Story San, We’ll Think About It
In Japan, this “We’ll think about it” response is often the result at the second meeting with the client. In the first meeting, the salesperson is establishing trust and credibility. They are trying to identify if they can actually be of assistance to the client or not. There will be permission sought to ask questions to better understand the buyer’s needs. In the second meeting, the proposal is presented, objections are dealt with and the seller tries to gain a client agreement to buy. Actually this is all fantasy and not what happens.
In reality, the Japanese salesperson gets straight into their pitch and starts bombarding the client with all the nitty gritty features of the product or service. They get to the end and then wonder why the client doesn’t buy and all they hear is “we’ll think about it”. In this case, the clients are using this answer to get rid of dud salespeople.
Sadly, even if you are a pro and were following a proven sale’s process, where you did all the necessary steps, you will still often get this response of “think about it” in Japan. This is usually because we have not gotten enough clarity during the questioning process. Sometimes we have misunderstood the client or they have not been clear enough themselves. It could be that there was a hidden objection they are reluctant to share with us and we have failed to address that concern, so no purchase can be made.
What do we do about this? We can certainly accept that they do need to think about it and we need to set the date for the followup meeting right there on the spot. We can try a formula from Victor Antonio, where we don’t accept that simple headline answer and we dig deeper. We can say, “when someone tells me they need to think about it, they means one of two things - they are not interested or are interested, but not sure. Which is it?”. If they say interested but not sure, then we question further about whether the purchase is a fit, whether the functionality is all there or not, or is it a question of finance?
The idea being that if the problem is anyone of these three reasons, we drill down further in order to understand how to handle it. If it is not a fit, why not? If the functionality is not there, what is missing and can we overcome that issue? If it is the money, then we look at how we might arrange the payment terms to allow them to make it in this budget cycle or spread it out over a few cycles.
In a Japanese buyer context, this line of questioning would be considered very aggressive and obnoxious. The buyer isn’t King in Japan – the buyer is God and it is not the place of pipsqueak salespeople to question God as to why they need to think about it. The group decision-making process in Japan almost ensures they really do need to think about it - together. The person receiving the sales call may be on board and may have been satisfied with the proposal, but they are rarely the sole decision maker. Inside the company, the buying decision will impact on various sections and the views and concerns of those groups need to be smoothed off, before anyone can make a final affirmative decision.
Trying to pressure the buyer during the sale’s call is meaningless, because that person still has to gain the internal alignment of the group on the next steps. It would make more sense if the seller instead addressed the issue of pushback toward the other internal parties who may have a problem with the decision to buy. In this case, rather than asking the person in front of us these aggressive questions, we could ask about other players involved.
For example, “Sometimes there are concerns from other interested parties about the appropriateness of the fit between our solution and your company’s needs. Do you foresee any internal concerns in this area? What about functionality – do you anticipate any difficulties with the functionality of our solution from within the other sections involved? What about the finance aspect, do you expect any resistance to what has been proposed?”.
In this way we can indirectly ask the buyer about the concerns without appearing to be questioning what they have just told us about they need to think about it. We can also take the opportunity to again provide antidotes to any concerns, because our interlocutor will be “our voice” during the inside meetings where the proposal will be discussed. We need to lead the witness, so to speak, to prepare for internal pushback. So when you hear “we will think about it” and you know you have done a good job of understanding the client’s needs and your proposal will help their business, just relax. Still definitely make that appointment for the follow-up meeting right there and then and get into their schedule but don’t keep pushing or you will hurt the trust you are trying to create.
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
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About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
