How to Overcome Buyer Inertia and Win Reorders in Japan — Dale Carnegie Tokyo Sales Training

In Japan, doing nothing is often the safest choice from the buyer’s perspective. If they already have a regular supplier, changing to you means risk, disruption, and internal work for multiple departments. If your offer is a new solution, the lack of experience with it also feels risky.

Change is seen less as “opportunity” and more as “exposure to danger”. Staying with the existing supplier—or delaying the decision entirely—becomes the easiest, safest option.

Mini-Summary: Japanese buyers often default to safety and stability, making “no decision” or “same supplier” the most attractive choice.

If your mental target is “closing this deal”, the slow, complex decision-making process in Japan will feel frustrating. You may lose patience and give up.

Instead, shift your mindset:

• Think in terms of winning the reorder, not just the first contract.

• See the first deal as the start of a long-term relationship, not the finish line.

This mindset keeps you patient, strategic, and willing to do the work needed to help the client make a safe, considered change.

Mini-Summary: Aim mentally at the long-term reorder, so you can endure the slow, complex path to the initial “yes”.

In many markets, speed is a competitive advantage. In Japan, pushing for speed can feel reckless to the buyer. A rapid decision that “blows up” internally could damage careers.

As a reminder: “The buyer in Japan is never on your schedule.”

To move things faster than they would otherwise, you must first understand:

• Which internal departments will be affected

• Who will feel the most disruption

• What concerns and risks these stakeholders are worried about

Only then can you remove obstacles rather than just pushing for a decision.

Mini-Summary: To accelerate decisions in Japan, first understand and reduce internal risk—not push for speed.

You may only meet one department, but many departments will be impacted by your solution. You may never sit in the same room with those other stakeholders, yet they can block or delay the decision.

Use your main contact as your internal guide. Ask questions like:

“I really appreciate your guidance. I understand that buying from us would be a new step inside your company. I’m sure there are several departments that would be directly impacted by this change. Based on your knowledge of the organization, which departments do you think would be most affected?”

Then stay completely silent and let them think and answer. Don’t weaken the question by adding extra words.

Mini-Summary: Use your contact as an internal navigator and ask focused questions, then stay silent to let real concerns surface.

Once your contact identifies the most affected departments, you need to explore their specific worries. For example:

“It is natural for the key departments you mentioned to take this change seriously and examine it from all angles. Often I’ve found we have information that these departments have not yet seen, which can change how they view the ease of making this transition. What would you say are the major concerns of the [ABC] department?”

Again, ask the question and then be quiet.

When they answer, keep digging:

“Thank you for mentioning that. Apart from this concern, can you think of any other major hesitations we may need to help them resolve?”

By going two or three levels deeper, you often uncover the real issues, not just the polite surface reasons.

Mini-Summary: Real obstacles usually appear only after two or three rounds of careful, open-ended questioning.

By now, you have a clearer picture of:

• The internal obstacles to getting the first deal approved

• What must be true for ongoing reorders to be easy

Your job is to remove or reduce friction by adjusting:

• Timing: Slow the process slightly to let departments adapt.

• Scope: Start with a simpler first phase and add extra elements later.

• Payment terms: Align with their budgeting cycle and cash flow.

• Pilot tests: Run a low-risk pilot so they can learn how to implement your solution safely.

Once the pilot is proven and departments know what to do, larger rollouts and reorders become much easier.

Mini-Summary: Adjust scope, timing, payment, and pilot design to make the change as low-risk and friction-free as possible.

Everyone prefers the “devil they know” over the “angel they don’t”. In this situation, you are the unknown angel.

To become a trusted partner, you must:

• Understand what the client must go through internally

• Help make that journey safe and manageable

• Ask intelligent, well-constructed questions

• Invest time instead of pushing for shortcuts

There is no way around it. If you want ongoing reorders, you must first earn trust by guiding them safely through change.

Mini-Summary: Long-term success in Japan requires patience, insight, and a commitment to guiding clients through internal change.

• Buyer inertia in Japan is driven by risk avoidance, not a lack of interest.

• Aim at winning reorders; treat the first deal as the beginning of the relationship.

• Use your main contact to map internal supporters and opponents.

• Ask deep, open-ended questions and remain silent to let true concerns emerge.

• Reduce friction with phased rollouts, pilots, and flexible terms to make change feel safe.

To equip your team with Japan-specific sales skills and relationship-building strategies, explore our sales training and consulting programs.

Request a Free Consultation with Dale Carnegie Tokyo to strengthen your sales approach 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.