The Sales Japan Series

Dale Carnegie Japan
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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. Even if their company won't invest in training for them, this podcast provides hundreds of episodes with information, insights and techniques all based on solid real world experience selling in Japan. Trying to work it out by yourself is possible but why take the slow and difficult route to sales success? Tap into the structure, methodologies, tips and techniques needed to be successful in sales in Japan. In addition to the podcast the best selling book Japan Sales Mastery and its Japanese translation Za Eigyo are also available as well.

  1. 1D AGO

    Listening Skills

    Listening is the most underrated sales skill because it's the one that actually tells you what the buyer is thinking, not what you wish they were thinking.  Most salespeople believe they listen well, but in real conversations—especially under pressure—we drift into habits that feel like listening while we're actually rehearsing our next line. In Japan, in the US, in Europe—whether you're selling to an SME, a startup, or a multinational—buyers can feel when you're not fully present. Are you really listening to the buyer—or just waiting to talk? Most salespeople aren't listening; they're mentally queuing up their next point, and the buyer can hear the delay. This shows up in every market: a SaaS rep in San Francisco, a relationship banker in London, or an account manager in Tokyo can look attentive while their mind is sprinting ahead. The trigger is usually one "important" phrase—budget, competitor, timing—then your attention snaps away from the buyer and into your internal monologue. You're still hearing, but you're not taking in. That gap matters because buyers don't only communicate in words. In executive-level meetings at firms like Toyota or Rakuten, meaning often sits inside tone, pace, hesitations, and what goes unsaid. Post-pandemic, with more hybrid calls on Zoom or Teams, these cues are easier to miss—unless you deliberately train for them. Do now: Treat every buyer conversation like a live intelligence feed: if you're writing your reply in your head, you've stopped listening. What are the five levels of listening in sales? There are five levels—Ignore, Pretend, Selective, Attentive, and Empathetic—and most sales calls hover around levels 2 or 3.  Ignore doesn't mean staring at your phone; it can mean being hijacked by your own thoughts the moment the buyer says something provocative. Pretend looks like nodding, eye contact, "mm-hmm"—but your brain is busy building the pitch. Selective listening is the killer in modern B2B: you filter for "yes/no" buying signals, but you miss the conditions attached to them (timeline, stakeholders, risk concerns). Attentive listening is full-focus: no interruptions, no filtering, paraphrasing to confirm. Empathetic listening goes further—eyes and ears—reading what's behind the words and "meeting the buyer in the conversation going on in their mind." That's as relevant in procurement-heavy Japan as it is in fast-moving US sales teams. Do now: Identify which level you default to under pressure—and train upward, not sideways. What does "ignoring the client" look like if you're still in the room? You can "ignore" a buyer while looking directly at them—by following your own thoughts instead of their words. This is common when the client says something that sparks urgency: "We're also talking to your competitor," "Budget is tight," "We need this by Q2." The moment you latch onto that, the rest of what they say fades into the mist because you're fixated on the counterpoint you must deliver. In enterprise sales, this is where deals quietly die: you respond to the wrong problem, at the wrong depth, to the wrong stakeholder. In Japan, where meaning can be indirect and consensus-based, this is riskier—what's not said can be the real message. In Australia, where communication is often more direct, you can still miss the nuance in tone—especially in remote calls where you're juggling slides, notes, and chat. Do now: When you feel triggered, pause and mentally label it: "That's my ego talking—back to the buyer." Why do salespeople "pretend" to listen—and how can you spot it? Pretend listening happens when your body language says "I'm with you" but your mind is already pitching, defending, or debating.  You nod. You lean in. You look professional. But internally you're preparing the product dump, building the objection-handling case, or rehearsing the "killer story." It's the classic "lights are on, but you're not home" dynamic—common across industries like consulting, insurance, tech, and professional services. The modern version is worse: you're also glancing at CRM notes, Slack messages, or the next meeting timer. Buyers notice because your responses don't quite match what they said. You answer a question they didn't ask, or you jump too early. In negotiation-heavy environments (Japan, Germany, regulated sectors), this reads as disrespect. In faster markets (US startups), it reads as shallow. Do now: After the buyer speaks, summarise in one sentence before you respond with anything else. Is "selective listening" efficient—or does it sabotage sales outcomes? Selective listening is efficient for hearing buying signals, but it often sabotages effectiveness by skipping the context that makes the "yes" or "no" meaningful.  Salespeople are trained to hunt for signals: interest, hesitation, resistance. But if you only listen for yes/no, you miss the conditions attached—like internal politics, compliance concerns, implementation capacity, or fear of change. You also jump the gun: you hear the "no" early and start crafting your rebuttal while the buyer is still explaining why. The Japan example is instructive: because the verb often arrives at the end of the sentence, you're forced to hear the whole thought before reacting. In English, you can start manufacturing your reply mid-sentence, which feels fast but can be sloppy. Across APAC, where indirectness can be a politeness strategy, selective listening becomes a deal-killer because the meaning sits in the qualifiers. Do now: Don't respond to the first "yes/no." Wait for the full sentence—then ask one clarifying question. What's the difference between attentive listening and empathetic listening—and which closes deals? Attentive listening makes you accurate; empathetic listening makes you influential because it reveals what the buyer is really protecting.  Attentive listening is full presence: you don't interrupt, you don't filter, you paraphrase to confirm understanding. This alone differentiates you in any market—Japan, the US, Europe—because most professionals are distracted. Empathetic listening is the next level: you listen with your eyes and ears, tracking tone, body language, and what isn't being said. You sense anxiety behind a budget objection, or politics behind a "we'll think about it." You aim to "meet the buyer in the conversation going on in their mind," which is exactly what executive-level selling requires. In leadership cultures where saving face matters (Japan, parts of Asia), empathy helps you surface concerns safely. In direct cultures (Australia, US), empathy helps you avoid brute-force pitching and instead guide the decision. Do now: Paraphrase the facts, then reflect the feeling: "It sounds like timing isn't the only concern here." Conclusion If you want to sell more, stop trying to be more persuasive and start trying to be more present. The five levels of listening are a diagnostic tool: most salespeople drift between Pretend and Selective because their brain is busy performing. Attentive listening earns trust. Empathetic listening uncovers truth. And the fastest way to improve your buyer conversations is to practise listening where it's hardest—at home, with people who don't have to pay you to stay polite. Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

