Episode #157: Add Some BANTER To Your Next Sales Call

Why do sales calls in Japan feel successful…but still stall?

Sales professionals in Japan often leave meetings thinking, “That went well,” only to face silence afterward. If you’re selling into 日本企業 (Japanese companies) or 外資系企業 (multinational companies) in 東京 (Tokyo) and beyond, you need a clear way to measure progress inside the meeting, not weeks later.

Victor Antonio’s BANTER framework gives a simple scorecard for judging whether a sales call truly advanced the deal. The challenge: Japan’s buying culture makes some BANTER elements harder to capture—but that’s exactly why the framework is useful here.

Mini-summary: Japan’s sales environment needs a concrete, culture-aware success measure, and BANTER provides it.

BANTER is a six-part checklist used to evaluate a sales call. Each category scores 1 (captured) or 0 (not captured). A perfect call equals 6/6.

In Japan, BANTER does two things:

1. Creates clarity in a relationship-driven environment where outcomes can stay vague.

2. Reveals specific gaps caused by consensus decision-making and indirect communication.

Mini-summary: BANTER is a simple scoring system that turns “good feelings” into measurable sales progress in Japan.

Budget means knowing whether the customer has money allocated, how much, and under what timing or approval constraints.

In Japan, budget information is often intentionally unclear. Buyers may avoid specifics to prevent being pushed into higher spending or premature commitment. Expect phrases like:

• “We’ll consider the range.”

• “It depends on internal alignment.”

So Japan frequently scores 0 here—not because budget doesn’t exist, but because it’s culturally protected.
Mini-summary: Budget is critical, but Japanese buyers often keep it vague, so this category is hard to score.

Why is “Authority (A)” so difficult in Japan?

Authority asks: Are the people in the meeting empowered to decide?

In Japan, decisions often rely on 合意形成 (gōi keisei / consensus building). That means key stakeholders may be absent from the meeting, yet still hold veto power. Even supportive attendees might not control final spending.

So the sales call may feel positive, but authority hasn’t actually been confirmed—leading to another likely 0.
Mini-summary: Because decisions are made through consensus, authority is often outside the room in Japan.

How do you uncover real “Need (N)” in Japan?

Need means confirming the buyer has a strong, specific problem your solution addresses.

But in Japan, asking probing questions too early can feel intrusive unless permission and trust are established first. Many sellers default to explaining solutions early, instead of diagnosing needs. The result? Need remains assumed, not verified.
Japan often scores 0 here unless discovery is handled carefully.

Mini-summary: Need must be uncovered with permission-based discovery; otherwise it stays unclear.

Timing asks: When does the customer need a solution?

Japan is known for slow decision-making but urgent execution expectations once a decision is made. Buyers will often communicate time pressure, delivery windows, or internal deadlines even when other factors stay gray.

So timing is one area where sellers can usually capture a clear 1.
Mini-summary: Even with slow decisions, buyers often reveal timing needs clearly in Japan.

What counts as “Engagement (E)” in Japanese sales calls?

Engagement measures whether the buyer shows active interest—through questions, reactions, or visible curiosity.

Japanese buyers are typically detail-oriented and risk-aware. High engagement often looks like:

• many precise questions

• requests for deeper explanation

• careful examination of risks and implementation

In Japan, no questions can be a red flag for low interest. Engagement is often strong, earning Japan a typical 1.
Mini-summary: Lots of detailed questioning usually signals real engagement from Japanese buyers.

Why does “Request for Next Step (R)” often stay vague?

Request asks: Did they ask for a proposal, trial, second meeting, or any step forward?

In Japan, meetings often end with soft closures like:

• “We will think about it.”

• “We’ll discuss internally.”

These may be sincere, especially because decision makers are not always present. Still, without a clear next action, Japan often scores 0.
Mini-summary: Japanese buyers may avoid concrete next-step requests until internal alignment is complete.

Based on the cultural realities above, a Japan-based sales call commonly lands around:

• Budget: 0

• Authority: 0

• Need: 0

• Timing: 1

• Engagement: 1

• Request: 0

Total: 2/6

That score doesn’t mean the meeting failed. It means Japan requires more deliberate strategy to move B, A, N, and R upward over multiple touchpoints.
Mini-summary: A 2/6 score is common in Japan and highlights where follow-up strategy matters most.

• BANTER gives Japan-based sellers a clear, repeatable way to judge real progress.

• In Japan, low scores in Budget, Authority, Need, and Request reflect culture—not lack of opportunity.

• Timing and Engagement are usually strong and can be leveraged to advance deals.

• If you can sell successfully in Japan, you can sell anywhere—because this market demands the highest skill.

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 日本企業 (Japanese companies) and 外資系企業 (multinational companies) ever since.