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The Cutting Edge Japan Business Show

The Cutting Edge Japan Business Show

By: Dr. Greg Story
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Summary

 For succeeding in business in Japan you need to know how to lead, sell and persuade. This is what we cover in the show. No matter what the issue you will get hints, information, experience and insights into securing the necessary solutions required. Everything in the show is based on real world perspectives, with a strong emphasis on offering practical steps you can take to succeed.copyright 2022 Economics Management Management & Leadership
Episodes
  • Be Chatty When Presenting

    Be Chatty When Presenting
    May 17 2026
    Great presentations are not speeches delivered from a mountain top. They are conversations that make the audience feel included, respected and quietly persuaded. In Japan, where hierarchy, humility and group sensitivity matter deeply, the way we stand, speak, gesture and connect can either build trust or create distance. The best presenters know how to reduce that distance fast. Why should presenters be more conversational? Presenters should be conversational because audiences trust speakers who feel accessible, not distant. A formal stage, lectern, microphone, slide deck and commanding tone can all create a psychological wall between speaker and listener. In Japan, that wall can feel even higher because physical elevation and hierarchy carry cultural meaning. Standing above a seated audience often requires humility at the start. The same lesson applies in boardrooms in Tokyo, sales kick-offs in Singapore, leadership forums in Sydney and investor briefings in New York. People may respect expertise, but they are persuaded by connection. A conversational tone says, "We are in this together," rather than, "I am above you." Do now: Reduce distance early. Speak with the audience, not at them. How does hierarchy affect presentations in Japan? Hierarchy affects presentations in Japan because the speaker's physical and vocal authority can unintentionally imply superiority. That can weaken connection before the message has even begun. Japanese business culture, from keiretsu conglomerates to SMEs and professional services firms, places high value on respect, status awareness and situational humility. A presenter standing above the room, controlling the lights, slides and microphone, may look powerful but also remote. In the US or Australia, confidence may be read as leadership. In Japan, unsoftened authority may feel cold. The answer is not to become weak or timid. The answer is to balance gravitas with warmth. A short apology, a friendly tone and inclusive body language can reset the relationship. Do now: Keep authority, but wrap it in humility and warmth. How can speakers include the audience naturally? Speakers include the audience naturally by referring to real people in the room in a positive, respectful way. Mentioning someone's name can instantly turn a speech into a shared experience. For example, saying, "Suzuki san made an interesting point before we began," or "Tanaka san is a great example of this principle," makes that person feel recognised. It also tells everyone else this is not a canned lecture. This works in Japanese leadership training, B2B sales presentations, client briefings and internal town halls. The key is sincerity. Do not embarrass people, expose private comments or manufacture fake intimacy. Use names to build belonging, not to show off your networking skills. Do now: Before presenting, meet people. Then weave one or two names into the talk respectfully. What tone works best for persuasive presentations? The best persuasive tone is warm, chatty and authoritative at the same time. Think of a smart conversation over the backyard fence, not a grand oration in a five-star hotel ballroom. A conversational style does not mean flat, casual or sloppy. Monotone delivery still puts people to sleep. Strong presenters vary speed, pause before key ideas, emphasise important words and use vocal contrast. Dale Carnegie-style communication, executive coaching and modern presentation training all point to the same practical truth: audiences stay with speakers who sound human. The tone should feel conspiratorial in the best sense, as if the audience is being trusted with useful insight that matters to them. Do now: Replace "performing" with "sharing something valuable with people I respect." What gestures and eye contact make a speaker feel inclusive? Inclusive gestures and balanced eye contact make the audience feel invited rather than targeted. Open palms, calm movement and six-second eye contact create connection without pressure. A useful gesture is the broad, welcoming movement of drawing the audience toward you, as though including everyone in the same conversation. Another is pointing with an open palm rather than a finger. Finger-pointing can feel aggressive, especially in cultures where harmony and face-saving matter. Eye contact should be long enough to be personal, but not so long that it becomes invasive. Around six seconds per person is a practical guideline. Startups, multinationals, universities and sales teams all benefit from this because human attention responds to respectful focus. Do now: Use open hands, inclusive gestures and calm eye contact to lower resistance. Should presenters make fun of themselves? Presenters should use light self-deprecating humour because it reduces status distance and makes expertise easier to accept. The trick is to do it sparingly and naturally. When a powerful leader, professor, executive or technical expert takes themselves too seriously, ...
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    12 mins
  • Always Be Selling

