Episode #193: The Cold Calling On Zoom Salesperson - Part Three

Executives don’t buy because you pitch well. They buy when they clearly see the cost of staying where they are — and trust you can close the gap faster, cheaper, and with less risk. This page explains a proven consultative sales method for Japan: defining the client’s floor (current state), ceiling (desired future), and the mezzanine barrier blocking progress.

In the early stages of a cold call, your job is to establish rapport and earn permission to explore the client’s situation. Then you must uncover two anchor points:

• Floor: “What is your current situation?”

• Ceiling: “Where would you like to be with the business?”

These two points define the perceived distance the client must travel to reach their goal. The psychological size of that gap tells you how likely they are to buy.

Mini-summary: Sales momentum starts when the client clearly sees both “where we are” and “where we want to be.” The gap between them is your opportunity.

Why does the perceived gap determine whether clients buy?

If the client feels the gap is small, they assume they can handle it internally — just “give it time.”
If the gap is large and they believe they can’t bridge it alone, they become open to outside support.

Even when they think they can do it themselves, the salesperson must show the hidden trade-offs:

• It will take longer

• It will cost more

• It will absorb scarce internal resources

That’s when your solution becomes the rational shortcut.

Mini-summary: Clients buy when the gap feels too costly or complex to close alone — and when you prove the internal path is slower and more expensive.

Most buyers quietly assume the cost of no action is zero. That belief is false — and dangerous.

Your role is to spotlight opportunity cost:

• Revenue they are not capturing

• Talent they are losing

• Market share they are surrendering

• Time they are wasting through delay

You also need to reinforce that they aren’t only buying a product — they are gaining you as a partner, free with the solution.

Mini-summary: “Doing nothing” always has a price. Your job is to make that price visible and urgent.

Why do capable companies still fail to close the gap internally?

Many organizations intend to close the floor-to-ceiling gap in-house, but never do. Common reasons:

• Personnel shifts derail continuity

• Budgets get reallocated to “more urgent” priorities

• Internal teams get overwhelmed and delay execution

Months later, the gap remains, and they’re still discussing how to start. Your practical insight is this:

“If you had partnered earlier, you’d already be enjoying results now.”

This is particularly powerful for over-confident buyers who think outsourcing isn’t necessary.

Mini-summary: Internal execution often dies by delay. Outsourcing wins because it gets done now, not “someday.”

What is the “mezzanine barrier,” and why is it the key sales question?

Once the floor and ceiling are clear, you must identify the barrier between them — the “mezzanine floor.”

Ask the question most salespeople avoid:

“If you know where you are now and where you want to be, what has been stopping you from getting there already?”

This reveals the missing piece: capability, structure, mindset, leadership, sales skills, alignment — whatever is blocking progress.

A smooth way to ask:

“You’ve shared where you are today and where you want to be. May I ask what has been stopping your company from bridging that gap so far?”

This answer is your entry point to position the right solution.

Mini-summary: The mezzanine barrier question exposes the real obstacle — and creates a natural need for your solution.

Buying decisions are still driven by human motives. You must explore:

“What’s in it for you personally if this works?”

In Western firms, answers are direct:

• “I’ll keep my job.”

• “My boss will be happy.”

• “I’ll get a raise/bonus.”

In Japan, the motivation is often indirect:

• “The team will be happy.”

• “The company will succeed.”

• “We’ll gain respect inside the organization.”

This approach respects Japanese business culture (日本企業 — Japanese companies) and collectivist expectations.

Mini-summary: Self-interest exists everywhere, but in Japan it often appears as loyalty to team and company rather than individual gain.

This entire discovery process works in Japan for one simple reason:

1. Ask permission to ask questions

2. Use structured consultative questions

3. Position yourself as unsure until you understand

Example framing:

“Maybe we can help — I’m not sure yet. May I ask a few questions to understand?”

This contrasts sharply with many Japanese sales approaches that rush into pitching and avoid questioning the buyer (買い手＝“神様” kaite = “God,” meaning the buyer is treated like a god).

Mini-summary: Permission + structure lowers resistance in Japan and opens the door to real discovery.

How do you decide whether to work with the buyer?

After discovery, you must choose with discipline:

• Can we genuinely solve this problem?

• Do we have a real matching solution?

Desperate salespeople force fit — “square peg into round hole.”
That leads to poor outcomes, damaged trust, and no repeat business.

If you can’t help, say so and move on. This protects:

• The client

• Your brand

• Your reputation

And paradoxically, increases respect and referrals.

Mini-summary: Ethical qualification builds long-term credibility. If there’s no fit, walking away is the win.

What happens after you confirm fit?

If you can help, the next step is to present:

• The solution

• The expected impact

• The pricing and proposed path

And in today’s “Zoom Hell” world (オンライン会議 onrain kaigi = online meeting), how you do that matters. That is the focus of Part Four.

Mini-summary: Once fit is confirmed, your proposal should connect directly to the gap and barrier they named.

• The floor-ceiling gap drives buying urgency; small gaps reduce need, large gaps create openness.

• Clients underestimate the cost of doing nothing — exposing opportunity cost is essential.

• The “mezzanine barrier” question reveals what’s missing and positions your solution naturally.

• In Japan, permission-based questioning and team-centered motives build trust and engagement.

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.