Episode #192: The Cold Calling On Zoom Salesperson- Part Two

Why is getting a meeting so hard when cold calling in Japan?

Cold calling without face-to-face access creates a steep conversion problem everywhere, but in Japan this barrier is even stronger. When you call, the first contact person usually acts as a gatekeeper. They calculate whether transferring you to the buyer is worth the personal risk.

In Japan, this “hook value versus personal risk” equation is tilted against you. If your hook isn’t immediately strong and clearly valuable, the person answering will decide the risk isn’t worth it and will not connect you. This is one reason cold calls rarely reach decision makers in Japanese companies (日本企業 / Japanese companies).

Mini-summary: In Japan, cold calling fails mostly at the gatekeeper stage unless your hook clearly outweighs their personal risk.

If lightning strikes and you get the buyer’s name or are transferred, you must deliver the hook again—this time directly to the decision maker. Your goal is to secure a virtual meeting appointment, not to sell everything on the phone.

Once the online meeting is booked, you finally meet them “for real,” but the virtual setting can be surprisingly hostile. The buyer may be skeptical, distracted, or simply harder to read compared with an in-person meeting.

Mini-summary: Re-deliver your hook to the buyer, aim only for a meeting, and expect a tougher environment online than in person.

Online, attention is fragile. Research from the U.S. shows:

• 88% of salespeople believe buyers multitask during virtual presentations.

• 62% of buyers don’t turn on their cameras.

• 82% of salespeople feel uncomfortable asking buyers to turn cameras on.

This matters because your first impression in a virtual meeting is still your first impression—just with more obstacles.

Mini-summary: Virtual meetings often mean divided attention and cameras off, so you must actively fight for engagement.

Yes. Because this is your first impression moment, you want the camera on. A simple, polite request works well:

“Thank you for joining me today, please come on camera and allow me to introduce myself.”

Some buyers may push back and say they prefer the camera off. In Japan, that resistance is often a negative buying signal. You may need to continue anyway, but treat it as early warning that rapport and trust will be harder to build.

Mini-summary: Ask for cameras on; if they refuse, assume trust and engagement will be an uphill battle.

Japanese buyers evaluate professionalism immediately. Before the meeting even starts, they notice:

• Were you punctual and already online before they joined?

• Do you look professional in business attire?

• Is your camera at eye height (not looking up your nose)?

• Are you speaking directly to the lens, not down at the screen?

• Are you fluent and concise, avoiding “um” and “ah”?

• Is your posture upright and confident?

• Is your face well-lit with a front light source?

• Is your background clean and credibility-safe?

These details project reliability and confidence—two traits buyers in Japan strongly associate with trustworthy partners.

Mini-summary: Your setup and delivery communicate credibility before your content does.

How do you build rapport online before asking sales questions?

Rapport still comes first, whether online or in person. Start by restating the hook and why you are meeting. Then move quickly into a buyer-focused question that encourages them to speak. Example:

“So much has changed so quickly—February feels like a million years ago. By the way, how have you found working from home rather than the office?”

This works because you’ve been speaking so far, and now you invite them into the conversation. After listening, show empathy, then move to the critical step: ask permission to ask questions.

Mini-summary: Re-anchor the purpose, invite them to talk, empathize, then request permission to question.

Here’s a Japan-appropriate approach:

“We started the company in 1912 and have been in Japan for 57 years. We’ve worked across major industries and supported clients like XYZ in your space. What they valued was that we helped increase revenues by over 20% in three months. Maybe we could do the same for you. I’m not sure yet, but to understand whether that’s possible, would you mind if I asked a few questions?”

Why this works in Japan:

• You differentiate your firm clearly.

• You provide evidence tied to their industry.

• You say “maybe,” not “definitely,” to avoid sounding pushy.

• You ask for “a few” questions, signaling respect for their time.

If interest exists, the buyer won’t mind a longer discussion. If there’s no match, don’t force it—end politely and move on.

Mini-summary: Lead with credibility and proof, soften claims with “maybe,” and respectfully request a small number of questions.

• In Japan, gatekeepers won’t transfer you unless your hook outweighs their personal risk.

• Virtual sales meetings are often distracted and camera-off, so you must actively claim attention.

• Asking buyers to turn cameras on is crucial; refusal is usually a negative signal.

• Use a culturally soft, proof-based permission script to earn the right to ask deeper questions.

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 (外資系企業 / multinational companies) ever since.