    Always Be Selling
    May 10 2026
    In B2B sales, the real money is often not in the first deal. It is in the follow-up, the reorder, the cross-sell, the upsell, and the referral. Too many salespeople rush off hunting for the next buyer after the contract is signed, leaving serious revenue sitting on the table. Why should salespeople follow up after delivery? Salespeople should always meet the buyer after delivery because that is when satisfaction, problems, and future opportunities become visible. The sale is not finished when the agreement is signed; it is only entering the proof stage. In Japan, where reliability, timing, and quality control carry enormous weight, delivery performance can make or break the relationship. A buyer may have internal customers, supply chain deadlines, storage constraints, or senior managers watching the result. If the product or service arrives late, incomplete, or below expectation, the salesperson needs to know immediately and fix it fast. Do now: Get into the buyer's diary after delivery. Treat post-sale follow-up as part of the sales process, not as an optional courtesy. How does follow-up create more sales opportunities? Follow-up creates more sales opportunities because a satisfied buyer is far more open to repeat business, cross-selling, upselling, and referrals. The buyer has just experienced the reality of what was promised. Salespeople often become so busy chasing new accounts that they miss the warmest opportunity in front of them: an existing client who is happy. In B2B markets, especially in Japan, buyers often begin with a small order to test service quality, response speed, and consistency. If the seller passes that first test, the next order may be larger. Over time, trust compounds. Do now: Ask, "Are there other needs you currently have where we may be able to assist?" That simple question can unlock hidden revenue. Why is Japan a high-trust, high-risk-aversion sales market? Japan is a high-trust sales market because buyers are cautious, detail-focused, and highly sensitive to mistakes that disrupt their own customers. Risk aversion is not a weakness; it is a commercial reality. Compared with faster-moving US startup environments or more transactional markets, Japanese companies often prefer gradual confidence-building. A small first order may be a test of whether the seller can deliver consistently. Procurement teams, department heads, and end users may all be watching for reliability. One logistical failure can damage more than a single order; it can damage the buyer's internal credibility. Do now: Move quickly when problems appear. Speed, apology, correction, and prevention matter enormously in Japanese business relationships. What is the account development matrix in sales? An account development matrix helps salespeople see what they already sell, what they could sell, and where future opportunities exist inside each client account. It turns account growth from guesswork into a visible plan. Across the top, list each client. Down the side, list each product or service. Mark "A" for what you currently supply, "B" for high-probability opportunities, and "C" for lower-probability possibilities. This simple framework exposes how often salespeople get pigeonholed by the buyer, or by their own habits, into selling only one narrow solution. Do now: Before meeting a satisfied client, prepare the matrix. Walk into the conversation knowing what else may genuinely help them. How should salespeople ask for referrals? Salespeople should ask for referrals by narrowing the field, not by asking the buyer to think of everyone they know. A broad question creates mental overload. "Do you know anyone who needs this?" sounds harmless, but it forces the buyer to scan their entire universe. A better approach is specific: "Thinking of your golf group, is there someone who would also benefit from the solution you are enjoying?" That question gives the buyer a clear mental category and real faces to consider. The same works for industry associations, suppliers, business partners, alumni groups, or executive networks. Do now: Ask referral questions that point to a defined group. Make it easy for the buyer to help you. What should sales leaders teach their teams about post-sale selling? Sales leaders should teach that selling continues after the first contract because satisfaction is the gateway to account growth. The best sales teams do not separate closing, delivery, service, and expansion. For SMEs, multinationals, and professional services firms, post-sale discipline is a competitive advantage. The salesperson who checks satisfaction, solves issues, maps account potential, and asks for referrals becomes a trusted partner rather than a one-time vendor. In sectors such as manufacturing, training, consulting, technology, logistics, and B2B services, this approach protects revenue and expands lifetime customer value. Do now: Build post-delivery meetings, account matrices, and referral questions into ...
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    13 mins
  • Low Energy Doesn't Work When Presenting

