n the West, we often emphasise that inaction doesn’t necessarily mean safety for the buyer, and there is a real cost to taking no action. We talk about the “opportunity cost” of doing nothing. A buyer’s competitors aren’t stagnant; they’re actively seeking new advantages with something better or more advanced. The market is never still either, as it’s always shifting, and companies need to be agile to keep pace. Economic conditions are equally unpredictable, with movements in currency, oil, gold, agribusiness etc., and other factors creating constant change.

In this volatile environment, companies can’t afford to stand still. Innovation, adaptation, and flexibility are essential. Any opportunity to strengthen an offer relative to competitors must be seized and maximised. The ideal outcome is one where our offer can’t be easily compared to what salespeople know as the “Matrix from Hell.” This matrix, favoured by procurement departments, lists items to be purchased down the vertical axis and supplier names across the top on the horizontal axis. Prices are then compared, and the cheapest option is chosen.

We don’t want our offer to fall into this pricing matrix. Instead, we aim to differentiate our offer so that it defies easy comparison. We need to add value beyond price alone. If our offer lacks the necessary depth, we need to think creatively about what we can provide to stand apart, avoiding price reductions or loss-leader tactics. Our goal is to create “apples to oranges” comparisons, making it impossible for price to be the only factor in the buying decision.

As a result, we constantly highlight the downside of inaction to the buyer. In this VUCA world (volatile, uncertain, complex, ambiguous), how can any company feel confident doing things as they have always done them? The ground is shifting beneath our feet, and companies need to be capable of responding. As salespeople, we represent something new and different for the buyer, offering them a lifeline to navigate the daily VUCA challenges.

Do Japanese buyers see it this way? Unfortunately, they don’t. Change in Japan is a double-edged sword. Intellectually, it’s acknowledged as necessary, but buyers instinctively resist it. They closely associate change with risk. Culturally, Japan emphasises group dynamics, partly to disperse any risk among all members, so no individual is held accountable if things go wrong. Japanese salespeople, for instance, prefer bonuses over individual commissions, as they feel more comfortable being rewarded as a group.

Buyers share this perspective. They don’t want to be singled out over a purchasing decision. Collective agreement to change suppliers or add a new supplier feels much safer. The ringi seido system of collective decision-making perfectly suits this desire to spread accountability. By obtaining the seals or hanko of all key decision-makers on a proposal, the potential blame is shared if something goes wrong.

A salesperson parachuting in with their shiny idea about the opportunity cost of doing nothing quickly finds themselves in a thorny position in Japan. No one here is likely to get fired for missing an opportunity. Buyers fear mistakes far more than they fear a lack of urgency. With no pressure to act, talk of “missing out” seems quaint. Here, doing nothing isn’t equated with loss; in fact, it’s often praised, as it avoids risk and keeps the enterprise safe.

This cultural inertia partly explains Japan’s relatively small venture capital market, the lack of unicorns, and the many “zombie companies” that neither thrive nor disappear but manage to survive. Everyone involved seems determined to make no changes, ignore opportunity costs, and look away from change, hoping it will pass them by.

If you’re passionate about motivating buyers to embrace change or realise the consequences of opportunity cost, be prepared to feel like you’re talking to yourself. Japanese buyers see no upside to making changes and plenty of downsides, so they tend to hold their ground. That doesn’t mean we shouldn’t try, but we should avoid making opportunity cost our primary “hail Mary” play to close the deal.

One of the worst combos in sales is a virtual meeting online and the buyer says, “send me your proposal” or even more insane, you volunteer to send it. Even if you managed to sit down face-to-face with a buyer, do not under any circumstances finish up the meeting with this sentence, “I will send you my proposal”. Sale is hard enough as it is, so why do salespeople decide they are not living on the edge enough and make these types of ludicrous statements?

We usually get one hour in the first meeting to go through the first part of the sales cycle: build rapport with small talk, get permission to ask questions, ask questions to understand 1. where they are now, 2. where they need to be, 3. why they aren’t there already and 4. what will it mean for this individual if it all goes swimmingly?