    12 min

  2. FEB 11

    Our Solution Provision

    The Five-Phase Sales Solution Cadence: Facts, Benefits, Applications, Evidence, Trial Close When you've done proper discovery—asked loads of questions about where the buyer is now and where they want to be—you earn the right to propose a solution. But here's the kicker: sometimes the right move is to walk away. If you force a partial or wrong-fit solution, you might "grab the dough" short-term, but you'll torch trust and reputation—the two assets that don't come back easily.  Below is a search-friendly, buyer-proof cadence you can run in any market—**Japan vs **United States, SME vs enterprise, B2B services vs SaaS—especially post-pandemic when procurement teams want clarity, proof, and outcomes, not fluffy feature parades. How do you know if your solution genuinely fits the buyer (and when should you walk away)? You know it fits when you can map your solution to their stated outcomes—and prove it—without twisting the facts. If the buyer needs an outcome you can't deliver, the ethical (and commercially smart) play is: "We can't help you with that." In 2024–2026, buyers are savvier and more risk-aware. They'll check reviews, ask peers, and sanity-test claims through AI search tools and internal stakeholder scrutiny. In high-trust cultures (including Japan) and high-compliance industries (finance, health, critical infrastructure), a wrong-fit sale becomes a reputational boomerang. The deal closes once; the story travels forever. Do now: Write a one-page "fit test": buyer outcomes → your capability → evidence. If any outcome can't be supported, qualify out fast.  What does "facts" mean in a modern B2B sales conversation? Facts are the provable mechanics—features, specs, process steps, constraints—and the proof that they work. Facts aren't the goal; they're the credibility scaffolding. Salespeople often drown here: endless micro-detail, endless Q&A, endless spreadsheets. Yes, analytical buyers (engineering-led firms, CFO-led committees) will pull you into the weeds—but remember: they aren't buying the process. They're buying the outcome from the process. Bring facts that de-risk the decision: implementation timelines, security posture (SOC 2/ISO), uptime/SLA history, integration limits, and measurable performance benchmarks. Then move on before you get stuck. Do now: Prepare a "facts pack" with 5–7 proof points (not 57 features). Use it to earn trust, then pivot to outcomes.  How do you turn features into benefits buyers will actually pay for? Benefits are the "so what"—the measurable results the buyer gets because the feature exists. If you can't link a feature to an outcome, it's just trivia. A weight, colour, dimension, workflow, dashboard, or AI model is not valuable by itself. It becomes valuable when it improves a KPI: reduced cycle time, fewer defects, higher conversion, lower churn, faster onboarding, better safety, tighter compliance. This is where classic sales thinking still holds up—think **SPIN Selling and the buyer's implied needs: pain, impact, and value. In a tight 2025 budget environment, "nice-to-have" benefits die quickly; "must-have" outcomes survive. Do now: For every top feature, write one sentence: "This enables ___, which improves ___ by ___ within ___ days." If you can't fill the blanks, drop the feature from your pitch.  What is the "application of benefits" and how do you make it real inside their business? Application is where benefits turn into daily operational reality—what changes in workflow, decisions, and results.This is the "rubber meets the road" layer. Don't just say "we improve productivity." Show where it lands: which meetings get shorter, which approvals disappear, which roles stop firefighting, which customers get served faster, which errors are prevented, and what leaders see weekly on dashboards. Compare contexts: a startup may care about speed and cash runway; a multinational may care about governance, change management, and multi-region rollouts. A consumer business might chase conversion and NPS; a B2B industrial firm might chase downtime reduction and safety incidents. Do now: Build a simple "Before → After" map for their week: processes eliminated, expanded, improved—and who owns each change.  What counts as credible evidence (and what "proof" actually convinces buyers)? Credible evidence is specific, comparable, and close to the buyer's reality—same industry, similar scale, similar constraints. "Trust me" is not evidence. Bring proof that survives scrutiny: reference customers, quantified case studies, independent reviews, pilot results, and implementation artefacts (plans, timelines, adoption metrics). The closer the comparison company is to the buyer, the more persuasive it becomes. This is also where storytelling matters: not hype—narrative. Who was involved? What went wrong? What changed? What were the numbers before and after? Analysts like **Gartner or **Forrester can help with category credibility, but a near-peer success story usually seals confidence. Do now: Collect 3 "mirror case studies" (similar buyer profiles) and write them as short stories: problem → actions → results → lessons.  How do you do a trial close without sounding pushy or sleazy? A trial close is a simple comprehension-and-comfort check that invites objections early—before you ask for the order. Done right, it's calm, not clingy. After you've walked through facts → benefits → application → evidence, ask: "How does that sound so far?" Then shut up. Silence is a tool. If they raise objections, good—interest is alive, and you can add pinpoint proof. If they say nothing (or go vague), start worrying: they may have already mentally deleted you as an option. This is the moment to clarify, re-anchor to outcomes, and confirm next steps in the sales cycle. Do now: Use one trial close per phase. Treat objections as data, not drama, and log them into your CRM as themes to address.  Conclusion: the cadence that keeps you credible and gets you paid This five-phase cadence works because it respects how adults buy: they need proof, relevance, and a clear path from "today" to "better." Keep the sequence tight—facts, then benefits, then application, then evidence, then a trial close—and you'll avoid the two killers of modern selling: feature-dumps and wishful thinking.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

