Episode #267: Designing Qualifying Questions and Our Agenda Statement

Why do sales meetings with executives often stall or drift off track?

In high-stakes sales conversations, especially with 日本企業 (Japanese companies) and 外資系企業 (multinational/foreign-affiliated companies) in 東京 (Tokyo), meetings fail when we “wing it.” The client senses uncertainty, time gets wasted, and real needs stay hidden. The fix is simple: design a clear questioning structure and a tight agenda before you meet.

Mini-summary: Great sales meetings aren’t improvised—they’re built on prepared questions and a flexible agenda.

Question planning means preparing a basic structure of qualifying questions you will use whether the meeting is online or in person. You’re not scripting every word—you’re setting up smart parameters so you can adapt naturally in the moment. Flexibility matters, but planning is the backbone of consistent sales success.

Mini-summary: Plan the structure, not a rigid script; adapt the details as the conversation unfolds.

When meeting a client for the first time, you must earn the right to ask deep questions. You are a stranger asking about sensitive business weaknesses—so you need explicit permission.

Suggested structure:

• “We’ve helped other companies like yours, and we may be able to help you too. To confirm that, may I ask you a few questions?”

Why it matters: Without agreement to share, you can’t diagnose needs or offer a credible solution.

Mini-summary: Permission builds trust and opens the door to honest, useful client answers.

What are Need Questions, and how do they uncover real priorities?

Need Questions reveal what the client is trying to solve—and whether you are even the right fit. Start broad, then drill down.

Example opening:

• “What are some key issues for your business at the moment?”

If that’s too broad, guide them:

• “Many clients want stronger sales performance in today’s virtual environment. Is that true for you, or are you satisfied with your team’s progress?”

Always ask for other priorities, because the first issue named may not be the biggest one.

Mini-summary: Need Questions identify true business pain—and prevent wasting time for either side.

Once a need is clear, you must understand scale. That’s the role of Quantity Questions.

Example:

• “How many salespeople do you have who could benefit from virtual-selling training?”

This tells you the size of the solution, the training design, and the implementation scope.
Mini-summary: Quantity defines the size of the problem so you can size the solution correctly.

How should you handle the Budget Question without sounding pushy?

You can ask directly:

• “How much have you allocated for training the sales team?”

But some clients hesitate. If they don’t share, estimate indirectly using related data (like team size). That keeps the conversation comfortable while still grounding your proposal in reality.
Mini-summary: Ask budget directly when possible, or infer it tactfully from scale clues.

What is the Authority Question in complex buying decisions?

Today, multiple stakeholders influence training and development purchases—especially for リーダーシップ研修 (leadership training), 営業研修 (sales training), and プレゼンテーション研修 (presentation training).

Suggested question:

• “To help you properly, may I ask—apart from you, who else would have the most interest and input into this buying decision?”

This identifies decision makers, influencers, and blockers early.
Mini-summary: Authority Questions map the decision ecosystem so you can engage the right people.

An Agenda Statement aligns expectations and keeps the meeting productive. You explain the purpose, outline topics, and invite additions.

Recommended agenda flow:

1. Ask how familiar they are with your company (to correct misinformation).

2. Learn what they are doing now and what systems they use.

3. Understand their future goals and objectives.

4. Explore challenges slowing them down.

5. If there’s a fit, discuss how you could work together.

6. Ask what they’d like to add.

Even if the order changes, covering each item ensures you don’t miss critical qualifying points.

Mini-summary: A clear agenda prevents drift while still allowing natural conversation.

Dale Carnegie has helped professionals worldwide for 100+ years and has served Tokyo since 1963. Our questioning and agenda frameworks are designed for real-world executive conversations across cultures—supporting both 日本企業 (Japanese companies) and 外資系企業 (multinational/foreign-affiliated companies). We use practical, relationship-first methods that align with Japanese business expectations while driving measurable sales outcomes.

Mini-summary: This structure reflects Dale Carnegie’s proven, culturally adaptive sales methodology in Japan.

• Prepare structured qualifying questions before meeting clients—don’t improvise high-stakes conversations.

• Use five core question types: Permission, Need, Quantity, Budget, Authority.

• Lead with an Agenda Statement to control flow, align expectations, and protect meeting value.

• Combine planning with flexibility to stay natural, persuasive, and client-focused.

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.