Episode #217: How To Deal With Major Misperceptions Buyers Have About Your Company

Why are Japanese buyers cautious when a salesperson contacts them out of the blue?

Japanese buyers often start from a place of caution because time is scarce and trust must be earned. Technology has sped up business, but executives remain chronically time-poor. So when a stranger calls, they worry it will be a distraction or a waste of time.

On top of that, many buyers have experienced—or heard about—salespeople who misled them in the past. That history creates a natural suspicion toward anyone in sales, even before the first real conversation begins.

Mini-summary: Buyers in Japan protect their time and their organizations, so initial caution is normal and predictable.

Japan can feel like a “street fight” sales environment: competitors often battle aggressively for attention and trust. In some cases, rivals may spread harsh claims or insinuations about your company to weaken your credibility.

Even in an “honest country,” business competition can still involve misinformation. This means your buyer may come into a meeting carrying doubts that didn’t originate from you.

Mini-summary: In Japan’s high-pressure market, buyers may already be hearing negative noise—so credibility must be rebuilt early.

If you jump straight into your “wonderful widget” pitch, you risk reinforcing the buyer’s suspicion. In Japan, trust is not created through enthusiasm alone; it is created through careful understanding.

A better approach is to ask permission to explore their needs—or propose a structured agenda. Japanese buyers appreciate the agenda because it signals professionalism and clarity, and it respects their time.

Mini-summary: Early pitching feels self-centered; early questioning feels respectful and professional.

A simple agenda that shows logical steps:

1. Confirm goals and context

2. Ask about current challenges

3. Explore desired outcomes

4. Share relevant solutions

5. Agree next actions

This structure aligns with decision-making in many 日本企業 (Japanese companies) and 外資系企業 (multinational/foreign-affiliated companies), especially in 東京 (Tokyo) where meetings are fast but expectations are high.

Mini-summary: A clear agenda makes the conversation feel safe and efficient—two things Japanese buyers value.

Because you are either a stranger or a brief acquaintance, asking for “dirty laundry” right away is unnatural. If someone entered your home and instantly asked about your family problems, you’d resist. Buyers feel the same about their company’s internal challenges.

The impressions question is a trust-bridge. It surfaces hidden concerns about your brand before you ask deeper needs questions. Otherwise, you might pitch a solution while the buyer quietly doubts your credibility.

Mini-summary: The impressions question reveals hidden resistance before it blocks your deal.

Even strong brands can carry mixed perceptions. For example, long company history can be a double-edged sword:

• Some buyers see it as stability and reliability.

• Others worry it means you’re outdated or not modern enough.

That’s why asking impressions early matters—you can address what’s actually in their head, not what you assume is there.

Mini-summary: Buyers may admire your legacy but still fear you’re not current—ask so you know which it is.

How should you respond when they share a concern?

Don’t answer immediately. First, cushion with a neutral statement. This does two things:

1. It prevents you from sounding defensive.

2. It gives you a few seconds to craft a polished, thoughtful response.

Example cushion:

• “That’s an important perspective to consider.”

Then respond with calm credibility and proof. If your strength is global experience, explain how global client demands keep your methods current.

Mini-summary: A neutral cushion lowers tension and buys you thinking time, leading to smarter answers.

What’s the real goal before introducing your solution?

Your first job isn’t to impress—it’s to flush out secret resisters. If you don’t uncover those early doubts, you’ll never be on a level playing field.

Once trust barriers are removed, your solution can be evaluated fairly, and you can truly serve the client’s needs.

Mini-summary: Handle trust obstacles first; only then will your solution land.

• Japanese buyers start cautious because time pressure and past sales distrust are real.

• Japan’s competitive market means buyers may carry hidden doubts from rival narratives.

• Don’t pitch early—ask needs questions and share a clear agenda.

• Always ask for impressions of your company to surface trust barriers fast.

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.