    12 min

  3. FEB 3

    The Sales Questioning Model

    Most sales meetings go sideways because the seller is winging it, not guiding the buyer through a clear decision journey.  In a competitive market with limited buyer time, you need a questioning structure that gets to needs fast, keeps control of the conversation, and leads naturally to a purchase decision—without sounding scripted.  Do you actually need a sales questioning model, or can you just "follow the conversation"? You need a questioning model because buyers will pull the conversation in random directions and you still need to reach a purchase outcome. A lot of salespeople have little structure because they're untrained, they're used to winging it, or they hate being "shackled" by a system and want to be a free bird in the meeting. The problem is: you don't have unlimited time, and competitors are offering similar solutions, so you must get to a clear understanding of needs quickly and match a solution precisely. A model gives you a logical cadence and a "track of your choosing" so you can steer back to what matters when the conversation wanders. Do now: Go into your next meeting with a written question flow, not just a list of topics.  What are "As-Is" questions and why do they matter in discovery? As-Is questions establish the buyer's baseline—what they're doing now and how well it's working. You're mapping the current reality: what has the client been doing so far, what's working, what isn't working well enough, and what the situation inside the organisation looks like today. Sometimes buyers jump straight to where they want to be; that's fine, but you still need the "before" picture to measure the gap between current and desired states. Without the baseline, you can't diagnose properly, you can't quantify distance, and you're guessing at priorities. Do now: Ask three baseline questions before you pitch anything: current process, current result, current constraint.  What are "Should Be" questions and how do you uncover real goals? Should Be questions reveal what outcomes the buyer is aiming for—strategic, financial, or operational. Clients have goals whether they publish them or keep them private, and you need to know them to judge whether you can help. These goals might be in an annual report, an internal plan, or just in the head of the decision-maker. Your job is to get them into the open so you can measure fit and value. This is also where you start building a clear "destination" so the buyer can see the difference between today and the target state. Do now: Ask: "What does success look like this quarter?" then "What metrics prove it?"  What are implication questions, and why should you always include time? Implication questions create urgency by showing the downside of staying as-is—especially the cost of taking too long. The point is to plant doubt: can they hit the goal by themselves, fast enough, and cost-effectively enough? Time is the accelerator—because even if they could get there eventually, they usually don't have "100 years." Strong implication prompts include: "If things stay the way they are, will you still reach the target fast enough?" and "What happens if you don't meet the goal in the required timeframe?" You're not bullying them; you're helping them face the reality that no action has opportunity costs. Do now: Add one time-based implication question to every discovery call.  What are "Change" questions and how do they uncover your real sales opportunity? Change questions ask the key truth: if they know where they are and where they need to be, why aren't they there already? This is where your value often appears, because their answer exposes capability gaps, speed gaps, political roadblocks, or resource limits—exactly the reasons they may need you. The companion implication here is serious: if they can't make the necessary changes, will it damage the business? Markets don't wait around, and delaying change isn't neutral—it has a price. Your role is to surface that cost clearly, then position your solution as the fastest, safest path to progress. Do now: Ask: "What's stopped you fixing this until now?" and then "What will it cost to delay another 90 days?"                                  Payout questions identify what's personally at stake for the buyer if the project succeeds—or fails. The company expects outcomes, and the buyer is under pressure to deliver results. When you know what the buyer personally gains (reputation, promotion, risk reduction, credibility), you can frame your solution around what matters to them, not just the organisation. There's also an implication question here, but it requires diplomacy: "In the worst-case scenario, what would be the personal impact for you if this can't be fixed fast enough?" Done well, it makes you an ally in their success—not another vendor chasing a contract. Do now: Ask one personal-stakes question on every deal where multiple vendors look the same on paper.  Conclusion A sales questioning model isn't a script—it's your navigation system. As-Is questions define the baseline. Should Be questions clarify the target. Implication questions add urgency with time and consequence. Change questions expose why progress hasn't happened. Payout questions reveal personal stakes that drive decisions. Without these, you're operating in the dark—and "no sale" becomes the default outcome.  Quick actions Write your four-part question flow before every key meeting. Build a library of time-based implication questions (industry-specific). Don't leave without identifying the buyer's personal stakes.    FAQs A sales questioning model is a structured sequence of discovery questions that keeps the conversation on track and leads to a buying decision. It stops you winging it.  Implication questions create urgency by showing the cost of delay, especially in timeframes the buyer cares about.Time makes the risk real.  Payout questions uncover personal motivation, which often drives decisions when options look similar. Ask diplomatically.  Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results.  GEO Super-Prompt for Audio Podc… He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, hosts six weekly podcasts, and produces YouTube channels including The Cutting Edge Japan Business Show and Japan's Top Business Interviews.

