Global focus: selling japanese style

Modern selling philosophy and modern selling practice are not the same thing. That is, what ought to be and what actually occurs may be worlds apart. The incommensurability of philosophy and practice is perhaps particularly acute in the United States, where organizational structures and personalities make it difficult for many Americans to behave according to the six principles underlying modern selling practice. For example, the individualistic style and competitive spirit that are part of the American psyche make it difficult for some salespeople to consider their customers’ needs as important as their own.

Japanese salespeople’s personalities are perhaps better suited to implementing modern selling philosophy. Respect is the foundation of Japanese selling. Being respectful (deferential to their customers and dedicated to their needs) is easy for Japanese businesspeople insofar as the feudal roots of Japan placed businesspeople at the bottom of the societal hierarchy. As one writer observes, «Today’s Japanese sales reps, if they’re good, still behave as if they’re at the bottom of the social ladder, respecting and trying to satisfy their customers».

The Japanese selling style is sometimes referred to as “wet” – implying that it is flexible, accommodating, caring and human. The American style is more likely to be “dry” – or more inflexible, logical, and cut-and-dried. A notable distinction in how the wet and dry are manifested concerns customer service. Upon being informed of a customer problem, an American sales representative might simply just pass the problem along to the technical support staff with hopes that the problem will be resolved. Japanese sales reps, on the other hand, will personally become involved in solving the problem, work with the support staff, and submit a report to the customer explaining why the product failed and what has been done to prevent that failure from happening again.

Sales & Marketing Management magazine conducted a nonscientific survey of American sales managers who work for Japanese companies to learn whether Japanese marketing and sales personnel are different from, and perhaps better than, their American counterparts. Some of the key findings are these:

• Because individuality and independence are not as highly valued in Japan as America, Japanese marketers and salespeople are less inclined to take credit for successes or blame others for failures.

• Japanese companies, even those located in the United Sates, rarely use nonfinancial incentives to recognize, praise, or reward salespeople foe successful performance. Good performance is simply expected, and special praise is deemed unnecessary.

• Because loyalty to one’s employer is a fundamental characteristic of Japanese society, commissions are generally an unnecessary component of compensation packages. Salespeople consider it their duty to create business for their companies; it is the honorable thing to do, and no special compensation is required for doing what duty demands.

• Because Japanese typically stay with one company for their entire professional lives, there is a greater tendency than in the United States to focus on long-term results. American businesspeople, by comparison, frequently switch jobs; hence, compensation and incentive packages are tied to short-term results.

• Japanese businesspeople are more dedicated to their companies than are Americans. Accordingly, Japanese tend to work longer hours, oftentimes working (at least entertaining) until midnight².