This requires that as the salesperson, we shut up and let the buyer do most of the talking and that we take very good notes. One handy note taking technique is to divide the note page into four quarters representing these four questions and then write the answers in the corresponding quarter of the page. If you have missed something, it becomes immediately obvious, because there are few or no notes in that quarter.

In our proposal, we will outline what we have understood is their need. We will then outline what we suggest is the best solution to deliver on this need and then explain what it will cost. Of course we never ever use words like “price”, “cost”, etc and instead we only refer to the “investment”.

This sounds infinitely simple, but have we understood their need? Have they actually been totally forthcoming about the full gamut of their need? Are they holding back key information we need to know in order to provide the best solution for them? Why would they not share that critical information with us? We assume they want to buy something. Maybe they have a vague interest. We have managed to blag our way into a meeting with the buyer, but their motivation isn’t high. They may have a mild dose of curiosity or they may be a psychopath who loves to torture poor, unsuspecting salespeople.

Salespeople generally have poor listening skills. They are often not really listening completely, because they hear one piece of the puzzle and their brain inflames with an internal conversation about the clever next thing they are going to say. At this point, they actually stop listening to the buyer. Or they may hear an objection and the brain goes into overdrive with what they are going to say to destroy that objection. They stop listening to all the other vitals hints from the buyer about what they need, in order to concentrate on their sparkling riposte.

Consequently, what they regurgitate in the proposal may have missed the mark or more likely, missed key bits which the buyer needs to hear about in order to organise the Purchase Order. Given this likelihood, imagine what a disaster it is to send the document off and allow the buyer to sit there and silently think, “I am dealing with an idiot who has not understood fully what we need”.

Here is Dr. Story’s iron discipline sales requirement. When wrapping up the meeting, grab your schedule and make them open theirs and find a date and time for the next meeting. In that meeting, you will bring the proposal and go through it with them to make sure you have correctly and fully understood their needs. Get into their diary right there and then, because trying to do it later can be difficult and sometimes it never happens at all.

If they say, ‘just send it to me”, under no circumstances accept that statement. Instead, say “I will need to show you something, so let’s find a time for me to do that”. Do not dilute the power of what you have just said by adding to it with more justifications. Keep the strength of that bold statement intact, break eye contact, hold your pen at the ready, look down at your diary, and suggest dates and times.

We want to be sitting right across from them when we go through the details to read their body language reaction to what we are outlining. We want to make sure we have properly understood their needs and that our solution is attractive to them. We want to tease out any doubts so that we can deal with these spiky porcupines on the spot.

Hunting for new clients is difficult and expensive. Marketing tries to drive people who are seeking our solution to our door through the website, advertising, search words and SEO. That all costs a lot of money and the success ratio can be quite low. We attend networking events and these usually cost money too. Now our most fundamental sales goal is not a sale. We are desperately looking for the reorder. If we can get that, it means we don’t have to spend any more money on getting this client on board. We can amortise the acquisition costs across a stream of orders which brings our per buyer acquisition costs down substantially.

Another source of clients are clients. These people have bought from us in the past, but the trail has gone cold. Maybe they stopped and never resumed because of an internal crisis around money and they had to cut costs. Perhaps our champion got moved and their replacement has their preferred list of suppliers and we are not on their list. Maybe we screwed up an order and got cut. There are so many reasons to have lost touch with a buyer in Japan. It is made more difficult here because of the rotation of staff through different sections of the company, as they try to create an army of generalists.

Trying to get back on the bronco after having been bucked off is extremely tough. The people there now may not remember us at all. In effect, this becomes a cold call and we have to start again. We need some powerful tools to get back on their buying list.

Hopefully, we have a good record keeping system and we can pull up what we supplied previously, how long they were our client, who we were dealing with on their side etc. We will need to reference all of these details to gain credibility as a supplier. If they have never done any business with us, then there are many hoops to jump through, whereas being a previous supplier clears a lot of those hurdles.