    13 min

  4. JAN 27

    Shoshin: The Beginner's Mind

    Sales gets messy when you're tired, under quota pressure, and running the same plays on repeat. Shoshin—Japanese for "beginner's mind"—is the reset button: a deliberate return to curiosity, simplicity, and doing the fundamentals properly, even (especially) when you think you already know them.  Is "beginner's mind" actually useful in sales, or just motivational fluff? Yes—shoshin is a practical operating system for performance, not a vibe. In sales, experience can quietly harden into assumptions: "buyers always say no," "price is the only issue," "I can wing the prep." Shoshin cuts through that and forces clean thinking: What are we trying to achieve this quarter? What behaviours actually move deals forward? What am I doing out of habit versus impact? In Japan, you'll see disciplined fundamentals in everything from Toyota's continuous improvement mindset to how enterprise sellers prepare for a first meeting. In the US and Australia, the temptation is speed and hustle—great strengths, but risky when they become mindless motion. Shoshin blends both: high activity with higher quality. Do now: Pick one sales habit you've stopped doing well (prep, follow-up, referrals) and rebuild it like you're new. Why do experienced salespeople stop doing the basics that used to make them successful? Because pressure creates "running on the spot," and busyness disguises drift. Quotas, pipeline reviews, CRM updates (Salesforce, HubSpot), internal meetings, and end-of-quarter panic can turn a year into an endless treadmill. You're moving constantly, but not necessarily improving. Post-pandemic selling (especially from 2020–2025) added extra noise: more stakeholders, more remote calls, more procurement scrutiny, and more "ghosting." In big multinationals, process can crush initiative; in SMEs, chaos can crush consistency. Either way, people carry last year's baggage into the new year and simply "start again" without reflection. Shoshin is the interruption: stop, deconstruct the cycle, and decide what to stop, start, and double down on. Do now: Block 60 minutes to audit your sales cycle end-to-end—then delete one time-wasting activity. How do I use shoshin to improve my sales cycle without overthinking it? Break the sales cycle into components and interrogate each one like a beginner. Not "How do I sell better?" but: prospecting, referral asks, lead response, discovery, proposal quality, objection handling, negotiation, closing, and retention. This mirrors how elite performers operate in sport and in consultative selling frameworks like SPIN Selling (Neil Rackham) and Challenger Sale (Dixon & Adamson): diagnose what's actually happening, not what you hope is happening. In B2B enterprise, a tiny improvement in discovery quality can change deal velocity. In consumer sales, follow-up timing and clarity can lift conversions fast. Japan versus the US? Japan often rewards preparation and risk reduction; the US often rewards decisive action. Shoshin lets you choose intentionally, not culturally by default. Do now: Score each stage 1–10. Fix the lowest score first. What's the smartest way to ask for referrals without sounding awkward? Ask for a specific "group of faces," not an open-ended universe. The classic weak ask—"Do you know anyone who…?"—forces your client to scan their entire life and shuts them down. A shoshin-style referral ask is structured and easy: "In your Chamber of Commerce group… who else struggles with X?" or "In your golf group / industry association / leadership team… who's wrestling with Y right now?" This works across markets, but tone matters. In Japan, you'll often earn referrals through trust, consistency, and subtlety; in Australia and the US, you can be more direct—if you've delivered value and you ask with confidence. The point is: if you've served them well, you've earned the right to ask. Don't let past rejections train you into silence. Do now: Write two referral asks tied to specific communities your clients belong to. How fast should I follow up leads in 2025-style digital selling? Fast enough that you're top-of-mind while intent is still hot—usually within hours, not days. A common benchmark in digital funnels is a very short response window after someone opts in (newsletter, demo request, pricing page). The exact "best" timing varies by industry and region, but the principle is stable: speed signals professionalism and prevents competitors from getting there first. In startups, speed is easier because decision chains are short. In large enterprises, speed fails because lead routing is messy and ownership is unclear. Shoshin asks: do we actually have a system that gets lead details to the right person quickly—and do we treat that follow-up like a priority, not an afterthought? Do now: Test your lead process end-to-end today. Submit a lead and see how long it takes to get contacted. How much research should I do before contacting a prospect? Enough to earn the next conversation—without disappearing into "prep procrastination." When you start in sales, you're often a hungry detective. Later, complacency creeps in: "I know this industry," "I'll wing the call." Shoshin restores the edge: learn the company's priorities, business model, leadership signals, and context. As of 2025, this is easier than ever: LinkedIn, company sites, investor decks (if public), podcasts, YouTube interviews, job ads, and even executive posts. In Japan, where credibility and fit matter heavily, this prep can be the difference between a polite meeting and a real opportunity. In the US, it helps you personalise fast and avoid generic outreach. In B2B, find connectors—shared networks, shared customers, shared challenges. Do now: Build a 10-minute research checklist and use it before every first contact. Conclusion: shoshin is an unfair advantage when everyone else is exhausted Beginner's mind isn't about pretending you're new—it's about behaving like excellence still matters. When competitors drag last year's habits into this year unchanged, shoshin lets you reset: simplify, focus, rebuild fundamentals, and execute with intent. Do the basics sharply—referrals, speed, research, and cycle discipline—and you'll feel momentum return. Next steps (quick actions) Pick one stage of your sales cycle to rebuild this week (not all of them). Standardise your referral ask into two scripts for two different client "groups." Create a lead-response rule your team can actually follow. Use a 10-minute pre-call research checklist—every time. FAQs Beginner's mind doesn't mean being inexperienced—it means staying curious and disciplined. It's the habit of questioning assumptions and doing fundamentals well. Referrals work best when you ask for specific people in a specific group. Make it easy for clients to visualise who you mean. Speed matters because buyer intent cools quickly. Fast follow-up is a competitive advantage, especially in digital lead funnels. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

