Episode #118: No Value, No Sale

Why do sales conversations in Japan so often turn into price negotiations?

Many salespeople start meetings by diving straight into product facts, specs, and features. The buyer listens, then asks for a lower price. What follows is a painful pattern: the salesperson discounts, brand positioning weakens, and commissions shrink. In Japan, once a low price becomes the standard, it’s extremely hard to raise it later.

Mini-summary: When the conversation is feature-heavy and value-light, price becomes the only thing left to negotiate.

What’s missing is clear value. Buyers don’t want a catalog recital — they want to understand how your offer improves their business. When the “high notes” of value are absent, buyers default to price pressure.

This isn’t only a Japanese issue. A major Accenture study (“Death of the Salesman”) found that in 77% of sales calls, buyers saw no value in the offer. A separate Forrester study showed that 92% of buyers felt salespeople didn’t understand their business.

Mini-summary: Buyers negotiate price when they can’t see business impact.

In many Japanese organizations (日本企業 nihon kigyō — Japanese companies), sales culture often rewards polished pitching more than deep discovery. Many reps hesitate to ask questions because they feel the customer is “god” and questioning is disrespectful. The result is a “pitchperson” mindset — heavy on product talk, light on buyer understanding.

Mini-summary: Cultural hesitation around questioning makes value discovery harder — unless you use the right approach.

They earn permission first by using a Credibility Statement. This politely communicates expertise, proof, and intent, then asks to explore needs together.

Example Credibility Statement:
“Dale Carnegie is a global corporate training company leading in soft-skills development. We recently supported XYZ company’s sales team and they reported a 30% increase in results. We may be able to help you similarly. To confirm that, would you mind if I asked a few questions about your business?”

Another approach:
“Mr. Client, I researched your business to make today valuable and efficient. I found it difficult to locate public information, so before we go further, may I ask a few questions to understand whether we can truly help?”

Mini-summary: Credibility + permission unlocks real discovery in Japan.

How can salespeople learn a client’s business faster today?

Research is easier than ever:

• Public annual reports on corporate websites

• News and press coverage via Google

• Insights from similar clients in the same industry

• Direct buyer input — once permission is gained

Even when information is limited, asking smart questions is still the fastest path to clarity.

Mini-summary: Preparation plus well-framed questions beats guessing every time.

What should happen after you identify the buyer’s issues?

Once you understand their problems, you decide whether you’re a match. Sometimes you won’t be — and the best sales move is to say so quickly and respectfully.

If you are a match, you present your solution in three layers:

1. Features / specs (what it is)

2. Benefits (what those features do)

3. Applied benefits (how that benefit impacts their business results)

Without applied benefits, buyers stay unconvinced.

Mini-summary: Don’t stop at benefits — show real business transformation.

How do you prove your value so buyers trust it?

Buyers are skeptical because salespeople often over-promise. Proof changes that. Use real examples, results, and outcomes from past clients. After sharing proof, ask:
“How does this sound?”
This draws out remaining concerns early — before price becomes the battlefield.

Mini-summary: Evidence + feedback questions prevent late-stage price fights.

What changes when salespeople sell this way in Japan?

They move from pitching to consulting. They show they understand the buyer’s business, tie solutions to measurable outcomes, and build trust. In Japan, this instantly differentiates you — putting you in the top tier of successful sales professionals.

Mini-summary: Value-based selling is rare in Japan — which makes it a powerful competitive edge.

• Buyers negotiate price when they don’t clearly see business value.

• In Japan (日本企業 nihon kigyō — Japanese companies), asking questions is difficult unless credibility and permission come first.

• The winning sequence is: research → credibility statement → discovery → applied benefits → proof → confirm concerns early.

• Value-based selling positions you in the top 1% of performers in Japan.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.