Why New Salespeople Struggle
New hires, whether they are brand-new to sales or just new to the company, almost always take time before they start delivering results. Yet leaders in Japan often expect immediate miracles. The reality is that ramp-up takes time, especially in a culture where relationships drive business. Even experienced people entering a new organisation need months to learn internal systems, client expectations, and industry nuances. When unrealistic expectations are placed on them from day one, they start their career already on the back foot.
Mini Summary: Unrealistic day-one expectations ignore how sales in Japan actually work — relationships and systems take time to build.
What Makes Recruitment So Expensive?
Recruiting salespeople in Japan is costly, partly because talent is scarce. Agencies often charge fees of around 35–40% of the first year’s base salary. Add to that the salary itself — especially for English-speaking salespeople, who can command 20–30% higher compensation — and the initial outflow of money is massive. The problem is that while expenses flood out from day one, revenue from the new hire trickles in slowly. This creates enormous pressure on sales leaders, who then expect results too quickly. It becomes a vicious cycle: high cost, unrealistic demands, early disappointment.
Mini Summary: With recruiting fees and salaries high, companies demand too much, too soon, from new sales hires.
Why Superficial Training Fails
Many firms assume salespeople “already know how to sell” and restrict onboarding to product knowledge. The new hire is shown the catalogue, given a few manager-accompanied visits, and then sent off to perform. But very few Japanese salespeople have ever received professional sales training. Most only get a thin slice of OJT — On the Job Training — and are left to figure the rest out. Without proper skills, they default to pitching randomly, relying on brochures and luck. Professional training, by contrast, teaches how to ask powerful questions, design solutions that match real needs, handle objections, and close the sale. A new hire with these skills instantly outperforms the average local salesperson who never learned them.
Mini Summary: Superficial onboarding wastes money. Proper sales training equips new hires with skills that immediately lift performance.
What’s Wrong with Sales Targets?
Target-setting in Japan is often based more on fantasy than fact. Leaders pluck numbers from thin air, with no real data behind them, and then demand the newcomer hits them. For someone in their first year, these inflated targets crush confidence rather than inspire effort. In our firm, we took a different approach. We built a spreadsheet tracking each salesperson’s revenue quarter by quarter from their day one. By analysing averages, we could see what was truly realistic for year one, year two, and beyond. This gives a scientific base for setting expectations, avoiding the destructive guesswork that drives people away.
Mini Summary: Data-driven targets build confidence and realism; fantasy numbers only drive frustration and turnover.
Why Retention is the Real Battle
Recruiting a salesperson is only half the job. Keeping them is the other half, and arguably the harder one. When we pile too much pressure on in the first year, many hires simply give up. The tragedy is that by then, they already have valuable product knowledge, client relationships, and maybe even professional training. Losing them means losing an investment of money, time, and credibility with clients. Worse still, some join competitors. I experienced this personally when a trained and client-connected hire quit and reappeared as our rival. That kind of loss stings and reminds us that retention must be protected at all costs.
Mini Summary: Overpressure kills retention. Losing trained, connected hires means losing your investment — sometimes to competitors.
So, What’s the Answer?
The solution is not revolutionary, but it is often ignored. Start with science in target-setting. Support it with real, professional sales training. Layer encouragement on top so new hires believe they can succeed. The combination builds confidence, reduces turnover, and protects your investment. It also creates a reputation for stability and fairness in the marketplace. Clients notice when your team is consistent and reliable. New hires notice when they are supported rather than crushed. Everyone benefits. The methods are obvious, but the discipline to execute them consistently is what separates sustainable sales teams from revolving-door disasters.
Mini Summary: Add science, add training, add encouragement — and you keep talent, protect investment, and win client trust.
