Episode #10: Nasty Buyers

Why do Japanese buyers sometimes behave like “Kamisama (God)”—and what can salespeople do when they act more like an “Oni (Devil)”?

In Japan, the traditional belief that “the customer is Kamisama (God)” shapes expectations across 日本企業 and 外資系企業. Yet in reality, sales professionals often face severe buyer behavior—including dismissiveness, disrespect, and intentional stalling.

But salespeople are not powerless. Unless you work in an extremely narrow industry with only a few buyers, you can choose where to invest your time, your pipeline, and your emotional energy. Skilled salespeople possess highly transferable abilities—especially in Japan, where consultative sales, trust-building, and professionalism are prized.

Mini-summary: The customer may be “God,” but you still have options. Good sales involves choosing your markets, not tolerating abuse.

Unlike Western markets where patients research medical conditions online, Japan remains closer to a pre-1990s information model. Doctors hold tremendous status, and pharmaceutical reps are treated as the lowest tier in the hierarchy.

Salespeople report:

• Hours of waiting

• Being spoken to disrespectfully

• Managing logistics and favors

• Historically offering significant incentives

While compliance restrictions have reduced some “ame (sweets)” offered to doctors, the “muchi (whip)” often remains. This illustrates how hierarchy in 日本企業 directly shapes sales interactions.

Mini-summary: Traditional authority structures in Japan, especially in medicine, often create extreme imbalance between buyer and salesperson.

In many 日本企業 and even 外資系企業 operating in 東京, authority is distributed in ways outsiders do not see. Presidents may endorse your training, your product, or your proposal—yet middle managers or HR gatekeepers may block progress entirely.

Examples include:

• Presidents instructing HR to meet with you, but HR simply ignores the request.

• Internal teams dismissing leadership recommendations to maintain control over their domain.

Telling the President this truth risks implying they lack influence—never a smart move. Navigating internal politics in Japan requires patience and precision.

Mini-summary: In Japan, the person who likes you may not be the person who makes the real decision. Execution power often lies with middle layers.

Many companies require three proposals for compliance—even when the preferred vendor has already been selected. Signs include:

• Refusal to meet (“We’re too busy, just send the proposal.”)

• No questions, no clarifications, no stakeholder engagement

• Stony silence after you submit

To protect your time, use a diagnostic technique:
Send the proposal but do not follow up.
If they want you, they will contact you. If they disappear, you avoided wasting further energy.

Mini-summary: When a buyer insists “just send it,” you may be the compliance filler—not a real contender.

What if internal teams sabotage a project even when the President wants to hire you?

Sometimes HR or functional leaders reject a program simply because it came from the President. This resistance can be political, territorial, or emotional.

In these cases, follow the rule:

1. Send the proposal.

2. Do not chase them.

3. Wait to see whether they re-engage.

If they do not, it often indicates an internal power struggle rather than a reflection of the value you provide.

Mini-summary: Internal dynamics—not your offering—may kill opportunities. Do not take it personally.

How can sales professionals in Japan maintain emotional resilience?

Sales in Japan is a roller coaster. Buyers may mislead you, ignore you, or use you to support a competitor. But resilience comes from focusing on long-term opportunities and tracking past interactions objectively.

A smart habit:

• Revisit “problem companies” every 6 months.

• Staff turnover in Japan is far higher than in the past.

• When the obstructive buyer leaves, the company becomes viable again.

Mini-summary: Don’t burn bridges with companies—only with toxic buyers. People move; opportunities reopen.

• Switch industries if toxic buyer behavior is systemic; your skills transfer across markets.

• Support from executives is helpful but not decisive—success requires influencing the implementers.

• When a buyer says “just send it,” treat it as a red flag and evaluate whether you’re being used as a formality.

• Keep companies on your radar; problematic individuals may leave, reopening opportunities.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and organizations worldwide for more than a century in leadership development, sales training, presentation skills, executive coaching, and DEI programs.
Our Tokyo office, established in 1963, continues to empower both 日本企業 and 外資系企業 with world-class training solutions grounded in behavior change and measurable business impact.