Episode #185: Covid-19 Or Not, You Still Have To Master Client Objections

What does “normality” look like after a market shock like Covid-19?

Normality doesn’t return all at once—it reappears in stages, usually after the worst uncertainty has passed. Just like trying to call the exact bottom of a stock market drop, you only recognize the turning point in hindsight.

In Tokyo, infection numbers have trended downward, and restrictions across many prefectures have already eased. The key takeaway for business leaders is simple: we are no longer talking about “someday.” We are talking about the near term, with measurable signals of recovery already visible.

Mini-summary: Recovery is real but uneven. The turning point is near-term, not distant.

Waiting for perfect certainty creates lost time and lost share. Clients are emerging cautiously from crisis mode, looking for direction, reassurance, and a path forward. The sales teams who re-engage early become the guides clients trust during the reboot.

Instead of waiting for a symbolic “Victory Japan Day,” salespeople should act now—smartly and respectfully—to support buyers who are beginning to plan their next moves.

Mini-summary: Early re-engagement wins trust and market position before competitors fully recover.

Not all buyers return at the same speed. Your pipeline will split into three categories:

1. Pent-up demand — buyers delayed but still committed.

2. Fresh demand — new needs created by changed conditions.

3. No demand (for now) — buyers still frozen or structurally disrupted.

The only way to know which is which is to talk to them. A systematic pulse-check campaign gives clarity on timing and opportunity, not wishful thinking.

Mini-summary: Segment demand through conversation, not assumptions.

What happens to competitors during a broad downturn?

Commercial shocks act like a filter. Some competitors don’t survive. Others survive but weaken. The companies that remain standing gain credibility—because clients prefer reliable partners when uncertainty is high.

In Japan, trust and continuity matter intensely for 日本企業 (Japanese companies) and 外資系企業 (multinational companies) alike. Survival signals strength, and strength attracts business.

Mini-summary: Recovery rewards the firms that stayed dependable under pressure.

How should a sales team re-enter the market without alienating buyers?

Energy is essential—but so is empathy. Your team may feel bruised from commission loss, pressure, or burnout. Buyers may feel the same. If you re-enter with raw “cold-calling intensity,” some clients will recoil.

Instead, approach like this:

• Acknowledge the disruption without dwelling on it.

• Ask before advising.

• Offer planning support (Japanese firms value the planning function deeply).

• Match tone to the buyer’s stage of recovery.

Think of clients as emerging at different speeds. Some are ready to move now; others are still forming their recovery map.

Mini-summary: Lead with curiosity and timing, not pressure.

What does a U-shaped recovery mean for selling in Japan?

A U-shaped recovery creates a long middle period where the market feels quiet—but underneath, planning, restructuring, and vendor re-selection are happening.

This is where sales professionals add the most value:

• helping clients interpret new constraints,

• exploring what is newly possible,

• and shaping next-step decisions.

In many industries, the rules of “before” no longer apply. What was once unacceptable may now be viable. What was once normal may now be off-limits. Your edge comes from understanding what clients are seeing and planning now.

Mini-summary: The middle of recovery is where relationships and future deals are built.

Dale Carnegie Tokyo supports companies through precisely these transitions, using globally proven methods adapted to Japan’s business culture. Our programs help sales teams:

• re-engage buyers with confidence and empathy,

• rebuild pipelines systematically,

• strengthen communication under uncertainty,

• and lead recovery conversations that outperform competitors.

We deliver 営業研修 (sales training), リーダーシップ研修 (leadership training), and プレゼンテーション研修 (presentation training) for both Japanese and multinational teams in 東京 (Tokyo), plus エグゼクティブ・コーチング (executive coaching) and DEI研修 (DEI training) for enterprise clients.

Mini-summary: Our training equips teams to restart sales momentum in ways that fit Japan’s recovery reality.

• Recovery comes in waves; winners move early and thoughtfully.

• Client conversations are the only reliable way to forecast demand timing.

• Competitor weakness creates opportunity for dependable survivors.

• A U-shaped recovery rewards teams who support planning, not just purchasing.

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.