[Seminar Report] Practical Webinar for Registered Support Organizations: Updating Sales Common Sense & Explaining Winning Patterns

We recently held a joint webinar hosted by Athleba titled
Practical Webinar for Registered Support Organizations: Updating Sales Common Sense & Explaining Winning Patterns
.

We shared real-world information from the field, including lead times until market entry and the shortest path to monetization.
To all the many registered support organizations who participated and watched,
thank you very much! 🎉

In this webinar, we focused on the issue that, as the Specified Skilled Worker system becomes more widespread,
the sales methods of registered support organizations are currently at a turning point where they need to be re-evaluated.

In recent years, as companies have gained a better understanding of the system,
traditional sales approaches centered on explaining the system have made it difficult to deepen business negotiations,
and more support organizations are struggling with issues such as
“sales becoming too dependent on individuals”
and “revenue not stabilizing despite an increase in the number of support cases.”

The structural challenge behind this is that sales methods have not kept pace with changes in the market environment and corporate needs, while success experiences from the early days of the system still persist.

In this article, we will deliver a seminar report focusing on the following points from the content shared during the webinar:

・Why sales centered on system explanation are becoming less effective
・The structural background behind why sales tend to lag
・The mindset of sales design common to successful support organizations
・Update points for registered support organizations to stabilize their results moving forward

Introduction

Now that the Specified Skilled Worker system has spread and companies have gained a better understanding, the sales methods of registered support organizations are entering a new period of re-evaluation.

Traditional sales centered on system explanation have become less effective, and we are hearing more concerns such as “business negotiations don't go deep,” “sales are dependent on individuals and unstable,” and “revenue isn't growing despite an increase in support cases.”

In this article, based on common concerns heard in actual sales settings and the commonalities of successful support organizations, we will organize the “sales update points” for registered support organizations to stabilize their results from here on out.

The structural background behind why sales methods tend to lag

The Specified Skilled Worker system is only about 6 to 7 years old, and the industry is still in a developing stage.

In the early days of the system, companies had little understanding, so there was a period when business negotiations were easy to advance just by explaining the system. Also, because many registered support organizations were established by taking over the flow of technical intern training, an environment existed where they could rely on existing networks.

As a result, the basics emphasized in general corporate sales—such as organizing value propositions, clarifying targets, and standardizing sales processes—tended to be put on the back burner.

Now that the market environment has changed, an update that returns to the “basics of sales” is necessary.

Changes in the focus of sales due to the progress of system understanding

Today's companies are beginning to have a certain level of understanding of the Specified Skilled Worker system. Therefore, there are increasing cases where business negotiations do not progress even if the system is explained carefully.

In sales settings, the question of “what points should we focus on?” is often heard. The background to these concerns is that the information companies are seeking has shifted from “understanding the system” to “solving problems.”

Rather than explaining the system itself, the focus has shifted to “value in actual operation,” such as what the benefits are for the company and how their anxieties will be resolved.

The Importance of Targeting Strategy

A pattern often seen among many registered support organizations is deciding on targets based on reasons like 'we happened to have talent available' or 'we have many acquaintances in companies'.

This is a 'product-out' mindset, which makes sales efforts prone to inconsistency. To generate stable results, market-in targeting based on the marketability of the sales area is essential.

Perspectives on Strategic Targeting

When setting targets strategically, it is necessary to organize at least the following perspectives.

• Understanding major industries

• Adoption status by sector

• Whether to target headquarters or branch offices

• Organizing the number of companies and market size

Once targets are defined, consistency is created in materials, sales pitches, and proposals, enabling highly reproducible sales that do not rely on individual skills.

Problem-Solving Approach to Deepen Sales Negotiations

In sales settings, there are many cases where negotiations do not deepen because too much time is spent explaining the system. Examples of such tendencies include using old system materials as they are, focusing too much on comparisons with technical intern training, or explaining data and national information in too much detail.

However, what companies are currently concerned about is not the details of the system, but 'to what extent their own worries will be resolved'.

Concerns of Companies That Have Not Yet Adopted the System

• Retention

• Japanese language proficiency

• Living and work support

• Presence of additional costs

Concerns of Companies That Have Already Adopted the System

• Securing better talent

• Improving Retention Rates

• Materials for Comparison with Other Companies

A topic that often comes up in sales situations is how to approach companies that have already implemented the system. By avoiding explanations of the system itself and instead 'making contact with specific personnel proposals,' it is easier to lead to results, and there are cases where a high closing rate is maintained.

Summary

Sales tend to be personal, but to stabilize results, it is important to make sales reproducible as a system.

By organizing targeting, phase-specific materials, standardization of sales processes, and improvements based on data, you can create a situation where anyone in charge can achieve consistent results.

Now that the market has matured, it is the perfect time to shift sales from 'relying on experience' to an 'organizational system'.

Start by articulating 'who you are selling to' and 'what problems you are solving,' and review whether your sales design relies on explaining the system.