Episode #92: Handling Buyer Objections In Business In Japan

Why do skilled salespeople still struggle with objections in Japan?

In many companies, you’d expect salespeople to get good at objections simply because they hear them so often. But reality looks different: many sellers try to push buyers into changing their minds, or they argue, outwit, or pressure their way forward. That approach fails anywhere — and it fails fastest in Japan.

Japan is a highly risk-averse culture. Buyers need strong reassurance before making decisions, because they are salaried employees whose careers depend on avoiding visible mistakes. The safest move for many of them is to make no new decision at all — including not buying from you.

Mini-summary: Objections in Japan are not resistance for its own sake; they’re risk-management signals from the buyer.

Think of an objection like a newspaper headline. It’s short, clear, and attention-grabbing — but the real meaning lives in the full article underneath.

If a buyer says, “Your price is too high,” that’s only the headline. Until you explore the story behind it, you don’t actually know what problem you’re being asked to solve. Answering too quickly is like writing the wrong essay because you guessed what the teacher wanted.

Mini-summary: An objection is a summary of the concern, not the concern itself.

A Japanese Sales Director once told me his “objection handling” method: every time he hears an objection, he cuts the price by 20%. That isn’t strategy — it’s panic.

Discounting happens when a salesperson doesn’t know what to do next. A better response is to question the objection:

• “Why do you feel the price is too high?”

• “What comparison are you using?”

• “What impact does that price create for you?”

When you ask, you uncover the real issue instead of guessing.

Mini-summary: Price cuts reduce your value; questions reveal the buyer’s real need.

Here’s a common real-world example. A client said the price was too high. When I asked why, they explained the cost exceeded their training budget for that quarter. So I asked:
“What if we spread the investment across two quarters?”
They said yes.

The real objection wasn’t price — it was timing and budget allocation. If I had immediately discounted, I’d never have discovered the true barrier.

Mini-summary: Many “price objections” are actually process, timing, or budget-cycle issues.

Objections are often like icebergs: what you hear is above the waterline, but the real reason is hidden underneath.

We all do this as buyers. Imagine seeing a suit you like, then noticing it’s expensive. You probably won’t say, “I can’t afford this because my career hasn’t gone well.” You’ll say, “I don’t like the color.” That’s the visible part; the real objection stays submerged.

So when a buyer gives an objection, ask gently:

• “Is there anything else holding you back?”

• “Any other concerns we should talk through?”
  Repeat until the main issues surface.

• Mini-summary: The first objection is rarely the whole truth; keep exploring.

Once multiple concerns are on the table, ask the buyer to prioritize them. Then address the top one first.

In many cases, when the main objection is handled, the smaller ones vanish automatically.

Mini-summary: Prioritizing objections keeps the conversation focused and efficient.

When should you walk away?

Some objections are true deal-breakers. If the buyer cannot move forward, you can’t force them with pressure or persistence.

Leave respectfully and spend time with prospects you can genuinely serve. Your most valuable resource is time — and you shouldn’t waste it trying to wrestle a “no” into a “yes.”

Mini-summary: If it’s a real game-breaker, exit with professionalism and protect your pipeline.

Don’t argue with the buyer. Even if they aren’t a buyer today, they might be one later. A pushy, combative experience closes doors that could open in the future.

Keep the relationship intact. Stay helpful. Leave the door open.
Mini-summary: In Japan, long-term trust beats short-term wins.

In Japanese companies (日本企業 / Japanese companies) and multinational firms in Japan (外資系企業 / foreign-affiliated companies), buyers often evaluate risk more than features. That’s why objection handling must show:

• respect for decision-making structure

• patience with consensus building

• commitment to protecting the buyer’s internal credibility

At Dale Carnegie Tokyo (東京 / Tokyo), our programs such as sales training (営業研修 / sales training) and leadership training (リーダーシップ研修 / leadership training) emphasize trust-based communication, questioning skills, and professional presence. With over 100 years of global expertise and more than 60 years serving Japan, we help sellers succeed in high-context, relationship-driven environments.

Mini-summary: Objection handling in Japan is fundamentally about lowering perceived risk and increasing trust.

• Objections are risk signals, not personal resistance.

• Treat objections like headlines — discover the full story before responding.

• Questioning reveals real barriers; discounting only shrinks value.

• If a deal is truly blocked, exit respectfully and preserve long-term trust.

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.