We may have introduced a new product or solution since we last communicated. Often, we may have numerous solutions and they only selected one, when in fact we can solve a broad range of issues for them. This is the time to introduce any new products and also the range of existing products to them. What wasn’t required before may now be of interest. Perhaps a rival supplier isn’t doing a great job and we turn up as an alternative.

If we have something we can demonstrate or show as a solution that is helpful. In our case, as a training company, we can offer free refresher classes for their staff who are our graduates. The price is right, they know who did the training previously and in most cases those same people will still be working there. As we rerun what we previously supplied the people involved recall how good our solution was. They are possibly in more senior roles now and they may want this solution for their team. They may also be stimulated to look for what else we can do for them, as they recall their satisfaction with us a supplier.

If it happened that we screwed up previously, there may be a chance that the people who recall those details are no longer there and we can start with a clean slate. Japan, however, is pretty good at record keeping and our beautiful name may be mud and still listed on their blacklist of people to never use again and the conversation will go nowhere. I called on the same company after a couple of years break. The people I met were new, but I was amazed when they consulted their records and perfectly quoted what had been discussed in the previous meeting. Don’t underestimate Japanese record keeping prowess.

If they have a good memory of us and we have developed something new, then that can often be the hook to get us the meeting. They may be curious about what we have come up with and be prepared to hear us out. It is not easy, but it is easier than trying to blag our way into a meeting with total strangers, who have no knowledge of us and what we do.

We all have buyers who have fallen by the wayside and it is worth the effort to rekindle those relationships and try and restart the business. We could be leaving a lot of money on the table by not trying to reconnect. Chasing new buyers is expensive and hard so let’s get out our records and go back and touch base again and try and get some deals going.

Basically, we know that a third of the potential buyers we meet will never buy from us, another third will buy, but not right now and the remaining third are ready to go, if they can be convinced to take action right now. The issue though is when we meet them for the first time, we don’t know which bucket they fit into and we can waste a lot of time and energy thrashing around before we work it out. The knowledge gain process is not straightforward and there are a lot of traps and feints ahead of us, as we make our way forward into the impenetrable jungle. Is there a faster way? Perhaps if we can plumb the depths of our experience and identify some buying or non-buying signals this will help us speed things up.

Being salespeople, buying signals are difficult for us because we don’t take “no” for an answer. We will push for the meeting even in the face of resistance. Our sales exploits have informed us that the buyer who assures us he has absolutely no more than fifteen minutes to meet with us, will spend ninety minutes talking to us if we have what they need. We also know that “no” isn’t a permanent feature and things can change, so we never give up hope. It also means we go up a lot of dead ends and have to extract ourselves for the waste of time, black, smelly, squelchy bog we have become trapped in.

Let’s look at some loser situations we will encounter, when meeting potential buyers, as warnings to weight up the investment of our valuable time with them. I had a great lunch with the ebullient foreign President of this firm, which had been bought by a very large Japanese enterprise a few years earlier. He was excited about bringing our training into the firm to strengthen the sales team and to deliver the sales numbers the headquarters wanted. His Japanese CFO had been sent in from the mothership. That snippet of information should have sounded a warning bell for me. The lunch went well, he was excited and I was excited to get things going, so I ignored that deadly little trip wire.

That ebullience I should have realised was built on a foundation of sand within his own organisation and that the Japanese CFO actually pulled the strings not him. The lesson here is that when you know the firm has been purchased by a larger entity, or is a joint venture of some type, definitely check who has come across from the mothership and what positions they hold.

Look at the President you are talking to through that lens and ask some subtle but important questions about how decisions are made. What I should have done was to ask about how he was going to get the people to whom he reported to okay the purchase of the training I was proposing and then settle back and very carefully analyse his answer. I needed to strip his ego and bold front out of the equation and take a good look behind the velvet curtain to try and get a sense of who had the real power.

In the end, despite our conviviality at lunch, he just kept peppering my follow-up attempts with a string of excuses and stalls. The penny dropped eventually and I realised this deal was never going to happen, because he couldn’t convince his CFO to okay the expenditure. His ego can’t allow him to admit to me that he has little or no power within his own organisation, despite have the grand title “President” on his business card.

