Episode #190: The Ubiquitous Meishi Exchange And Event Networking - Are They Now Dead?

Why is cold calling Japanese companies so difficult for senior leaders?

In Japan, business relationships are built on trust, context, and social proof. If the President of a company directly cold calls a Japanese prospective client, it can feel culturally “out of order.” The unspoken reaction is often: “Why is the President calling me? Is this company small, unstable, or desperate?” That doubt can undermine credibility before a conversation even starts—especially with 日本企業 (Nihon kigyō, Japanese companies).

For executives in 東京 (Tōkyō, Tokyo), cold calling from the top seat can be counterproductive. Instead, reputation, referrals, and visible presence matter more in opening doors.

Mini-summary: In Japan, senior-level cold calling can trigger suspicion, so credibility is built more effectively through relationship-based channels.

Networking in Japan is not casual mingling; it’s a strategic path into decision-makers. For years, many leaders relied on being highly present at events—arriving early, scanning name cards, meeting people deliberately, and asking subtle qualifying questions to find fit. Exchanging 名刺 (meishi, business cards) is a core ritual for establishing identity and professionalism.

This approach works well because it aligns with how Japanese executives prefer to begin relationships: through shared space, mutual introductions, and “seeing” the person behind the company.

Mini-summary: Networking has long been a culturally aligned sales niche in Japan, anchored by face-to-face trust and meishi exchange.

Lockdowns disrupted event-based sales overnight. Many organizations moved gatherings online, but most virtual sessions became information events, not networking spaces. With speakers, moderators, and limited Q&A, there is little chance to meet other participants or build real rapport.

Even post-lockdown, in-person events remain limited. Social distancing reduces attendance, and customs like handshakes—which signal reliability—are often avoided. Traditional networking hasn’t vanished, but its “old form” is paused and unlikely to return unchanged.

Mini-summary: COVID shifted most events online, removing the informal relationship-building that Japanese B2B sales depends on.

The meishi ritual remains deeply rooted in Japanese business culture, but COVID introduced friction: close proximity, shared handling, and hygiene concerns. This raises a real question: Will meishi become a relic?

Digital alternatives are growing. Apps such as iCheck, Camcard, PiQy, Eight, and Shoot allow contact exchange via scanning or touch-free sharing. Some still require a physical card, but others offer fully electronic swaps. While Japan values tradition, practical “zero-touch” solutions may increasingly coexist with meishi rather than replace it entirely.

Mini-summary: Meishi culture is durable, but digital exchange is gaining acceptance as a parallel norm.

If networking is limited, how can executives keep selling in Japan?

When networking is constrained, leaders must shift focus to existing clients and warm channels. Relationship deepening becomes the substitute for new-room prospecting. Phone and video outreach—when directed toward people who already know your brand—feels credible and appropriate.

Meanwhile, sales teams can still cold call, because they are not the President and can reach decision-makers faster. Yet gatekeepers remain a challenge, even in remote work setups. In Japan, consistent professionalism, patience, and value clarity are still the best way through.
Mini-summary: In the absence of events, executives win by cultivating warm relationships and letting sales teams handle targeted cold outreach.

What skills matter most for post-COVID selling to Japanese companies?

Success now depends on blending cultural fluency with modern selling tools:

• Trust-first communication: concise, respectful, and relationship-oriented.

• Virtual presence and persuasion: leading confident video conversations.

• Strategic networking revival: preparing for smaller, higher-value events.

• Gatekeeper navigation: articulating purpose fast without pressure.

These are exactly the capabilities strengthened through リーダーシップ研修 (rīdāshippu kenshū, leadership training), 営業研修 (eigyō kenshū, sales training), and プレゼンテーション研修 (purezentēshon kenshū, presentation training)—especially when adapted for both 日本企業 (Nihon kigyō, Japanese companies) and 外資系企業 (gaishikei kigyō, multinational companies in Japan).

Mini-summary: Post-COVID sales in Japan requires trust-based messaging, virtual influence, and culturally smart prospecting.

• Cold calling from senior leaders can reduce credibility in Japan; networking and warm channels work better.

• COVID paused traditional event-based prospecting, and it will likely return in smaller, different forms.

• 名刺 (meishi, business cards) remain central, but digital contact exchange is rising fast.

• Selling to Japanese companies now demands strong virtual communication, trust-first messaging, and gatekeeper strategy.

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.