    Low Energy Doesn't Work When Presenting
    May 3 2026
    Low Energy Doesn't Work When Presenting Why does low energy ruin a business presentation? If we do not grab attention and interest at the start, our message disappears. That is the core problem with low-energy presenting. A speaker can be intelligent, prepared, well read, and backed by strong content, yet still fail to leave any memorable impression. When the delivery lacks force, the audience hears the words but does not retain them. When the opening feels ordinary, the talk feels optional rather than compelling. Many business presentations fall into this trap. The presenter covers the material, answers the questions, and gets through the slides. On paper, the job looks complete. In reality, the talk does not create impact. The audience does not feel moved, challenged, surprised, or inspired. There is no sense of wow. The presentation simply fades away. Good is not enough. Competent is not enough. We need another ten degrees of heat. That extra energy changes how the room responds. It changes whether people lean in or tune out. Mini-summary: Strong content alone does not create a strong presentation. Energy and impact decide whether the audience remembers us or forgets us. What does a flat opening do to an audience? A flat opening tells the audience that nothing important has started. That is dangerous, because people arrive with full minds and fragmented attention. They are already thinking about emails, phones, meetings, deadlines, and the internet. If our opening sounds like a continuation of casual chat, we fail to draw a line between ordinary conversation and formal presentation. If the speaker's voice before the talk and at the start of the talk stays at the same level, and the body language also stays the same, there is no signal that the presentation has truly begun. The audience receives no energetic cue to stop, focus, and listen. If the speaker does not change gear, the room does not change gear either. This matters because first impressions are decisive in presenting. We only get a few seconds to secure attention. The audience must quickly feel that something worth hearing is now happening. Without that sharp transition, the message struggles to get into their consciousness. Mini-summary: A weak opening does not just feel dull. It actively prevents the audience from shifting into listening mode. Why do presenters need a stronger opening than they think? Presenters often assume that if they are prepared, the audience will naturally pay attention. That assumption is wrong. The audience does not arrive empty and ready. The audience arrives mentally crowded. Because attention spans are small and distractions are everywhere, we need to break into their awareness with deliberate force. We need a crowbar and a jemmy to get into the audience's full brain. Attention is not given automatically. We have to earn it. Our first words must tell people that the talk has begun, that they should pay attention, and that they should stop whatever mental activity came before this moment. A stronger opening does not mean random loudness or artificial drama. It means intentional design. We need opening words that carry hooks. We need a beginning that creates curiosity, tension, surprise, imagery, or credibility. A presenter who plans this well makes it easier for the audience to grant attention and keep granting it. Mini-summary: Audiences do not hand over attention for free. We must claim it quickly and deliberately through a purposeful opening. What kinds of hooks make an opening memorable? Several practical hooks help a presentation cut through. One option is story. If we lure the audience into a scene, they begin to picture it mentally. That matters because word pictures engage imagination, and imagination increases attention. Another option is a striking statistic. When a number surprises people, it interrupts routine thinking and makes the brain take notice. A third option is a quotation from a famous person. That can add instant credibility and frame the argument with authority. The common principle behind all of these hooks is design. We cannot leave the opening to chance. We must decide in advance how we will get cut through. A presentation opening should never be an accidental warm-up. It should be a calculated intervention. This is particularly important in business settings, where audiences often think they already know what is coming. A well-designed opening disrupts that assumption. It says this talk deserves fresh attention. Mini-summary: Memorable openings rely on deliberate hooks such as story, vivid imagery, surprising statistics, or credible quotations. Planning creates cut through. How do voice, eyes, and body language increase presentation power? Delivery creates physical presence, and physical presence helps capture attention. Five important resources are eyes, voice, gestures, posture, and positioning. These are not optional extras. They are part of the message. Voice comes first ...
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    11 mins
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