    13 min

  5. JAN 20

    The Buyer's Gap

    Clients don't need to do anything — and that's the brutal truth every salesperson meets early. If a buyer can stick with the same supplier, or do nothing at all, many will. The only thing that moves them is a felt gap between where they are now and where they want to be, plus a reason to bridge it now, not "sometime later". This piece unpacks how to surface that gap without bruising ego, how to test the buyer's DIY confidence with diplomacy, and how to quantify the pain of inaction so urgency becomes logical and emotional — the kind that actually triggers action. Why don't buyers take action even when they agree there's a problem? Buyers can agree there's a gap and still do nothing, because "no change" is often the lowest-risk option. In B2B and complex services, inaction is a decision: keep the incumbent, keep the budget, keep the politics calm. Post-pandemic (2021–2025), many firms tightened discretionary spend, so "we'll revisit next quarter" became a default script — whether you're selling into a Tokyo conglomerate, a US mid-market SaaS firm, or a European manufacturer. Procurement teams are trained to delay; senior leaders are trained to back their own judgement; and everyone is juggling competing priorities. Your job isn't to force urgency — it's to reframe the cost of waiting so the buyer persuades themselves. That's classic Challenger thinking and it pairs neatly with Dale Carnegie-style respect: tough on the issue, gentle with the person. Mini-summary: Agreement isn't action; urgency comes from reframing risk. Do now: Ask, "What happens if nothing changes by the end of this quarter?" What exactly is the "buyer's gap" in sales — and how do you diagnose it fast? The buyer's gap is the distance between the buyer's current reality and their desired future, measured in outcomes, not opinions. Think of it as a before/after delta: revenue leakage, churn, quality defects, compliance exposure, missed hires, stalled strategy. In Salesforce or HubSpot terms, it's the difference between "pipeline health today" and "forecast reliability we need by FY2026". In SPIN Selling language, it's the implication of the problem, expressed in business impact. Diagnosing it quickly means anchoring in concrete targets (KPIs, SLAs, customer NPS, cycle time, cost-to-serve) and a timeframe (this quarter, next six months, before a product launch). Compare contexts: Japanese decision-making often needs broader internal alignment; US teams may move faster but demand ROI proof; both still require clarity on what "better" looks like and what "staying put" costs. Mini-summary: A gap you can't measure becomes a gap you can't sell. Do now: Get the buyer to state one KPI and one deadline they'll be judged on. How do you test a buyer's DIY confidence without insulting them? You don't tell leaders they're wrong — you ask questions that let them discover the limits of "we can do it ourselves". Most executives have strong self-belief. If you attack it, you'll trigger defensiveness and stall the deal. Instead, use diplomatic, diagnostic questions that probe resourcing, capability, and trade-offs: "Who owns this internally?", "What will they stop doing to make time?", "What's the plan if your top performer leaves?", "How will you measure progress in 30 days?" That's subtle pressure, not arrogance. It's also psychologically smart: people trust conclusions they reach themselves (behavioural science 101, think Kahneman). In Japan, where saving face matters, this matters even more; in startups, the risk is overconfidence and bandwidth collapse. Your goal is respectful doubt — enough to show that DIY has hidden costs and timelines. Mini-summary: Self-persuasion beats salesperson persuasion. Do now: Ask, "What would have to be true for DIY to work on time — and what usually gets in the way?" How do you create urgency without sounding manipulative or desperate? Urgency isn't hype — it's a credible timeline tied to consequences the buyer already cares about. Manipulative urgency ("discount ends Friday") works in low-stakes retail; it backfires in enterprise sales. What works is a shared clock: contract renewals, regulatory deadlines, board reviews, hiring cycles, seasonal demand, or tech deprecation. As of 2025, AI and cyber risk conversations have made timelines sharper — but buyers still resist if the consequence is fuzzy. So you build urgency with cause and effect: "If implementation slips past March, your Q2 launch misses the marketing window", or "If churn stays at 12% for another two quarters, CAC payback blows out". Use comparative framing: multinationals have bureaucracy delays; SMEs have cashflow risk; both suffer when waiting compounds losses. Mini-summary: Real urgency is timeline + consequence, not theatre. Do now: Co-create a milestone plan and ask, "What breaks if we miss this date?" How do you quantify the cost of inaction when you don't have all the numbers? You don't need perfect data — you need credible ranges and the right questions to surface the buyer's own numbers. Opportunity cost sounds theoretical until you attach it to money, time, and risk. Start with what you can observe: volume, conversion, defect rate, cycle time, average deal size, staff turnover. Then use ranges: "If delays cost you 1–3 deals a month, what's that in gross margin?" or "If rework is 5–10% of project hours, what's that in payroll dollars?" Gartner and Forrester-style ROI thinking isn't about precision; it's about decision clarity. In heavily engineered sectors (manufacturing, logistics), buyers often have better operational metrics than they realise; in professional services, time-to-value is your lever. The key is to make the buyer feel the leakage with concrete estimates. Mini-summary: Concrete ranges create felt pain; vague talk creates procrastination. Do now: Build a simple "cost of waiting" calculator with the buyer in the meeting. What should sales leaders coach teams to do now to close the buyer's gap? Coach your team to run "gap conversations" that are respectful, evidence-based, and relentlessly action-oriented. This is not about being aggressive; it's about being professionally brave. Train reps to (1) diagnose the gap in one sentence, (2) test DIY assumptions with diplomacy, (3) quantify inaction in ranges, and (4) land a clear next step with a date. Role-play implication questions, not product pitches. Use call reviews to check whether reps anchored to a deadline and KPIs. Bring in frameworks: SPIN for problem/implication, Challenger for reframe, Dale Carnegie for relationship, MEDDICC for qualification discipline. In Japan, coach patience and consensus mapping; in the US, coach ROI and speed; across both, coach "action now" language that still feels respectful: "What would make it reasonable to start in the next 30 days?" Mini-summary: Skills, not slogans, create urgency. Do now: Add one KPI, one deadline, and one implication question to every discovery call script. Conclusion Most prospects won't move just because you're enthusiastic, or because your solution is objectively good. They move when the gap is real, measurable, and emotionally felt — and when they accept that DIY is riskier than it sounds. Your best persuasion isn't a monologue; it's a sequence of smart questions that lead the buyer to persuade themselves. Next steps for leaders Audit discovery calls for KPI + deadline + implication questions Build a lightweight "cost of delay" worksheet your team can use live Run weekly role-plays on diplomatic DIY-testing questions Align sales and delivery on realistic milestone plans (no fantasy timelines) Hold reps accountable to scheduling the next action with a date Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

