Episode #33: In Sales When To Start Selling

Why does “getting straight to the point” often fail in Japan?

Many Western salespeople enter a meeting in Tokyo (東京 / Tokyo) believing that “time is money” and that efficiency means going straight into the pitch. In Japan, this approach often kills the sale before it begins.

Japanese buyers expect a period of small talk and relationship-building at the start of the meeting. This is not “wasted time”; it is how they decide whether you are someone they want to do business with. Japan favors long-term partnerships and prefers the “devil they know” over an unknown “angel” supplier. Once you are in the trusted group of providers, you are far more likely to be called back year after year.

Mini-summary: Rushing into your pitch in Japan signals that you don’t understand local business culture. Taking time for relationship-building at the start of the meeting is not optional; it is a critical part of the sales process.

Everywhere in the world people prefer to buy from people they like. In Japan, that preference is amplified. The initial small talk—about the weather, where your office is, how long you have been in Japan—is not random chatter. It is a deliberate test: Are you likeable? Are you respectful?

Trust is the second filter. In the first meeting, Japanese buyers are evaluating whether they can trust you as an individual and then your company. With complex, layered distribution systems, a single failure can create problems far down the supply chain. Buyers at 日本企業 (Japanese companies) and 外資系企業 (foreign/multinational companies) alike want to avoid any supplier who might create risk or friction for their own customers.

Mini-summary: In Japan, rapport and trust are not “soft” extras. They are the foundation that determines whether a buyer will even consider your solution.

Even salespeople who respect the small-talk phase often make a major mistake: they launch into a full presentation the moment rapport-building ends. They talk and talk, hoping that logic, data, and enthusiasm will break down resistance.

The problem is relevancy. Your impressive data and arguments only matter if they connect directly to what the buyer really cares about. Japanese buyers can be vague, indirect, and highly cautious about revealing their true needs—especially in a first meeting with a new supplier. If you pitch without clearly understanding their priorities, you are probably addressing the wrong problem.

Mini-summary: A polished pitch delivered too early is still a bad pitch. Without clarity on the buyer’s true needs, even the best presentation is just noise.

Instead of “telling,” focus on asking. Structured, well-designed questions are the fastest path to relevancy. Your goal is to get the client to do most of the talking while you listen intently. Ask about their current market conditions, business priorities, deadlines, internal stakeholders, frustrations with existing suppliers, and preferences.

This approach is especially effective in Japan, where direct statements of need may be softened or wrapped in indirect language. By asking smart, open-ended questions—and then clarifying and summarizing what you heard—you help the buyer feel understood and respected. Only after this stage should you begin matching your solution to their specific situation.

Mini-summary: In Japan, effective selling means questioning first and presenting later. Let the client talk; your solution becomes powerful only once it clearly fits what they have revealed.

Most Japanese business meetings follow a distinct rhythm, typically within a one-hour window:

1. Small talk – Light conversation to build comfort and likeability.

2. Business discussion – Questions, exploration of needs, sharing background information.

3. Proposal possibility – If interest exists, you secure permission to come back with a tailored proposal.

4. Closing small talk – Light conversation again on the way out (often continuing at the elevator).

A “win” in the first meeting is not a signed contract; it is the buyer agreeing to see a proposal or inviting you back. Experienced sales professionals in Japan understand they are playing a long game, especially when dealing with larger 日本企業 (Japanese companies) and multinational 外資系企業 (foreign/multinational companies).

Mini-summary: Calibrate your expectations. The purpose of the first meeting in Japan is to build enough trust and understanding to justify a second meeting, not to close the deal on the spot.

When should I stop “pushing” and instead walk away?

If the client needs something you simply cannot provide—whether it’s a specific feature, compliance requirement, or customization—no amount of pressure will change the outcome. In Japan, trying to “power through” with a strong personality or aggressive persuasion often backfires.

The better strategy is to recognize misalignment early and politely disengage. Say thank you, accept that the fit is not right, and move on to a prospect whose needs you can genuinely satisfy. This approach preserves your reputation and keeps the door open for future opportunities where your solution is a better match.

Mini-summary: Forcing a poor fit damages trust and wastes time. In Japan, it is more professional—and more strategic—to walk away gracefully when you cannot meet the client’s real needs.

How should I present my solution and materials to Japanese buyers?

Once you understand what the client really wants—“pink,” not “blue”—only then should you reveal your proposal, samples, or slides. Until that moment, keep your materials out of sight: on a nearby chair, in a folder, or in your bag.

When you do present, show only what is directly relevant to their expressed needs. A glossy brochure, slick sample, or flashy PowerPoint deck may excite you, but the buyer is only interested in how your solution solves their specific issues. Relevance, clarity, and restraint are far more persuasive in Japan than volume or flashiness.

Mini-summary: Hide your materials until you know what matters. Present only those elements that directly mirror the client’s stated priorities.

Selling in Japan requires a different mindset and skill set than many Western markets. That is why companies in Tokyo (東京 / Tokyo)—both 日本企業 (Japanese companies) and 外資系企業 (foreign/multinational companies)—invest in targeted 営業研修 (sales training), リーダーシップ研修 (leadership training), プレゼンテーション研修 (presentation training), エグゼクティブ・コーチング (executive coaching), and DEI研修 (DEI training / Diversity, Equity & Inclusion training).

Dale Carnegie Training has been helping leaders and sales professionals worldwide for over 100 years, and our Tokyo office has supported clients locally since 1963. Our programs focus on building trust, asking high-impact questions, adapting to Japanese business etiquette, and presenting solutions in a way that resonates with Japanese decision-makers. This combination of global best practice and deep local experience helps your team avoid costly cultural mistakes and win long-term business in Japan.

Mini-summary: Dale Carnegie Tokyo combines over a century of global expertise with 60+ years in Japan to help sales teams build trust, ask better questions, and win clients in the Japanese market.

• Don’t rush the meeting: relationship-building at the start is essential, not optional.

• Ask questions first, then present—relevancy matters more than the volume of information.

• Treat the first meeting as the beginning of a long-term relationship, not a one-shot closing opportunity.

• Work with experienced partners like Dale Carnegie Tokyo to align your sales approach with Japanese expectations and business culture.

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.