Another President who I have been chasing after for a long time now, tells me he wants our training, but my follow-up emails and calls never get a response. When I collar him at an event, we are both attending, he pleads he is so busy with this or that and so couldn’t get back to me, but he is still interested. Here it the conundrum. Yes, he is interested, but can he translate that interest into a deal with his firm? I know his industry is in turmoil and although the technical changes don’t directly affect his business, the overall industry direction does.

The chances of a deal happening seem slim, but the price of a regular follow-up email is not high. However, I shouldn’t invest any emotional energy into him whatsoever because only pain is in that future. What I don’t want though is he eventually gets religion about doing the training and wanders off with a competitor, because they were the last contact he had from a provider. That would really hurt if that happened. Things can change rapidly in business, but we just don’t know enough about the buyer’s internal situation to know when. Can you imagine if I finally corner him at some future event and he says, “Oh yeah, we did the training with XYZ company”. Would that be grounds for justifiable homicide?

The denizens of the upper floor, quiet, luxurious C-suites with expensive wall hangings and deep pile carpets, determine the changes the organisation needs to make to survive or to do even better. They expect everyone below to get behind their dispositions. Deep down in the engine room of the sales team, these changes are communicated by their boss. Usually, sales leaders become the boss because they lasted through two consecutive recessions and were the last one left standing or they were the star producer and were kicked up to management, many years ago.

Invariably, they received no leadership training on the way through, so they are constantly making it up, using trial and error as they go along. They may just bluntly tell everyone how it is and expect the salespeople will snap into line and obey the new direction.

Sales is an emotional rollercoaster of constant rejection, with hard sales targets and permanent instability. Somewhere in that firefight, the salespeople have carved out their own little world and cobbled together a construct, held together with string and adhesive tape, which allows them to survive or possibly thrive. Then the big bosses turn up and tear a hole in that neat little safe and sound world. Suddenly, the salespeople have to make changes to what has always worked and their sales leader is no help. What happens to their motivation?

Salespeople are already world class, gold medal winning whiners. It is always someone else’s fault as to why they can’t make their targets. The system requiring them to make this latest change has just handed out the ultimate all-weather, all season excuse for missing the numbers. Finding the path of least resistance is how most people operate and salespeople in particular, because they are permanently time poor. They cut corners and shave off service quality to ensure maximum speed.

Change means slowing everything down and recalibrating what needs to be done. These changes will often impact their clients and particularly in Japan, salespeople hate having to bring any changes to their buyers, which will affect their operations. How can salespeople adjust to change?

Decision One is whether to continue with this company or not? In Japan, there is a dearth of salespeople, so job mobility is at world recording breaking highs. Taking your clients and moving is super easy today, so their response to the changes is “goodbye big bosses, I am leaving with all my business cards, to work for the opposition”.

What about for those who choose to stay? First order of duty is to not rely on the boss for how to make the adjustment. Expect they won’t be much chop when it comes to this type of thing, as they are totally untrained for it. Salespeople have to work it out for themselves. Once that reality is accepted and the change is confronted directly, then some analysis is needed.

In any change, there are pluses and minuses and salespeople must run the ruler over where these are located. Are there any advantages to the buyers with these changes? If this is the case, then that is always going to be a great conversation and one the salesperson can look forward to initiating.

More likely, how can the negatives of these changes be minimised for the buyers? Ultimately, the salespeople have to be agnostic about what they think about the changes and be fully focused on what they mean for their clients. If the changes are a pain for the client, what can they do the reduce the amount of pain or what can they do to counterbalance the pain?

Maybe they can’t do anything and they consequently lose that client. Well salespeople lose clients all the time, so there in nothing unique in that. They also know how to find new clients, so they have to get busy with that activity and find clients for whom the changes are not an impediment to doing deals.

Salespeople have to be resilient or they cannot survive in the rough and tumble of the sales life, so adjusting to the new is built into their DNA. They won’t necessarily welcome or like the changes, but they can make them work because they are experts in adaption.