    11 min

  6. JAN 13

    The Client Needs Analysis Process

    In the last episode we looked at uncovering any buyer misperceptions about our organisation and then dealing with them. How did that go? Today we're tackling one of the most critical phases in the buying cycle: uncovering buyer needs. Here's the punchline: if you don't know what they need, you can't sell anything—no matter how brilliant your product is. And buyer needs aren't uniform. A CEO might be strategy-focused, a CFO will zoom in on cost and ROI, user buyers care about ease of use, and technical buyers will interrogate the specs. That's the directional truth—then your questioning skills do the real work. How do you uncover buyer needs without guessing or pitching too early? You uncover buyer needs by analysing what you're looking for before you start asking questions or showing slides. Most salespeople do the opposite: they rock up, pitch hard, and hope something sticks. That's basically dumb. In Japan, especially, buyers often default to "safer" decisions—keep the incumbent, do nothing, delay, or create consensus through internal alignment (think nemawashi and ringi-style approvals). In the US or Australia, you might get faster objections; in Japan you'll often get silence, hesitation, or "we'll consider it." Same meaning: risk management. So don't wing it. Prepare a needs map first, then design questions that locate the priority need and the real decision logic across stakeholders. Answer card / Do now: Map needs first, question second. Don't pitch until you know what "success" looks like for thisbuyer. What is a buyer's "Primary Interest" and why does it matter more than product features? Primary Interest is the outcome the buyer cares about—not the tool, not the features, not your brochure. Buyers buy results: more revenue, improved efficiency, better safety, higher quality, greater flexibility, stronger ROI. If you spend the whole meeting talking about the "tool," you've missed the point. This is where B2B sellers get trapped—especially in tech, consulting, HR services, and industrial solutions. Features are easy to copy; outcomes are what justify budget. In a multinational procurement team, Primary Interest might be "standardisation across APAC," while an SME founder might want "cashflow certainty in the next 90 days." Same category, totally different language. Your job is to find the onehigh-priority outcome that makes the decision obvious, and keep coming back to it. Answer card / Do now: Translate your offering into a single measurable outcome the buyer cares about (time saved, risk reduced, revenue gained). What "Buying Criteria" do executives and procurement teams actually use? Buying Criteria are the must-haves that determine whether your solution is even allowed into the final decision. These are the basics: budget fit, required features, approvals, implementation effort, after-sales support, location constraints, quantity, quality, security, integration requirements, and vendor reliability. In enterprise deals, this often becomes a checklist: legal, IT, finance, procurement, and the business unit all have veto points. In Japan, buying criteria can heavily favour "proven suppliers" and "low disruption." In the US, you may see more appetite for a challenger vendor—if the business case is strong. In regulated sectors (finance, healthcare, infrastructure), criteria can be as much about governance and auditability as it is about performance. Quick checklist you can use in discovery: Budget range and approval path Non-negotiable features / specs Support expectations (SLA, training, local coverage) Timeline and resourcing constraints Answer card / Do now: Get the buyer's must-have criteria early—before you invest weeks chasing a deal you can't qualify into. How do you handle "Risk vs Reward" when buyers prefer doing nothing? Risk vs Reward is where deals stall—because "no decision" feels safer than change. In Japan, the safest move is often sticking with the current supplier or system. That inertia is brutal for salespeople. But here's the twist: doing nothing isn't free—it carries an opportunity cost. The buyer may lose market position, miss a turning point, or let a competitor strengthen their foothold. Post-pandemic, many firms tightened governance and became more cautious, even while digital transformation accelerated (a messy paradox in the 2020s). To shift this, you must quantify the return versus investment. If you can't provide credible numbers—time saved, defects reduced, revenue impact, risk mitigation—you're asking them to "trust you," which is not a strategy. Use conservative ranges if you must, but bring maths. Answer card / Do now: Reframe "no action" as a cost. Quantify the loss of delay in plain numbers the CFO can defend. Why should salespeople always ask "why" after an objection or hesitation? Because the first objection is often a symptom—not the real reason. I was talking to a President recently and he pushed for added value or a discount. The lazy move would've been to concede. Instead, I asked "why." Turns out headquarters required a form showing how he improved the supplier's offer. That's not a price objection—it's an internal process requirement. If I'd rushed in, I might have offered too much and trained the buyer to negotiate unnecessarily. This is universal. In a startup, "it's too expensive" might mean "we're unsure you'll deliver." In a conglomerate, it can mean "legal hasn't cleared this category." Asking "why" turns vague resistance into a solvable problem. And it keeps you from negotiating against yourself. Answer card / Do now: When you hear an objection, ask "why" once more than feels polite. You're not pushing—you're diagnosing. What is "Individual Motive," and how does it influence B2B buying decisions? Individual Motive is the emotional driver behind the business logic—and it's always there, even in "rational" organisations. People buy for personal reasons: recognition, promotion, job security, a bonus, avoiding embarrassment, beating internal rivals, gaining influence, or creating a quick win. Human nature is reliable: we prioritise our own needs first, company needs second—even when we don't admit it out loud. In Japan, this may show up as reputation protection and consensus safety. In Western firms, it may show up as "I want to be the person who drove this transformation." Either way, ignoring Individual Motive makes your message flat. It also explains why two buyers in the same company can want completely different things. The CFO may want downside protection; the user buyer wants simplicity; the project sponsor wants a career win. Answer card / Do now: Identify the personal win for each stakeholder—then connect it to the business outcome without sounding manipulative. Conclusion Uncovering buyer needs isn't a "nice-to-have." It's the foundation of selling. If you analyse needs across Primary Interest, Buying Criteria, Risk vs Reward, and Individual Motive, you stop guessing, stop pitching prematurely, and start having the conversations that actually move decisions—especially in high-inertia markets like Japan.

