Episode #194: The Cold Calling On Zoom Salesperson - Part Four

Why do sales presentations in Japan often stall right when you feel “close to the deal”?

Even when you’ve done everything right—cold call, appointment, trust-building, questioning, and a solid proposal—the sale can still collapse during the solution explanation. The reason is simple: you may be solving the wrong problem. Up to this point, you’ve been leading the process. But if the client hasn’t fully shared their real concerns, your “perfect” solution can quietly miss the target.

Mini-summary: Presentations fail not because your solution is weak, but because the true problem may still be hidden.

Some clients answer your questions politely and logically, yet keep the most serious issues private. They may only reveal the “tip of the iceberg” while hiding the real pain underneath. This doesn’t necessarily mean they’re dishonest—it usually means they don’t trust you enough yet.
You’ve just appeared on their Zoom screen or walked into their office. To them, you’re still a stranger. So they protect themselves by staying vague.

Mini-summary: Resistance often signals low trust, not a bad product.

When clients poke holes in your proposal, failing salespeople start to argue, defend, justify, or explain why the client is wrong. That reaction destroys trust and guarantees the deal will drift away.
Pushback is a signal:

• You haven’t uncovered the real issue.

• Your solution is aimed at a non-problem or minor problem.
  Trying to force it through will only increase resistance.
  Mini-summary: If you’re defending your solution, you’re already losing control of the sale.

What should you say instead when the client rejects your solution?

Stop defending. Thank them calmly, then reset the conversation with humility and curiosity:

“Thank you for your feedback. I feel I may have misunderstood what would help you most. What would be the highest priority for you and your company?”

Then say nothing.
Let silence do the heavy lifting. The client is wrestling internally with whether to trust you enough to reveal the real problem. If you rush to fill the silence, you steal that moment from them.
Mini-summary: A gentle reset plus silence invites honesty and builds real trust.

What if they still don’t share the real issue?

If they won’t open up after that clean invitation, you should politely end the process and move on.
Sales time is precious. Don’t invest it in “time wasters.” Focus on clients who are ready to share, collaborate, and solve real problems.
Mini-summary: Walking away protects your time, confidence, and market position.

How do you handle straightforward objections like “Your price is too high”?

Use a structured objection-handling process. The key is to buy thinking time and avoid argument.
Train your brain to flash “CUSHION” the moment you hear an objection. That means:

1. Neutral cushion statement (to gain 3–4 seconds):
   “Well, it’s important to consider the financial position of the company.”

2. Clarifying question:
   “May I ask why you say that?”

Then stop talking and listen fully.
“Price is too high” is a headline. The real meaning is in the article underneath.
Mini-summary: Cushion → ask → listen. Never argue first.

Once they explain, you’ll discover what’s actually going on, for example:

• They misunderstood the value or scope.

• Their budget timing doesn’t match your proposal.

• They need internal justification.

• They’re testing how far you’ll discount.

Only after hearing the real reason can you respond effectively.
Mini-summary: The objection is rarely the problem—it’s the doorway to the problem.

Should you discount quickly in Japan?

Often, no. In Japan, once you lower your price, that discount becomes your new base price. Clients will push further from there, and your market position weakens.
Three valid paths after hearing the reason:

1. Match the price point if it still works for you.

2. Offer a balanced arrangement (volume purchase for discount, quid pro quo).

3. Walk away to protect your positioning.

Walking away is frequently the smartest move—because other clients will pay your full price.
Mini-summary: In Japan, fast discounts can permanently damage your value perception.

What happens next after objections are handled properly?

Once the true issue is clear and you’ve re-qualified the need, you set a next meeting to present a refined solution and formal proposal.
That’s how you regain control—without force.
Part Six will focus on getting the order and closing confidently, especially in Japan where many salespeople avoid asking directly for the sale.
Mini-summary: Clarify the real issue → re-question → return with the right proposal.

• Client pushback usually means the real problem hasn’t surfaced yet.

• Never defend a solution—reset with humility and ask for the true priority.

• Use “CUSHION” to stay calm, buy time, and invite explanation.

• In Japan, protect your pricing position; discounting too early sets a dangerous precedent.

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.