Episode #93: Closing Sales In Business In Japan

In Japan, many capable salespeople reach the closing moment… and then don’t ask. Deals stall, not because the product is wrong, but because the final step is avoided. If your pipeline feels “almost there” yet slow to convert, the issue may be closing behavior that doesn’t fit the Japanese decision culture.

Below is a practical, Japan-specific guide to asking for the order confidently, without aggression—aligned with how 日本企業 (Japanese companies) and 外資系企業 (multinational/foreign-affiliated companies) actually decide.

Many salespeople fear hearing “no,” so they keep the conversation vague. This protects pride in the short term, but creates lost revenue long term. Selling is an emotional rollercoaster everywhere, and rejection hurts. In Japan, that fear often leads to not closing at all.

Mini-summary: Avoiding the ask feels safe, but it silently kills deals.

You can ask confidently only after you’ve sold professionally. That means you have:

1. Built trust

2. Asked well-designed questions to uncover real needs

3. Presented a solution that matches those needs

4. Addressed hesitations or objections clearly

If any of these steps are weak, closing feels risky—because it is.

Mini-summary: Strong closing starts earlier in the sales cycle; the ask is only the final checkpoint.

Hard-sell closing doesn’t work in Japan. Soft, respectful asking does. Examples:

• Simple forward step:
  “Shall we go ahead?”

• Alternative choice close:
  “Would you like to start in January, or would February be better?”
  Both answers mean agreement.

• Minor-point close:
  “Shall I send a hard copy of the invoice, or is an electronic copy okay?”
  Either choice signals “yes.”

Mini-summary: In Japan, the best close is a natural next step, not a dramatic push.

Because they actually do. The person you’re speaking with is rarely the sole decision maker. Japanese firms use 稟議制度 (ringi seido — consensus approval system), where multiple stakeholders must stamp/approve internally. This requires real consultation, so instant commitment is uncommon.

Trying to pressure the buyer (“What exactly do you need to think about?”) backfires. It ignores their internal reality.

Mini-summary: “We need to discuss it” is usually a process statement, not a rejection.

Think of your contact as your champion who must sell your idea inside their company. Your job is to make that easy.

Do three things:

1. Give clear value arguments they can repeat internally.

2. Identify who must be convinced beyond your contact.

3. Learn what matters to those stakeholders (risk, cost, timing, reputation, etc.).

Then provide materials or talking points that address those internal priorities.

Mini-summary: In Japan, closing includes helping your champion win the internal sale.

Because it reveals hidden objections. If you don’t ask, you never find out what’s blocking the deal. Common causes include:

• Your questions didn’t uncover real needs

• Your solution wasn’t the best match

• Objections were handled weakly

• “Objections” you heard were only surface-level excuses

Asking flushes out the real issue so you can address it—or move on.

Mini-summary: The close isn’t just for winning the deal; it’s for discovering what’s still unresolved.

Don’t fight it. Start with agreement and curiosity:

• “Yes, I see. And why is that a problem for you?”

If you respond with “no,” “but,” or “however,” buyers stop listening and brace for conflict. Treat objections like newspaper headlines—you need the full article. Ask for detail until you understand the real meaning.

If you can’t solve the objection, don’t waste time. Move to the next prospect.

Mini-summary: Objections are clues, not enemies—explore them calmly and deeply.

Forget force, tricks, or willpower. Closing in Japan is:

• Trust-based

• Process-aware

• Soft-sell

• Long-game oriented

Expect internal discussion. Prepare to support it. Ask clearly and respectfully.

Mini-summary: The Japanese close is quiet, confident, and built on preparation—not pressure.

• Asking for the order is essential to reveal real objections and move deals forward.

• You earn the right to close by building trust, diagnosing needs, and handling hesitations early.

• Soft-sell closing questions fit Japanese business culture far better than pushy techniques.

• Success often depends on how well you help your internal champion navigate 稟議制度 (ringi seido — consensus approval system).

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.