those barriers encouraged us to dawdle. Once survival was at stake, we found the money, time and determination remarkably quickly. In retrospect, the capability should have been built before...
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    15 分
  • Controlling Your Public Image As a Salesperson

    Controlling Your Public Image As a Salesperson
    2026/07/21
    Once upon a time, salespeople could live several different lives. There was the polished professional who met clients during the day. Then there was the private version who could enjoy a heroic night out, behave like a complete goose and assume nobody important would ever hear about it. Those days are gone. Today, buyers can search your name before you meet. They can inspect your LinkedIn profile, read your comments, watch your videos, examine your photographs and decide whether you look credible—or dangerous—from the comfort of their office. You are already being judged. The only question is whether you are helping to shape the verdict. Why Does a Salesperson's Public Image Matter? Your public image matters because buyers are deciding whether they trust you before you have even shaken hands. In the old days, a potential client might know your company name, your job title and whatever gossip was circulating within a fairly small business circle. Your family life, weekend behaviour and questionable karaoke performances usually remained safely separated from your professional reputation. Social media blew that arrangement to pieces. Now buyers can discover professional articles, recommendations and client advice. They can also discover angry political rants, embarrassing photographs, customer complaints and evidence that you occasionally lose all adult supervision after 10:00 p.m. That online material becomes part of your sales presentation whether you intended it to or not. A strong public image creates familiarity and confidence. A careless one can kill the deal before the meeting invitation is even sent. Do now: Search your own name as though you were a suspicious buyer with a large budget and a low tolerance for nonsense. Do Buyers Really Research Salespeople Before Meeting Them? Of course they do. Buyers investigate us in exactly the same way we investigate them. Before meeting a prospect, salespeople check LinkedIn, company websites, press releases and industry news. We want to know who we are meeting, what they care about and whether there is any useful common ground. Buyers are not sitting around waiting helplessly for us to arrive. They are doing their own research. They look at our employment history, qualifications, recommendations, connections, articles and public comments. They want reassurance that we are credible. They are also hunting for red flags. I have seen candidates listen to executive interviews before attending job interviews. Potential employees research the leaders they may work for. Prospective clients consume podcasts, videos and articles before contacting a training provider or professional adviser. The first sales conversation may therefore begin long before you enter the room—and you may not even be present. Do now: Assume every prospect has already inspected your LinkedIn profile and prepare it accordingly. What Should Buyers Find When They Search for You? They should find useful proof that you know what you are talking about—not a digital graveyard or an endless stream of self-congratulation. A polished profile is helpful, but anybody can write that they are "passionate," "dynamic" and "results-driven." LinkedIn is bursting with passionate, dynamic, results-driven people. Evidence is much more persuasive. Publish original ideas. Explain a customer problem. Share a useful framework. Record a short video. Write an article. Join a podcast. Analyse a trend in your industry. You do not need six podcasts, three television shows and thousands of articles. That level of content production is clearly the behaviour of someone who needs a hobby. You do, however, need enough current, relevant material to show buyers that you understand their world. Your content should help them conclude, "This person knows something useful," rather than, "This person appears to enjoy posting motivational quotations over photographs of mountains." Do now: Select one client problem and publish one practical, original response to it this month. What Online Content Can Damage a Salesperson's Reputation? Anything that makes buyers question your judgement can damage your reputation faster than you can say, "That photograph was taken out of context." Photographs of you completely smashed at the local boozer may be hilarious to your mates. They are less amusing to a risk-conscious buyer considering a major contract. The same applies to abusive comments, offensive humour, public arguments and extreme opinions. You are entitled to have personal views, but you are not entitled to control how every client reacts to them. Politics and religion are especially effective ways to divide an audience. Unless either subject is central to your professional work, entering those battles publicly may deliver plenty of emotional excitement and absolutely no revenue. Other people make this more complicated. You can control what you upload, but you cannot completely control what your colleagues post. If everyone in ...
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    13 分