    12 min

  7. 12/30/2025

    Dealing With Misperceptions in Sales

    Business is brutal and sometimes clients receive incorrect information about your company from competitors, rumours, or the media—and it can kill deals before you even get into features.  Why do misperceptions about a company derail sales so fast? Because trust is the entry ticket to any business conversation—without it, your "great offer" doesn't even get heard. If a buyer suspects your firm is unstable, unethical, or incompetent, they'll filter everything you say as "sales spin" and you'll feel resistance no matter how good the solution is. This is especially sharp in relationship-heavy markets like Japan, where reputation risk is taken seriously, but it happens everywhere—Australia, the US, Europe—because buyers fear being blamed for a bad vendor choice. The worst part is misperceptions are often hidden: in strong relationships a client might tell you what they've heard, but in new relationships they may never mention it while silently disengaging. Do now: Treat "reputation risk" as a normal obstacle, not a rare exception—assume misperceptions may exist and plan to surface them early.  What's a real example of reputation damage caused by misinformation? A single error can wipe out trust at scale, and recovery can take years. A famous case involved a Japanese TV news report in 1985 that linked a wine adulteration scandal to "Australia," when the scandal actually involved "Austria"—a mix-up made easier because the country names sound similar in Japanese. The result was devastating: Australian wine sales in Japan collapsed and took a long time to recover. That story is a reminder that "fake news" doesn't need to be malicious to be damaging; sometimes it's a linguistic slip, a competitor's whisper campaign, or a lazy assumption repeated as "fact." In modern terms (as of 2025), misinformation spreads faster via social media and industry chat groups, so the impact can be immediate. Do now: Collect 2–3 "reassurance proof points" (stability, client results, certifications) you can deploy if a rumour appears.  How do you uncover negative perceptions the buyer isn't saying out loud? Ask directly, gently—and then shut up. The simplest line is: "So what are your perceptions about our organisation?" Then don't add a single extra word. Silence is the tool. If you soften it with excuses or explanations, you reduce the chance they'll tell you the truth. This matters because you can't fix what you can't see. Many salespeople are far too optimistic and assume the buyer starts neutral-to-positive. In reality, the buyer may have heard something ugly from a rival, read something outdated online, or had a bad past experience with someone "like you." Your job is to draw it out early, before you waste time presenting to a sceptic. Do now: Add the "perceptions question" to your first-meeting checklist and practise staying silent for 5–10 seconds after asking it.  What should you say when the buyer shares a negative belief (without getting defensive)? Don't argue—use a neutral "cushion" to buy thinking time. When a buyer says something negative, your instinct is to correct them fast. That's dangerous: defensive reactions make your mouth outrun your brain and you can say the wrong thing. A cushion is a neutral statement that neither agrees nor disagrees, and it lets you stay calm and professional. Think: "I see," "That's helpful to know," or "Thanks for sharing that." Then you choose your pathway based on what they said. This works across cultures: in Japan it protects harmony and face; in Australia and the US it signals maturity and confidence. Do now: Write 3 cushion phrases you can say naturally, and ban yourself from instant "No, that's wrong…" reactions.  What are the three best ways to respond: agree, dissociate, or correct? Pick the response that matches the type of misperception—partial truth, social proof gap, or factual error. Agree (with clarification): If it was true in the past, acknowledge it and update the reality (e.g., systems upgraded, issue eliminated). Dissociate (social proof): Show that other credible clients worked with you and got results—implying the fear didn't stop them. Correct (evidence): If it's factually wrong, provide hard proof to remove the concern. The skill is not choosing "the nicest" option—it's choosing the right option. If you try to "correct" something that's emotional or reputation-based without rapport, you can make them dig in harder. Do now: Build a mini playbook: one Agree line, one Dissociate line, and one Correct-with-evidence pattern you can reuse.  After you neutralise the misperception, how do you rebuild credibility and move forward? Shift into positive territory by highlighting your most relevant USP and expanding their view of your strengths—without turning it into a pitch. Once the concern is handled, you reinforce why you're the best partner by selecting the USP that fits their situation (not your favourite USP). This forces you to do your research: you may have many differentiators, but you have limited "face time," so bring the big guns. Then widen their understanding of what you can do—buyers often pigeonhole you into a narrow category based on outdated impressions. Expand the scope carefully: more capability, more depth, more proof—still conversational, not a monologue. Do now: Choose one "best-fit USP" for the buyer and prepare a 30-second credibility expansion that feels informative, not salesy.  Quick checklist: Dealing with misperceptions (copy/paste) Ask: "What are your perceptions about our organisation?" (and stay silent)  Use a cushion (neutral pause phrase)  Choose the right route: Agree / Dissociate / Correct  Present proof (not opinions) when correcting  Reinforce: best-fit USP + expand strengths (no hard sell)  Conclusion: what salespeople should do now Misperceptions are part of the rough-and-tumble of business. The naïve approach is hoping the buyer "probably thinks well of us." The professional approach is drawing it out early, handling it calmly, and then rebuilding trust with relevant proof. When you do this well, you don't just save deals—you protect your reputation and stop competitors (or random misinformation) from writing your story for you.  FAQs How do I stop getting defensive when buyers criticise my company? Use a neutral cushion first, then choose agree, dissociate, or correct. It buys time and prevents reactive arguments.  What if the buyer won't tell me what they've heard? Ask gently and then stay silent. The silence is what often prompts honesty.  When should I correct misinformation with evidence? When it's factually wrong and you can provide hard proof.Otherwise, clarify or use social proof first.  Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダā).

