Episode #381: The Two-Step Process When Selling In Japan

Why do strong sales conversations in Tokyo still end with “We’ll think about it”? If you’re selling to Japanese companies, the deal rarely closes in one meeting—not because your solution lacks value, but because decision-making in Japan is built for risk control and internal alignment. Understanding this cadence is the difference between frustration and consistent pipeline wins.

Mini-summary: In Japan, slow sales cycles are normal and predictable, not a sign of failure.

In Japan, a one-meeting close is the exception. Most people you meet first are not final decision-makers. Even when you get access to the company owner or top leader, they typically involve others for due diligence and consensus.

This is especially true in Japanese companies (日本企業 / Japanese companies) and even in many multinational firms (外資系企業 / foreign-affiliated companies) that operate with local decision norms. The process protects everyone involved from making a risky call alone.

Mini-summary: Deals take multiple meetings because authority and responsibility are shared.

What cultural forces shape the Japanese buying process?

Two big forces drive the pace:

1. Risk aversion: Buyers are careful because mistakes can harm credibility internally.

2. Team decision-making: Internal buy-in matters almost as much as the solution itself.

Instead of pushing for speed, the winning approach is to respect the system. In Japan, caution is seen as professionalism, not hesitation.

Mini-summary: Risk reduction and consensus are the hidden requirements behind most purchases.

What does a typical 2–3 meeting sales cycle look like?

In Japan, sales usually unfold like this:

Meeting 1: Discovery and trust building

You focus on needs, context, and fit. Often there’s no point bringing brochures yet. The goal is to understand what they truly want and whether you can help.

Meeting 2: Recommendation and materials

You return with a tailored proposal, examples, and supporting documents. This meeting is about clarity and practical alignment.

Meeting 3: Internal harmonization and final details

Even if they’ve already chosen you, they may need one more pass to confirm logistics, timing, or get final internal approval.

Mini-summary: Think “three meetings by default,” with two meetings as a great outcome.

At a crowded networking event, I met the owner of a successful accounting firm. After a strong first meeting, he invited me back to explain our training approach to two senior administrative staff.

He could decide alone, but still wanted internal agreement. A third meeting finalized dates and implementation details.

Mini-summary: Even owner-led firms usually involve the team before confirming.

Real-world example: when the decision is shared across departments

I met an insurance company representative, then followed up with their HR lead for a discovery meeting. After that:

• Second meeting: I presented solutions and competed with other providers.

• Third meeting: I explained the program again, this time to another internal stakeholder.

They had already chosen us by meeting three. The final stage was internal coordination, not persuasion.

Mini-summary: Multiple meetings often reflect internal rollout needs, not indecision.

How should you run the first meeting in Japan?

A strong first meeting in Tokyo is about depth, not pitch.

• Spend the full time uncovering needs.

• Don’t rush into presenting materials.

• Clarify whether you truly fit.

• Set the next meeting before leaving the room.
  Schedules are packed in Tokyo, and delays slow momentum.

Mini-summary: Use meeting one to diagnose, and lock in meeting two immediately.

What mindset helps you succeed in Japanese sales?

Once you accept the cadence, everything gets easier. You stop trying to force a yes early and start building a reliable multi-meeting pipeline.

Speed is not the primary signal of progress in Japan—alignment is.
The winning mindset is patience + volume + follow-through.

A useful mental model is:
“Ride the wave in Japan.”
Trying to reverse the natural order here is exhausting and ineffective.

Mini-summary: Patience and pipeline beat pressure and urgency in Japan.

• Expect 2–3 meetings per deal in Japan, even when interest is high.

• Risk aversion and consensus drive buying behavior more than urgency.

• First meetings should be discovery-heavy, not pitch-heavy.

• Book the next meeting immediately to keep momentum in Tokyo.

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.