Episode #35: What To say When You Cold Call

Executives in 日本企業 (Japanese companies) and 外資系企業 (global companies operating in Japan) often ask:
“How can our sales team make cold calls that actually lead to meetings without damaging our brand?”

In Japan’s relationship-driven market, cold calling is often seen as disruptive — yet when executed with precision, respect, and value-driven messaging, it becomes a powerful tool for opening doors with high-value prospects.

Why is cold calling so difficult in Japan?

A cold call interrupts someone’s already full schedule. The moment the phone rings:

• The prospect is forced to stop their work — irritation is immediate.

• The caller is unknown — trust starts at zero.

• Past bad experiences with pushy sales calls trigger suspicion.

• An unfamiliar voice leads to “Who is this, and why are they calling me?”

In Japan, gatekeepers are especially protective. If you ask only for a title rather than a name, entry-level staff will block you immediately — often with enthusiasm.

Mini-summary: Cold calling fails when it feels intrusive, unplanned, and untrustworthy — especially in the Japanese business environment.

What is the real purpose of a cold call?

Not to pitch. Not to sell.
The single purpose is to secure a face-to-face meeting where genuine needs can be explored.

A cold call is successful even if you never mention your product or service.
Your personal brand matters — pushiness destroys long-term opportunities. Courtesy builds future access.

Mini-summary: A cold call aims only to open the door for a meeting, not to close a deal.

How should you open the call to build trust quickly?

A best-practice flow:

1. “Hello, may I speak with Suzuki-san (Mr./Ms. Suzuki) please?”
   Using a real name dramatically improves access.

2. When they answer:
   “Suzuki-san, my name is Greg Story… from Dale Carnegie. Do you have a moment to speak?”

   • Slow your name for clarity.

   • Ask permission to respect their time.

3. If they are busy:
   “Thank you for letting me know. I’ll call again later in the week.”
   Do not ask for a specific time — they already told you their schedule is full.

4. If they can speak: proceed.

Mini-summary: Respect for time + clarity + politeness = the foundation of trust in Japan.

How do you transition from interrupting their day to offering value?

Once they agree to speak:

“We are in the XYZ business. I’ve researched your company and see strong similarities with our satisfied clients. We have helped similar firms achieve results through ABC. If ABC could help your business grow, would that be valuable for your company?”

This works because:

• It signals preparation, not random dialing.

• It positions you as a problem-solver, not a seller.

• It uses social proof from similar companies.

• It asks about their growth, not your product.

Mini-summary: Show research, relevance, and realistic benefits — not a pitch.

Respond with confidence but without pressure:

“Thank you. I’m not sure if what we have is a perfect fit, but let me drop by and show you how it works. You can decide if it is helpful. Would this week or next week be better?”

This “alternate choice” question guides them toward booking a meeting without sounding aggressive.

Then refine to day → morning/afternoon → specific time.

Mini-summary: A polite, low-pressure path to a scheduled meeting increases acceptance rates.

What if they say “No”?

Do not argue.
Do not push back.

Say simply:
“Thank you for telling me. May I ask why you say that?”
Then remain silent.

You may learn:

• Budget timing issues

• Market uncertainty

• Internal constraints

• Personal preference

• Misunderstandings you can clarify

A “no” usually means “not now.”
Conditions in Japan often change every 6–9 months — be ready to return politely.

Mini-summary: A respectful response preserves your reputation and keeps future opportunities alive.

Can cold calling really work for Japanese and global companies in Tokyo?

Yes — when done with best practices grounded in human psychology and cross-cultural communication.
Dale Carnegie has refined this approach for more than a century worldwide, and for 60+ years in Tokyo, supporting:

• リーダーシップ研修 (Leadership Training)

• 営業研修 (Sales 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)

• DEI研修 (Diversity, Equity & Inclusion Training)

Mini-summary: Cold calling works when it focuses on respect, value, and meeting creation — not pitching.

• Cold calling in Japan requires respect, preparation, and value-driven conversation, not persuasion.

• The only objective is a face-to-face meeting — never selling on the phone.

• Politeness and professionalism protect your personal brand and ensure future opportunities.

• A structured, research-based call boosts meeting rates with both 日本企業 (Japanese companies) and 外資系企業 (multinational firms).

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.