Episode 374: Selling in Japan: Why Two Out of Six Is a Win

Sales is a lifelong study. We never reach the point where we know it all, especially in Japan where the rules of engagement are often invisible and unspoken.
I’ve spent decades reading and listening to the masters—J. Douglas Edwards, Charlie Cullen, Tom Hopkins, Brian Tracy, and Zig Ziglar. Today’s generation brings us trainers like Grant Cardone, Jeffrey Gitomer, and Victor Antonio.
Victor Antonio, in particular, resonates with me. Unlike many sales approaches that fit the American context but stumble in Japan, Victor’s methods adapt well here. In one of his Sales Influence podcast episodes, he introduced a framework that made me stop and think: a simple way to measure sales call success using the acronym BANTER.
He suggested that a truly successful call should score six out of six. Let’s walk through BANTER and ask: how does Japan stack up?
What is BANTER in Sales?
BANTER stands for Budget, Authority, Need, Timing, Engagement, Request. Each element can be scored either one or zero, depending on whether it was achieved during a sales call. A perfect call nets six points.
In Japan, however, things are rarely so straightforward. Acronyms built around English don’t translate well here, but the concept is still valuable. The challenge is applying it inside Japan’s unique business culture.
Budget: Why Is It Hard to Get Straight Answers in Japan?
The first element is Budget. Do we know whether the client has allocated funds for our solution? In most markets, you can ask directly. But in Japan, budget discussions are a minefield. Buyers often answer vaguely, fearing that revealing too much will encourage overselling.
For example, in many Western sales systems, transparency around budget allows tailoring of solutions. In Japan, secrecy is seen as protection. As a result, salespeople usually score zero on the “B” of BANTER here.
Authority: Who Actually Makes the Decision?
Next is Authority—are the people in the room empowered to make decisions? In Japan, the answer is almost always no. Consensus-based decision-making dominates. Even if supporters are present, final approval often lies with unseen decision-makers sitting elsewhere in the company.
This is known as ringi-seido, the Japanese system where documents are circulated for collective approval. That means the smiling face across the table may not have the power to sign off. Authority, in Japan, is diffuse and hidden. Score: zero.
Need: Do Buyers Express It Directly?
The “N” is for Need. Sales textbooks tell us to uncover client needs through careful questioning. But in Japan, even asking questions requires permission. The cultural default is to begin by presenting detailed solutions before exploring whether those solutions match the customer’s problems.
This reverses the order of a classic consultative sale. And it means that discovering true need is often left unfinished. Again, Japan likely scores a zero here.
Timing: Why Is It Always Urgent at the End?
“Timing” is about when the client requires the solution. In Japan, this is one area where sellers can score. Buyers are often clear about delivery schedules, because execution here is expected to be flawless and fast.
The paradox is that decision-making may crawl at glacial speed, but once a decision is made, execution must be immediate—sometimes even “yesterday.” Sellers can usually gather timing expectations and earn one point.
Engagement: Are Buyers Asking Questions?
The “E” stands for Engagement. Was the buyer genuinely interested—asking questions, wrestling with details, pushing for clarity? In Japan, buyers are known for meticulous questions and objections.
Interestingly, a lack of objections here signals disinterest. Healthy objections actually mean the buyer is engaged, probing for fit and risk. This cultural detail helps us score at least one point on Engagement.
Request: Did the Meeting Advance the Sale?
Finally, “R” is for Request—did the buyer ask for a proposal, a trial, or a second meeting? In Japan, meetings often end with “we will think about it.” That sounds like a brush-off in other markets, but here it’s genuine. Decisions must be vetted by unseen stakeholders, and vagueness buys time for consensus.
Still, this often means no clear request is made in the meeting itself. Score: zero.
Adding Up Japan’s Score
So where does Japan land on the BANTER framework? Out of six possible points:
• Budget: 0
• Authority: 0
• Need: 0
• Timing: 1
• Engagement: 1
• Request: 0
That gives us two out of six. And honestly, that feels about right. Selling in Japan is tough. If you can make it here, you can make it anywhere, because this is one of the hardest markets in the world.