Episode #76: No Sale's Questions Please, We Are Japanese

What’s the real reason experienced Japanese sales teams still lose opportunities?

In many Japanese B2B markets, buyers have little time, unlimited competing options, and make fast “yes / no” decisions. Even veteran salespeople can fail at the most basic success driver: asking well-designed questions that uncover needs and create urgency.

When sales reps don’t ask strong questions, they stay reactive, miss the buyer’s priorities, and lose to competitors who guide the conversation. Mini-summary: In Japan’s crowded markets, questioning skill is the difference between being a vendor and being a trusted advisor.

Japan’s social hierarchy can feel daunting. Buyers may outrank a salesperson through:

• pedigree and inherited business status

• elite education and faculty specialization

• impressive titles and organizational scale

Salespeople often internalize this gap and assume they cannot question someone “above them.” But that’s not a real barrier—it’s a skill gap masked as culture. Mini-summary: Hierarchy creates pressure, but it doesn’t remove the salesperson’s responsibility to lead with questions.

In Japan, the buyer is treated like GOD, not merely “king.” You don’t interrogate a god—you earn permission first.

That means salespeople must:

1. establish credibility quickly

2. prove relevance with evidence

3. ask politely to explore needs

This is not complicated. It’s just rarely taught systematically. Mini-summary: The path to asking questions in Japan starts with respectful permission, not bold interrogation.

What is a Credibility Statement, and why is it essential in Japan?

A Credibility Statement is a short, clear explanation of what you do—no rambling, no detail overload. Its purpose is to help the buyer instantly judge relevance.

Example:

“We are global experts in training soft skills.”

Four strong signals: global, experts, training, soft skills. Enough for clarity, not enough to bore. Mini-summary: A crisp credibility statement earns attention and sets up the right to ask questions.

How do you add proof so Japanese buyers take you seriously?

Japanese buyers distrust unsupported claims. So after your Credibility Statement, give a relevant success example.

Even if it’s not the same industry, match the buyer’s scale or status (boutique vs. giant, startup vs. multi-generation firm, foreign vs. domestic).

Example:

“We recently helped an asset management firm improve pitch quality. They reached the final round and won a billion-dollar pitch.”

That’s evidence, not fluff. Mini-summary: Proof converts your claim into credibility, especially for skeptical Japanese decision-makers.

How do you ask permission to question elite buyers in a culturally safe way?

Avoid bold claims. Instead, make a humble, respectful suggestion.

Suggested phrasing:

“Maybe we could do something similar for you. I’m not sure. But to find out, would you mind if I asked a few questions?”

Key elements:

• “Maybe” signals humility

• “I’m not sure” avoids arrogance

• “a few questions” feels light, not invasive

Well-designed questions then trigger deeper buyer reflection—“We hadn’t thought of that.” That’s the real win. Mini-summary: Permission language in Japan must be subtle, humble, and buyer-centered.

Tenure doesn’t equal professionalism. Many reps repeat the same habits learned from their sempai (先輩 — senior colleagues/mentors) without improvement. As a result:

• progress in sales skill becomes glacial

• competitors gain ground

• Japan-based teams underperform in global markets

Mini-summary: Without a questioning process, even experienced teams stay stuck and markets move past them.

• Hierarchy in Japan feels real, but it’s not an excuse to avoid questioning.

• Credibility first: a short, entity-rich statement earns attention.

• Proof next: a relevant success story legitimizes your value.

• Permission last: humble phrasing unlocks deep, high-impact questions.

Dr. Greg Story, President, Dale Carnegie Training Japan, is a 30-year veteran in Japan with a Ph.D. in Japanese decision-making. His work spans academia, consulting, finance, diplomacy, banking, and people development. He is the creator of multiple business series on leadership, sales, and presentations, and a lifelong martial artist in Shitoryu Karate. His guiding principle is Bunbu Ryōdō (文武両道 — “the way of both pen and sword”), applying martial philosophy to business performance.

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.