Episode #311: Reducing Friction In The Sale In Japan

Why is buyer inertia so strong in Japanese B2B sales?

In Japan, doing nothing is often the safest decision from the buyer’s point of view. Whether you’re selling to 日本企業 (Japanese companies) or 外資系企業 (foreign-capital multinational companies), the client usually already has a familiar supplier or sees your solution as a risky unknown.

Switching to you means internal change: new processes, new approvals, new coordination across sections. In the Japanese buyer’s mind, change = risk, not opportunity. Staying with the current vendor feels safe. Delaying the decision feels safe.

If you approach the conversation as “How do I close this deal now?”, the slow pace, extra approvals and internal politics can be frustrating—and many salespeople give up too early.

Mini-summary: In Japan, the default decision is “stay as we are.” To succeed, sales professionals must treat change as risk to be managed, not just value to be pitched.

A powerful shift is to focus not on “winning the first deal,” but on creating a long-term re-order relationship.

When your mental target is only “get the contract signed,” every delay feels like failure. But if your goal is “set up a relationship that generates smooth re-orders for years,” you naturally behave differently:

• You accept that internal alignment will take time.

• You invest more in educating and reassuring stakeholders.

• You design your proposal so the client can live with it operationally, not just approve it once.

This mindset aligns with the long-term relationship focus we cultivate in our 営業研修 (sales training) programs in 東京 (Tokyo), where we emphasize trust, predictability and continuous value over one-off transactions.

Mini-summary: Aim mentally for re-orders, not just the first order. This keeps you patient, strategic, and aligned with how Japanese companies like to build long-term vendor relationships.

In Japan, you are rarely selling to “one person.” Officially you might be dealing with a single section, but the post-decision impact often touches many groups:

• The section that must operate the new system

• The team that handles data, finance, or compliance

• The manager responsible for risk and reputation

• Sometimes HR or L&D if your solution touches people (e.g., リーダーシップ研修 (leadership training) or DEI研修 (DEI training))

Crucially, you may never meet most of these stakeholders. Yet they can slow down, reshape, or quietly block your deal. Your contact becomes your internal guide and ambassador.

A practical question to ask is:

“I really appreciate your guidance. I understand that buying from us would be a new step inside your company. I’m sure there are several sections that would be directly impacted by this change. Based on your expertise, which sections do you think would be most affected?”

Then you stop talking and let them think.

Mini-summary: Japanese buying decisions are multi-section and consensus-driven. Your direct contact is your best source to map who is truly affected and who needs reassurance.

Once your contact has named the key sections, your next task is to understand their specific worries. General reassurance is not enough. You need to uncover what, exactly, feels risky.

Ask targeted, open questions and then be silent:

• “It’s natural that the ABC section will take this change seriously and examine all angles. Often we have information that can make change easier for them. What would you say are the major concerns for the ABC section?”

• After they answer, go deeper:

  • “Thank you for mentioning that. Apart from this concern, can you think of any other major hesitations we might need to solve for them?”

Often the real blockers only emerge two or three questions later. The more space you give them to think, the more detailed and useful the information becomes.

You should repeat this process for each key section: operations, IT, finance, HR, or any function that will feel the impact of your solution.

Mini-summary: The first answer is rarely the full story. Skillful questioning and deliberate silence reveal the deeper, practical worries you must address to move the deal forward.

Once you understand the internal friction points, you can design a low-risk path that fits how Japanese organizations implement change. Examples include:

• Adjusting the scope at first:
  Start with a limited rollout or simplified specification. Once the solution proves itself, you can add more features, locations, or business units.

• Aligning with budgeting and cash flow:
  Modify the payment schedule to match the client’s budgeting cycle or current資金計画 (cash planning). This reduces internal resistance from finance and management.

• Allowing more time for internal alignment:
  Sometimes the fastest way to close the deal is to slow down the implementation plan, giving the client time to coordinate across sections.

• Running a pilot or proof-of-concept:
  A pilot project helps key sections fully understand what they must do and gives them confidence that the solution works in their real environment. Once proven, scaling becomes much smoother and faster.

In our プレゼンテーション研修 (presentation training) and エグゼクティブ・コーチング (executive coaching) for Japanese leaders and decision-makers, we see again and again that concrete, low-risk steps build trust far more than aggressive timelines or pressure tactics.

Mini-summary: Reduce risk by offering phased rollouts, flexible terms and pilot tests. The more you smooth internal implementation, the easier it is for Japanese buyers to say “yes” and keep re-ordering.

Behind every successful deal in Japan is a sales professional who can think like a change manager, not just a persuader. They:

• Accept that “the Devil you know” often beats “the Angel you don’t know.”

• Ask intelligent, carefully constructed questions that uncover internal realities.

• Partner with the client to make change as friction-free as possible.

• Keep their eye on long-term re-orders rather than short-term wins.

These are the same capabilities cultivated in Dale Carnegie Tokyo’s programs for 日本企業 (Japanese companies) and 外資系企業 (multinational companies in Japan):

• 営業研修 (sales training) that teaches consultative, relationship-driven selling for the Japanese market

• リーダーシップ研修 (leadership training) that prepares managers to sponsor and manage internal change

• プレゼンテーション研修 (presentation training) that helps teams communicate complex changes clearly

• エグゼクティブ・コーチング (executive coaching) that supports senior leaders as they evaluate and champion new initiatives

• DEI研修 (DEI training) that enables inclusive decision-making across diverse stakeholders

Mini-summary: Winning and retaining business in Japan requires professional-level questioning, empathy for internal processes, and a long-term partnership mindset—skills that can be learned and strengthened through structured training.

• Treat change as risk, not just opportunity: Understand that Japanese buyers see switching suppliers as a potential threat to stability.

• Aim for re-orders from the start: Focus your mindset and process on building a long-term, low-friction relationship, not just closing a one-time deal.

• Map and manage multiple stakeholders: Use thoughtful questions to identify which sections are most affected and what specifically worries them.

• Design a low-risk path to “yes”: Offer pilots, phased rollouts, adjusted payment terms and realistic timelines that fit how Japanese organizations operate.

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.