    12 min

  8. 12/23/2025

    Designing Qualifying Questions and Our Agenda Statement

    Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You'll always do better with a flexible structure you can adapt, rather than relying on brilliance "on the fly," especially online where attention is fragile.  Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don't plan, you'll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light structure keeps you adaptable without sounding scripted: you set the parameters, then fill in the details as the conversation unfolds.  Answer card / Do now: Build a reusable "question bank" and adjust it per client instead of improvising everything live.  What is the "permission question" and why does it matter? The permission question earns consent to ask sensitive questions from someone who doesn't trust you yet. You're effectively asking a stranger to reveal weaknesses in their business—something people naturally resist—so you must frame it as: you've helped similar organisations, you may be able to help here too, but you need to ask a few questions to find out.  This is especially important in relationship-driven markets like Japan, and still crucial in Australia and the US where buyers are wary of pushy sellers. Permission lowers defensiveness and increases honesty. Answer card / Do now: Memorise one permission line you can say naturally on Zoom, phone, and in-person.  What "need questions" actually uncover the real problem? Start broad, then narrow—because the first issue they mention is often not the biggest one. A clean opener is: "What are some key issues for your business at the moment?" If they struggle to answer, prompt with a realistic scenario from similar clients (for example, sales performance in a virtual environment) and ask whether that's true for them or if they're satisfied. Then ask what other issues are priorities, so you don't anchor on the first answer and miss the real driver.  Answer card / Do now: Prepare 3 "prompt examples" (common issues) to help buyers respond when your question is too broad.  Which qualifying questions reveal the scale (quantity) and constraints (budget)? Use quantity questions to size the problem, and budget questions to test seriousness without triggering defensiveness. A quantity question gives you the scale, like: "How many salespeople do you have who could benefit…?" That helps you calibrate your recommendation. Budget can be asked directly ("How much have you allocated?"), but many buyers won't share it—especially early—so you can work indirectly from team size and solution scope to estimate what's realistic.  Answer card / Do now: Write one direct budget question and one indirect "scope-based" alternative you can use when they clam up.  How do you ask the authority question without making it awkward? Ask who else has the strongest input, framed as necessary to help them properly. Buying decisions usually involve multiple stakeholders now, so you need to identify who matters early. Use wording like: "In order for me to help you, may I ask, apart from you, who would have the most interest and input into the buying decision?" It's respectful, it doesn't challenge their status, and it surfaces the buying committee.  Answer card / Do now: Add the authority question to every first meeting agenda—no exceptions.  What is an agenda statement, and how does it help control the meeting? An agenda statement is a simple way to guide the meeting flow while still staying flexible. You remind them why the meeting matters, outline what you'd like to cover, and then ask if they want to add anything—so the agenda becomes shared, not imposed. A practical sequence is: check their familiarity with your company (to correct misconceptions), learn what they're doing now and what systems they use, clarify future goals, uncover challenges blocking those goals, and—if there's a match—discuss how you could work together. Then invite their additions.  The conversation won't go in perfect order, and that's fine—your job is to ensure the key questions get answered while you still have the chance.  Answer card / Do now: Use a 6-point agenda statement, get agreement, then work through your question bank calmly—even if the order changes.  Simple meeting structure you can copy Permission question (earn consent)  Need questions (broad → narrow)  Quantity (size the issue)  Budget (direct or indirect)  Authority (map stakeholders)  Agenda statement (control flow + invite additions)  Conclusion: what salespeople should do now Qualifying isn't "being clever"—it's being prepared. Build a structure, customise it to the client, and then stay adaptable in the moment. The sellers who win in 2025 are the ones who can guide the conversation without sounding scripted, earn permission before probing, and leave meetings with real decision clarity instead of vague friendliness.  FAQs What's the biggest mistake in sales discovery? Improvising questions under pressure instead of using a simple structure you can adapt.  Why add an agenda statement at the start? It sets shared expectations and reduces random detours, while still allowing flexibility.  What if the buyer won't discuss budget? Use indirect sizing questions (headcount, scope, rollout timing) to estimate what's realistic.  Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.  He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

    13 min
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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. Even if their company won't invest in training for them, this podcast provides hundreds of episodes with information, insights and techniques all based on solid real world experience selling in Japan. Trying to work it out by yourself is possible but why take the slow and difficult route to sales success? Tap into the structure, methodologies, tips and techniques needed to be successful in sales in Japan. In addition to the podcast the best selling book Japan Sales Mastery and its Japanese translation Za Eigyo are also available as well.

Information

  • Creator
    Dale Carnegie Japan
  • Years Active
    2016 - 2026
  • Episodes
    482
  • Rating
    Clean
  • Copyright
    © Copyright 2022
  • Show Website
    The Sales Japan Series