Episode #252: The Classic Sales Brush Off In Japan

In Japan, the phrase “We’ll think about it” often appears after a salesperson’s second meeting. The first meeting builds rapport and explores the client’s needs. The second is meant to close the deal — but too often, salespeople rush to explain product features instead of clarifying what the client truly values.

This common mistake leads to vague responses and missed opportunities. Japanese customers rarely express direct rejection; instead, hesitation hides behind politeness. Understanding these hidden objections is key to moving the conversation forward.

Summary: “We’ll think about it” usually signals unspoken concerns, not disinterest. Great salespeople uncover what’s behind the hesitation.

Instead of pushing harder, effective professionals accept that the client needs time — while gently discovering why. Victor Antonio’s approach helps: ask whether the client is interested but unsure, or simply not interested.

If interest exists, explore what’s blocking the decision. Is it the product’s fit, its functionality, or the financial aspect? Each concern requires a different kind of reassurance and data.

Summary: Clarify whether the issue is interest, fit, or finance — not through pressure, but through guided curiosity.

In Japan, decision-making involves multiple internal stakeholders. Even if the buyer likes your proposal, they often need to gain consensus with other departments. Directly pushing for an answer can damage trust or embarrass your counterpart.

Instead, proactively ask if other departments might resist — perhaps due to budget, function, or internal politics. This prepares the buyer to advocate for you internally while strengthening your relationship.

Summary: Success depends on helping your client manage their internal decision process, not just your sales pitch.

Stay calm, thank the client, and secure a follow-up meeting. Avoid forcing a decision. Use that next touchpoint to revisit objections, clarify updates, and demonstrate continued partnership.

By respecting Japan’s business etiquette and group-oriented culture, you maintain trust while keeping momentum alive.

Summary: The best close in Japan is not immediate — it’s earned through patience, clarity, and cultural empathy.

• “We’ll think about it” means pause, not no.

• Clarify whether hesitation comes from interest, fit, or finances.

• Respect Japan’s group decision-making culture by supporting internal alignment.

• Follow up thoughtfully — build trust before pressing for closure.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and organizations worldwide in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, continues to empower both Japanese and global companies through customized sales training, leadership training, and executive coaching programs — helping professionals turn hesitation into opportunity.