HeyJaredThe Sales Japan Series
The vast majority of salespeople are just pitching the features of their solutions and doing it the hard way. They are throwing mud up against the wall and hoping it will stick. Hope by the way is not much of a strategy. They do it this way because they are untrained.
- Indexed episodes, last 90 days
- 13
- Latest publication
- Sep 29, 2026
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- Earliest in this view
- Jul 7, 2026
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Reducing Friction In The Sales In Japan (opens the original)
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Inertia is one of the most powerful forces slowing sales in Japan. The buyer may already have a regular supplier. Or we may be introducing a solution they have never used before. In either case, buying from us requires change on their side. And in many Japanese buying situations, change is viewed first as risk , not opportunity. Doing nothing is easy. Staying with the existing supplier is easy. Changing systems, processes, vendors, internal responsibilities, budgets or routines is much harder. T
Pitching Preferred In The Japanese Sales Call (opens the original)
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In most modern sales environments, asking the buyer questions to understand their needs would be considered one of the most basic skills a professional salesperson should possess. Yet in Japan, questioning the buyer is often far less common than you might expect. Instead, many salespeople launch straight into the pitch. They explain the company, introduce the product, run through the features and hope something catches the buyer's interest. Why? It isn't simply poor technique. There are cultural
Boosting Our Champions In The Sale (opens the original)
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Getting a buyer interested in our solution is only the beginning of a B2B sale. In many organisations — and particularly in Japan — the person sitting across from us may have very little authority to make the final decision. Instead, we need that person to become our internal champion . They have to take our idea back into their organisation, explain it, defend it, overcome resistance and put their own reputation behind recommending us. That creates an important responsibility for salespeople. W
What About The Deals We Lost (opens the original)
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Salespeople spend enormous amounts of time thinking about the deals they won and the deals they lost to competitors. But there is another, potentially much larger category we often ignore: the buyers who didn't buy from anybody . That group should be fascinating to us. If the client didn't choose us but also didn't choose a rival, perhaps our problem wasn't the competition at all. Maybe the real competitor was doing nothing. That changes how we should think about selling. Why do so many sales op
Trust Is Everything In Sales (opens the original)
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Trust is not one element of a successful sale. Trust is the foundation supporting every other part of the sales process. A customer may like your product, appreciate your expertise and even agree that your price is reasonable. However, when they begin to doubt your reliability, judgement or integrity, the opportunity can disappear very quickly. This is particularly important when selling financial services, consulting, technology or any solution where the customer must accept uncertainty and pla
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