Episode #356: Dealing With Multiple Buyers

Why do sales meetings in Japan often include multiple buyers?

In Japan, sales calls commonly involve several stakeholders rather than a single buyer. This reflects a consensus-driven culture where different functions and sections contribute to the final decision. In contrast, Western sales meetings are more likely to be one-on-one.

For sales professionals working with 日本企業 (nihon kigyō / Japanese companies) or 外資系企業 (gaishikei kigyō / multinational companies in Japan), understanding this multi-buyer dynamic is essential. Each attendee has a role—evaluating, influencing, and reporting—so a “single decision-maker” mindset creates blind spots.

Mini-summary: Japanese buying decisions are shared across functions, so meetings include multiple buyers who all matter.

A common error is focusing only on the most senior person and ignoring others. Those “extra” attendees are not passive observers; they represent their departments and carry real influence in the internal decision process.

Another trap is assuming the most talkative person—or the best English speaker—is the key decision-maker. In many large organizations, the fluent English speaker is a technical liaison, not necessarily an authority on purchasing. Meanwhile, the top leader may speak little, even appearing disengaged, yet still holds the final say.

Mini-summary: Don’t mistake silence or English fluency for lack of power—every participant affects the outcome.

In bigger meetings, roles can be hard to read. The senior leader may be quiet by design, letting others perform due diligence. The people asking detailed questions are often the ones tasked with evaluating options and writing internal reports.

Instead of trying to rank the room, assume influence is distributed. Treat the meeting as a network of decision-makers rather than a chain of command.

Mini-summary: When hierarchy is hard to spot, assume influence is shared and engage broadly.

Use a one-on-one communication style even in a group setting. Speak directly to each person in English, make eye contact, and allow the interpreter to follow. A slight time lag doesn’t reduce impact—being personally addressed increases engagement and trust.

This approach signals professionalism and respect, and it keeps every stakeholder involved.

Mini-summary: Speak to individuals, not “the room,” and let the interpreter handle pacing.

Why do many Japanese buyers stay silent even if they understand English?

Many Japanese professionals understand more English than they show. Silence often reflects hierarchy, meeting roles, or a deliberate choice to preserve group harmony.

Typical reasons include:

• A designated spokesperson handles English, while others listen for their departments.

• Using the interpreter creates thinking time before responding.

• Some people avoid showing off strong English to prevent embarrassing senior colleagues.

• Others feel shy about making mistakes in public.

It’s common to discover later—after the meeting—that several quiet attendees speak excellent English.

Mini-summary: Quiet does not mean confused; it often reflects role, courtesy, or strategy.

What happens after the meeting, and why does it matter?

After a Japanese sales meeting, the internal process continues. Junior and mid-level attendees often compile evaluations and make recommendations upward. These people may become your main contacts during follow-up.

They also tend to stay in their roles longer than senior leaders, who may rotate posts. Building trust with them can create long-term champions—and future executives who already know and respect you.

Mini-summary: Follow-up influence often sits with junior evaluators—invest in them for the long game.

What is the best way to handle small meetings with multiple buyers?

Even if only three people attend, don’t focus exclusively on the most senior person. The boss invited others for a reason: they will analyze the proposal and shape the recommendation.

Bring junior attendees into the discussion. Ask what they need to evaluate, what criteria they’re using, and what concerns they expect internally. This helps you tailor supporting materials and strengthens internal advocacy.

Mini-summary: In small groups too, include everyone—junior members often drive evaluation.

Treat everyone as a decision-maker—because they are.
Don’t ignore the boss, but don’t “cozy up” only to them either. If you do, the entire room will read you as unaware of how Japan works, damaging credibility from the start.

A successful approach is room-wide engagement, respectful one-to-one communication, and consistent follow-up with the stakeholders doing the detailed work.

Mini-summary: Work the whole room, build multiple relationships, and support the consensus process.

• Japanese sales decisions are consensus-based, so multiple buyers attend and influence outcomes.

• Focusing only on the senior leader—or the best English speaker—can derail trust and momentum.

• Speak to each person directly (even with an interpreter) and assume silent members are listening closely.

• Follow up with junior and mid-level evaluators; they often drive recommendations and become long-term allies.

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.