Episode #74: Do Your Homework When Selling

What happens when a salesperson doesn’t even know their own company name?

A cold call can reveal everything. In my case, the caller asked for me personally, but couldn’t pronounce her own firm’s name — even after I asked twice and then requested she spell it. That was the first red flag, and in sales, first impressions are not a small detail; they are the deal’s opening move.
Mini-summary: Mispronouncing your own company name signals lack of preparation and kills trust before the conversation begins.

This wasn’t a low-stakes product. The caller represented high-end investments with commissions typically around 5%–8%, meaning each deal could be worth a serious amount to her broker. I’m the President of my company, so I’m exactly the kind of prospect sales teams call a “big fish.” Yet she approached me with zero credibility.
Mini-summary: The bigger the deal, the higher the expectation for competence — and the faster prospects notice gaps.

What did the caller get wrong about me — and why did it matter?

She claimed she’d read my LinkedIn profile and then confidently said, “You are an American, aren’t you?” Her “evidence” was that I attended “an American university.” But if she had actually read my profile, she’d know those were executive programs at Harvard and Stanford, plus studies at Jochi University in Tokyo. Her assumption wasn’t just incorrect — it showed she hadn’t done the basic homework.
Mini-summary: Wrong assumptions based on shallow reading don’t just annoy clients; they expose a lack of seriousness.

What does this tell us about sales training and leadership?

When I asked how long she’d been in sales, she said one year. When I asked about training, she said “some,” but couldn’t explain who trained her. That’s not only a performance problem; it’s a management problem. If this is the result, her boss is failing to develop the team.
Mini-summary: Weak calls are often symptoms of weak coaching, not just junior inexperience.

Why should executives care about research before sales calls?

Today, buyers research sellers first. That’s reality. Prospects check LinkedIn, company announcements, and leadership messaging long before agreeing to a meeting. If sellers don’t match that level of preparation, they lose by default — especially in markets like Japan where trust and professionalism matter intensely for 日本企業 (Japanese companies) and 外資系企業 (multinational companies).
Mini-summary: The modern buyer expects informed sellers; unprepared sellers don’t get second chances.

1. LinkedIn and public profiles
Executives often leave clear signals about priorities, past roles, and business focus. Ignoring these signals wastes easy insight.

2. Annual reports and leadership messages
Annual reports usually include strategic direction, key initiatives, and executive commentary. They’re fast to skim and high in value for context.

3. Social media presence
When salespeople understand a client’s interests, values, and public thinking, rapport becomes natural. Business relationships form the same way social ones do — through meaningful common ground.
Mini-summary: Research is easy, fast, and publicly available — so skipping it is indefensible.

How can leaders ensure their sales teams do real research?

Don’t assume research is happening. Check. Ask salespeople to brief you on a prospect before a call. If they can’t clearly explain who the client is, what matters to them, and why they might buy, then the sales process is already broken. The time cost is minimal, and the payoff is huge.
Mini-summary: Simple manager checks expose whether teams are prepared — and raise quality immediately.

• Research protects credibility and creates trust before the pitch starts.

• High-value prospects expect high-value preparation.

• Social media, annual reports, and LinkedIn offer fast, actionable insights.

• Leaders must verify research habits, not just hope they exist.

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.