Episode #89: Asking Buyers Questions When Doing Business In Japan

Why do Western sales methods often fail in Japan?

Western consultative selling is built on the idea that good salespeople ask smart questions to uncover needs. In Europe and North America, buyers expect this approach; questioning feels normal and professional.

In Japan, however, many buyers are accustomed to a different sales culture. Instead of consultative salespeople, they often meet “pitchpeople” who arrive, present materials, and go straight into product details without asking questions. Over time, buyers have been trained to expect a pitch-first style, not a question-first style.

Mini-summary: Western buyers expect questions; Japanese buyers often expect a pitch. This mismatch can create silence and discomfort if not handled carefully.

In many Japanese business settings, sales conversations begin with a thorough explanation of the product, service, specs, and features. The salesperson may “throw enough mud at the wall to see if any of it sticks,” hoping something resonates.

Because this has been the norm, buyers may view early questioning as unusual or even disrespectful. They are prepared to listen, evaluate risk, and challenge the pitch—but not to be interviewed upfront.

Mini-summary: Japanese buyers are generally trained to receive detailed pitches first, then test and reduce risk afterward.

A useful cultural metaphor is this:

• In the West, “the buyer is King.”

• In Japan, “the buyer is not King, but God.”

And culturally, “God doesn’t brook any questions from impertinent salespeople.” Meaning: buyers may feel insulted if a salesperson immediately starts probing them. The result is often stone-cold silence, a quick subject change, or a request to “please just give me your pitch.”

Mini-summary: Early probing can unintentionally signal disrespect, leading to silence or rejection.

How can you ask questions successfully in Japan?

You can ask questions in Japan—but you must set it up first and get permission. A reliable sequence looks like this:

1. Chit chat / icebreaker to build comfort.

2. Explain what you do clearly and simply.

3. Share a relevant case example of how you helped a similar company.

4. Suggest a soft possibility that you maybe (“maybe” is important) could help them too.

5. Ask permission to ask questions.

Only after that should you begin your consultative discovery.

Mini-summary: Success comes from warming the relationship, establishing credibility, and requesting permission before questioning.

What does a good permission-based opener sound like?

Here’s an example tailored to Dale Carnegie:

“Dale Carnegie Training is a global specialist in soft-skills training. We help people grow their careers and help companies achieve the outcomes they’re after. For example, we worked with XYZ company and trained their hotel staff. They saw higher client feedback and improved repeat bookings. Maybe we could do the same for you. I’m not sure yet, but to know whether that’s possible, would you mind if I asked a few questions?”

Notice two key features:

• The word “maybe” keeps the tone soft and non-aggressive.

• The buyer is given a clear choice, preserving their status and comfort.

Mini-summary: A short credibility story + “maybe” + permission request creates a safe path into questions.

Why use “maybe” instead of “definitely” in Japan?

In Western contexts, confidence often sounds like: “We can definitely do this for you.”
In Japan, that level of certainty can feel pushy or premature. “Maybe” signals humility and respect, leaving room for the buyer to decide.

This softening also aligns with Japanese communication norms that prioritize harmony and cautious commitment.

Mini-summary: “Maybe” reduces perceived pressure and fits Japan’s preference for modest, low-risk language.

What happens if you skip the permission step?

If you go straight into consultative questioning without setup:

• Buyers may respond with silence.

• The conversation may feel awkward and stalled.

• They may redirect you: “Please show me your pitch.”

This isn’t because consultative selling is wrong—it’s because the sequence clashes with buyer expectations.

Mini-summary: Skipping permission triggers awkward silence and a push back toward pitching.

They ask well-designed questions after permission, while mentally matching buyer needs to possible solutions.

If there’s no fit, they don’t force it—they move on respectfully. If there is a fit, they deepen the questioning gradually, building a shared understanding before proposing a solution.

Mini-summary: Permission-based questioning builds trust, clarifies fit, and leads to solutions that feel safe to buyers.

• Japanese buyers often expect a pitch first, not questions.

• Asking questions without permission can feel disrespectful and cause silence.

• Use a soft setup: rapport → what you do → case example → “maybe” → permission.

• Once permission is granted, consultative selling works strongly in Japan.

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.