Thank you for this easy-to-digest summary of how many Japanese companies make decisions.
First, I am glad that you addressed the apparent anomaly of how decisions can be made in a top-down format at startups or other entrepreneurial-led businesses. My first job at a Japanese company was at such a firm, which had recently been acquired by the famously hierarchical Mitsubishi Corporation. The original founder was still the CEO and liked to fly by the seat of his pants, making almost all the important decisions. As you can imagine, the tension between these two management styles was palpable at times.
Recently, my colleagues in India and I pitched a fairly large project to a medium-sized Japanese firm. After waiting several months following a visit by two mid-level managers who continue to act as our primary access points to this prospect, we were recently told that they failed to gain consensus among top management to move forward. Although we offered to answer any remaining questions, meet with the executives at their headquarters, and make the proposal more cost-competitive, our contacts essentially asked us to "stand down" and continue to wait. Do you have any suggestions for how we should proceed?
Thanks for sharing this. There could be several reason why this does not move on. Was there initial interest in the product? So did you start a back and forth of questions and answers? Or was there only one meeting - and that's it?
I've made bad experiences with by-passing middle management and going directly to the top. This can back-fire, so I don't recommend it. We can continue the discussion off-line if you want.
I agree that there could be several reasons why this potential new deal has stalled.
I first made contact with this Japanese firm about a year ago, after they approached me. Thus, there was interest from the beginning. About three months ago, our two Japanese contacts at this company visited one of our facilities in India and spent more than two hours with two senior directors, with me joining from Japan via video conference to assist with interpretation, etc. We discussed the potential project in great detail.
The problem seems to be that our middle-management contacts, who are very supportive and want to work with our firm, have thus far been unable to convince their top management to move forward. Currently, it is not possible simply to meet with top management without an invitation. We have already suggested such a meeting.
It is probably best to remain patient and check in with our two contacts about once a quarter.
Following-up once a quarter sounds like a good idea. If your Indian colleagues do come over to Japan, I'd propose another face-to-face meeting. When I have people come over from HQ, I announce their visit at least 6-8 weeks in advance. This usually works like a charm, and brings the discussion to another level. Because in the run-up to the meeting, you will have plenty of touch-points to align the agenda and clarify open points. As you know, meetings are not the place for surprises.
Thank you for reconsidering this issue. Yes, making good use of visitors from abroad is a good suggestion. When I worked in Tokyo for an American medical device manufacturer, I used that strategy to crack difficult accounts.
Thank you for this easy-to-digest summary of how many Japanese companies make decisions.
First, I am glad that you addressed the apparent anomaly of how decisions can be made in a top-down format at startups or other entrepreneurial-led businesses. My first job at a Japanese company was at such a firm, which had recently been acquired by the famously hierarchical Mitsubishi Corporation. The original founder was still the CEO and liked to fly by the seat of his pants, making almost all the important decisions. As you can imagine, the tension between these two management styles was palpable at times.
Recently, my colleagues in India and I pitched a fairly large project to a medium-sized Japanese firm. After waiting several months following a visit by two mid-level managers who continue to act as our primary access points to this prospect, we were recently told that they failed to gain consensus among top management to move forward. Although we offered to answer any remaining questions, meet with the executives at their headquarters, and make the proposal more cost-competitive, our contacts essentially asked us to "stand down" and continue to wait. Do you have any suggestions for how we should proceed?
Thanks for sharing this. There could be several reason why this does not move on. Was there initial interest in the product? So did you start a back and forth of questions and answers? Or was there only one meeting - and that's it?
I've made bad experiences with by-passing middle management and going directly to the top. This can back-fire, so I don't recommend it. We can continue the discussion off-line if you want.
Thank you for your quick response.
I agree that there could be several reasons why this potential new deal has stalled.
I first made contact with this Japanese firm about a year ago, after they approached me. Thus, there was interest from the beginning. About three months ago, our two Japanese contacts at this company visited one of our facilities in India and spent more than two hours with two senior directors, with me joining from Japan via video conference to assist with interpretation, etc. We discussed the potential project in great detail.
The problem seems to be that our middle-management contacts, who are very supportive and want to work with our firm, have thus far been unable to convince their top management to move forward. Currently, it is not possible simply to meet with top management without an invitation. We have already suggested such a meeting.
It is probably best to remain patient and check in with our two contacts about once a quarter.
Following-up once a quarter sounds like a good idea. If your Indian colleagues do come over to Japan, I'd propose another face-to-face meeting. When I have people come over from HQ, I announce their visit at least 6-8 weeks in advance. This usually works like a charm, and brings the discussion to another level. Because in the run-up to the meeting, you will have plenty of touch-points to align the agenda and clarify open points. As you know, meetings are not the place for surprises.
Thank you for reconsidering this issue. Yes, making good use of visitors from abroad is a good suggestion. When I worked in Tokyo for an American medical device manufacturer, I used that strategy to crack difficult accounts.