Episode #397: Joe Biden Couldn’t Sell His Message And What About You?

Why do strong proposals fail at the final moment—especially in Japan?

Even when a solution is objectively better, deals often fail at the “close” because the buyer doesn’t feel convinced. The final decision moment is less about features and more about trust, clarity, and the salesperson’s ability to communicate value with confidence.

In Japan, this is amplified by caution, group decision-making, and the cultural dislike of being pushed. If your message doesn’t land emotionally and logically, the buyer won’t champion it internally.

Mini-summary: In Japan, closing isn’t about pressure—it’s about conviction delivered clearly and respectfully.

A debate is essentially a public close: a candidate must prove why they are the best choice versus alternatives. Politicians use polling, surveys, and focus groups to understand voter needs and shape an argument that secures agreement.

Sales works the same way. We research the company, the industry, and the individuals we meet to understand what matters to them—then confirm we can solve it, present our value, and close.

And in today’s world, buyers research you too. Your credibility starts before you walk in the door.

Mini-summary: Both debates and sales closings depend on understanding needs, proving value, and earning agreement.

Joe Biden struggled in the debate not because he lacked policies, but because his delivery lacked energy and certainty. Low energy communicates doubt—no matter how strong the facts are.

In sales, enthusiasm must be real but balanced. You need confidence without sounding aggressive or desperate. Especially with Japanese buyers, the wrong tone can kill momentum fast.

Mini-summary: Buyers don’t just evaluate your solution; they evaluate your belief in it.

Japanese buyers generally dislike hard closing. One reason is structural: the person you’re meeting is rarely the sole decision-maker. Decisions pass through multiple internal layers, so pressure on one person is ineffective and uncomfortable.

Instead, focus on:

• Explaining how your solution fits inside their company

• Showing benefits they don’t have today

• Making it easy for them to repeat your message internally

This is the “enthusiasm line.” Cross it and you look pushy; stay on the right side and you look trustworthy.

Mini-summary: In Japan, effective closing supports internal consensus rather than forcing a quick yes.

In most Japanese organizations (日本企業 nihon-kigyō — Japanese companies), the person you meet must persuade others you may never meet. That person becomes your internal champion.

Your job is to make them excited and equipped to sell for you. If they feel confident repeating your story, you multiply your influence across the decision chain.

Mini-summary: Your champion is your voice inside the company—prepare them like a co-salesperson.

Japanese buyers are extremely risk-averse. If your claim lacks evidence, it won’t survive internal scrutiny. Your champion needs ammunition, such as:

• data

• proof points

• statistics

• case studies

• testimonials

Biden should have leaned on numbers as an incumbent. Similarly, salespeople must bring measurable proof that answers the silent buyer question:
“Claims are easy—where’s the proof?”

Mini-summary: In Japan, evidence isn’t optional—it’s the price of credibility.

Numbers create belief, but stories create memory. Buyers often forget stats; they remember narratives.

The strongest approach is:

1. Present proof and outcomes

2. Wrap them into a story

3. Use a similar client example

Japanese buyers want proof that someone like them succeeded first—because nobody wants to be the guinea pig. This is especially true in large firms and multinational contexts (外資系企業 gaishikei-kigyō — foreign-affiliated companies).

Mini-summary: Data convinces the brain; stories convince the heart—and Japan requires both.

Biden’s debate performance is a reminder that weak communication can erase strong substance. For salespeople, most failures come from not making value feel compelling, urgent, and believable enough to displace the status quo.

The fix is simple but not easy:

• go back to fundamentals

• rebuild your argument

• sharpen how you say it

• practice delivery until it feels natural and powerful

Doing “the same old thing” is how closings collapse.

Mini-summary: Strong value must be communicated with clarity, proof, and presence—or it won’t close.

• Closing in Japan depends on calm confidence, not pressure.

• Your buyer must become your internal champion—equip them with proof.

• Japanese decision processes are collective, so your message must travel well inside the company.

• Combine hard evidence with memorable stories to overcome risk aversion.

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.