Episode #268: Dealing with Misperceptions

Why can competitor misinformation destroy deals before you even start?

In Japan’s competitive B2B environment, business can turn brutal fast. A single rumor about your company—whether spread by rivals or repeated by the media—can shut down trust before you present your value. If a buyer believes you’re unstable, unreliable, or risky, the rest of your pitch won’t matter.

Mini-summary: When perception is damaged, even a great offer can’t move forward until trust is repaired.

Two stories highlight how fragile credibility can be:

• A sales meeting in Nagoya: A client quietly revealed that competitors were saying an Australian exporter was near bankruptcy. That rumor alone created fear and stalled business—even though it was untrue. Trust was only possible because the relationship was strong enough for the client to share what was being said privately.

• The NHK wine scandal (1985): An NHK announcer mistakenly said Australian winemakers added diethylene glycol to wine. The scandal actually involved Austria. In Japanese, Australia and Austria sound similar, so the error spread quickly. The result: Australian wine sales in Japan collapsed and took roughly two decades to recover.

These aren’t “rare accidents.” They’re reminders that linguistic nuance, media errors, and competitor tactics can create national-level or company-level damage overnight.

Mini-summary: One false story—especially in Japan—can wipe out confidence for years.

Because misperceptions are often hidden. Buyers might hear negative talk and never mention it. If you assume goodwill, you’ll keep selling as if the ground is stable—while the deal is already sinking.

Mini-summary: Hidden doubts silently block decisions; assuming trust is costly.

Ask gently and directly:
“What are your perceptions about our organization?”

Then stop talking. Silence is part of the technique. Don’t explain or soften the question. Let the buyer speak. This creates space for hidden concerns to surface.

Mini-summary: A simple, calm question—followed by silence—reveals the real barriers.

When a buyer shares a negative perception, your first job is not to argue. Defensive reactions make your mouth outrun your brain, and you risk saying something damaging.

Instead, insert a cushion—a neutral statement that buys thinking time and keeps the tone constructive. The cushion does not agree or disagree; it simply acknowledges.
Mini-summary: A neutral cushion prevents reflexive arguing and keeps control of the conversation.

Once you’ve cushioned, choose one of three responses based on what you heard:

1. Agree (with clarification):
   Acknowledge part of their concern and update the situation.
   Example: “Yes, we heard that feedback in the past, but we eliminated that issue after upgrading our systems.”

2. Dissociate (via social proof):
   Show that many other companies succeed with you, implying this concern hasn’t blocked real results.

3. Correct (with hard evidence):
   If the claim is factually wrong, provide objective proof clearly and calmly.

These paths help you repair credibility without escalating tension.
Mini-summary: Agree, dissociate, or correct—choose the path that rebuilds trust fastest.

How do you shift the meeting into positive territory?

After credibility is stabilized, move forward with two strengths-based techniques:

1. Highlight your strongest USPs

Reinforce why you’re the best partner by stating a highly relevant, buyer-fit USP. You have limited face time, so lead with the “big guns”—the differentiators that match their reality.
Mini-summary: Relevance beats volume; choose the USP that matters most to them.

2. Expand on your organizational strengths

Without turning it into a sales pitch, broaden their view of what you can do. Buyers may pigeonhole you into a narrow role; your job is to show full capability and scope.
Mini-summary: Many doubts fade when clients see your full range of strength.

In Japanese companies (日本企業 — Japanese companies) and multinational firms (外資系企業 — foreign-affiliated companies) alike, trust is a prerequisite for progress. Meetings often prioritize stability, reliability, and long-term partnership. That’s why credibility-first selling is essential in Tokyo (東京 — Tokyo) and across Japan—especially in leadership (リーダーシップ研修 — leadership training), sales (営業研修 — sales training), presentation (プレゼンテーション研修 — presentation training), executive coaching (エグゼクティブ・コーチング — executive coaching), and DEI programs (DEI研修 — DEI training).

Mini-summary: Japan’s business culture rewards calm credibility repair and trust-based differentiation.

• Credibility collapses deals before value is even heard—fix perception first.

• Ask for perceptions early, then stay silent to let hidden doubts emerge.

• Use a neutral cushion, then agree, dissociate, or correct based on what you hear.

• After trust is repaired, reinforce a buyer-fit USP and expand perceived strengths.

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.