Episode #146: Typical Japanese Salespeople's Objection Handling Issues

Why do sales conversations in Japan so often end in pushback or “no”?

Pushback, rejection, and disinterest are the natural state of sales. A “yes” is the exception, which is why exceptional salespeople stand out. In Japan, this is intensified by cautious decision-making, high expectations for trust, and strong preference for proven suppliers.

Mini-summary: Objections are normal everywhere, but in Japan they’re amplified by risk avoidance and trust culture.

The words you hear are only a headline—an abbreviation for a deeper, more detailed reason. Treat every objection like the visible tip of an iceberg: most of the real thinking is hidden below the surface.
Before responding, question the objection. Ask what’s behind it. Don’t rush to answer the first thing they say; it might not be the true issue.

Mini-summary: An objection is rarely the full story. Your first job is to uncover what’s underneath.

Keep inviting more reasons:

1. Ask for each objection clearly.

2. After they share one, ask for the next.

3. Continue until their supply is exhausted.

4. Then ask them to rank objections by priority.

Only after ranking should you attempt to answer—starting with their #1 concern.
Mini-summary: Don’t debate early. Collect, exhaust, then prioritize objections before answering.

How do you decide if an objection is legitimate?

You need two judgment calls:

1. Is this a real objection?

   • If it feels weak or vague, you probably haven’t reached the real blocker yet. Keep digging.

2. Can we solve it within our value, resources, and pricing model?

   • If yes, proceed.

   • If no, walk away confidently.

Sales strength comes from clarity, not desperation.
Mini-summary: Validate whether the objection is real, then decide if it’s solvable without breaking your model.

How should you handle price objections in Japan?

Some buyers play “sport negotiating”—they want to win, not collaborate. If the game is ego-driven, walking away is often the smartest move.

If price is legitimate:

• Never lead with your best price.

• In Japan, once you discount, that new price becomes the ceiling, and they’ll push lower.

• Build margin into your first offer so you can negotiate without destroying profitability.
  Mini-summary: Price cuts in Japan are sticky. Start with room to move, or don’t play at all.

This objection is tougher than price because Japanese business culture is deeply risk-averse. Once trust is established, companies prefer to stay with the incumbent. In a society that doesn’t tolerate failure, stability beats novelty.

To win, you need clear differentiation (speed, quality, reliability, or cost). But talk alone won’t do it. You must prove it through a test or trial.

Mini-summary: In Japan, switching suppliers feels risky. You must show superior value through evidence, not promises.

Expect trials to take time. In Japan, nobody gets rewarded for fast decisions—but people suffer if they make the wrong one. So clients will test slowly, cautiously, and on their timeline.

That’s often better than accepting disadvantageous pricing. A long trial that proves value can lead to a strong long-term relationship.
Mini-summary: Trials in Japan are slow but valuable. Patience helps you protect pricing and build trust.

When should you refuse a deal?

Sometimes clients demand global-standard pricing that ignores local realities. If the value is strong and demand is high, you don’t need to compromise.

A real case: a global automotive firm wanted lower Japan pricing to match overseas rates. The response was simple: no. Different countries have different cost structures.

If you believe in your quality, be brave. In most industries, there are always other buyers who will pay for excellence.
Mini-summary: Protect your value. The right clients respect quality-based pricing.

• Objections are normal; treat them as clues, not threats.

• Always uncover, exhaust, and rank objections before answering.

• Price negotiation in Japan requires margin and discipline.

• Trust culture means trials and proof beat persuasion.

For Japanese companies (日本企業 Japanese companies) and multinational firms (外資系企業 foreign-affiliated multinational companies) in Tokyo (東京 Tokyo), Dale Carnegie provides world-class sales training (営業研修 sales training), leadership programs (リーダーシップ研修 leadership training), presentation training (プレゼンテーション研修 presentation training), executive coaching (エグゼクティブ・コーチング executive coaching), and DEI training (DEI研修 DEI training). With 100+ years of global expertise and 60+ years in Japan, we help sales professionals handle objections confidently and close business with integrity.