The Salesperson's Guide to 'Not Being Taken for Granted'

Charm is necessary. But you must not be treated lightly.

In sales, it's better to be liked by the customer. (That's obvious, right...)
You are pleasant, easy to talk to, and approachable.
You understand the other party's situation and can have a pleasant conversation. A charming salesperson already possesses a major weapon just by being that way.

However, today I am putting a 'stop' to this.

To promote consulting sales or enterprise sales—to generate what are known as large-scale deals—being 'likable and a nice guy' is not enough.

Your personality is good, you're easy to talk to, and you aren't disliked...
Yet, your emails are replied to later.
Appointments are easily changed.
The materials you requested are not sent to you.
Even though you are asked for additional proposals many times, you are never allowed to meet the decision-maker.
In the end, you are asked for a discount as a matter of course, with them saying, 'Other companies are cheaper.'

To use a slightly harsh expression, these are signs that you are being taken for granted.

Although this theme is extremely important in sales, it is rarely discussed head-on.
This is because the words sound sharp, rather than customer-centric.
'Let's get close to the customer,' 'Let's stand in the other person's shoes,' 'Let's think customer-first.' These are all correct teachings.
However, in the shadow of that correctness, there are times when a salesperson humbles themselves more than necessary, panders to the other party, and before they know it, becomes an 'errand boy who listens to everything.'

Not being taken for granted does not mean being arrogant. It does not mean intimidating the other party or trying to gain the upper hand.

What you should aim for is 'a salesperson who is pleasant but cannot be treated carelessly'. You are approachable, yet you command respect. You have charm, yet there is a healthy sense of tension in your work. While maintaining a customer perspective, you state your own opinions when necessary. That is the kind of salesperson you should be.

I have been involved in sales for about 20 years. I have seen countless salespeople and business negotiations, and there are several common behaviors among those who are not taken for granted. This time, I will write as vividly as possible, covering everything from the orthodox to the unorthodox.

The major premise: Do not feel guilty about being a salesperson.

Before talking about clothing, hairstyles, language, or discount negotiations, there is one thing that is most important.

Be confident.

Some salespeople look apologetic even before the negotiation begins. 'Sorry for taking your busy time,' 'Sorry for the sales call,' 'It's not a big deal,' 'If you could give me just a little time,' 'If it's not a bother.'
They may intend it as consideration for the other party, but every time they repeat these words, they diminish their own value.

Gratitude for their time is necessary. However, gratitude and apology are different.

You are not here to do something wrong. You are here to understand the other party's challenges, deliver information that might be necessary, point out unseen options or risks, and support better decision-making.
Yet, you apologize from the start just because you are a salesperson.
You don't want them to see through the fact that you are trying to sell.
You feel like you are stealing their time. You are not confident that your proposal truly has value.

That sense of guilt will always seep into your attitude.
Your voice becomes quiet. Your sentence endings trail off. You cannot state your questions clearly. You immediately agree with the other party's opinion. When spoken to a bit strongly, you immediately lower the price. The moment you are told 'I will consider it,' you hesitate to follow up.

And the other party senses that, too. The moment they think, 'This salesperson doesn't even have confidence in their own proposal,' an equal negotiation becomes difficult.

What a salesperson should feel guilty about is not the act of selling itself.
You should feel guilty about taking up someone's time while being unprepared. Forcing irrelevant talk on them for your own convenience. Pretending to understand when you don't. Failing to keep your promises. These are things you should feel genuinely guilty about.

However, if you are well-prepared, have the client's success in mind, and are confident in the value you can provide, there is no need to act apologetic.

Clients and salespeople bring different things to the table.
The client has knowledge of their own circumstances, challenges, and decision-making authority.
The salesperson has expertise, case studies from other companies, options, and technical solutions. Even if your roles and positions differ, there is no hierarchy in human dignity.

Be grateful. Show respect. Be charming. But do not apologize when there is nothing to apologize for. Do not shrink away. Do not fawn. Do not undervalue your own worth.

A client cannot proudly choose a proposal from someone who is ashamed of being in sales.

Every 'technique to avoid being pushed around' is built upon this confident stance.

If you are looked down upon, the content of your proposal will be taken lightly too.

The biggest problem with being looked down upon is not that the other person's attitude becomes poor. It is that your proposal will not be evaluated correctly.

People do not judge based solely on the content of a proposal. They apply a label—'Who is saying this?', 'Does this person seem reliable?', 'Is it worth spending time on this person's talk?'—and view the proposal through that label.

If they think, 'This person seems knowledgeable,' 'They are well-prepared,' or 'They don't seem like the type to say irresponsible things,' they will listen to the same proposal seriously. On the other hand, if they think, 'They look young,' 'They seem inexperienced,' 'They'll do whatever I ask,' or 'They're just good for gathering information,' the way they treat you will change.

That is why salespeople must not take their first impression lightly.
The battle begins before you even start your proposal—or more accurately, before you even enter the conference room.

1. Keep your bangs off your forehead. Sales is not self-expression; it is an expression of reliability.

Let's start with something that might sound like lookism.
It seems like a topic that will divide opinion from the start.
However, appearance does significantly influence impressions.
Especially for male salespeople, I believe it is generally better to show your forehead.

It's not that a hairstyle with bangs is bad. It suits some people, and you are free to do as you like in your private life. However, in a sales setting, it is better to prioritize 'how you need to be seen by the other party' over 'what you want to do.'

Bangs covering your eyes. Touching your hair repeatedly while talking. Your expression being hidden every time you look down. Just these things can give the impression that you are childish, unreliable, or lacking in confidence.

Even if you have 100 personal reasons for wanting to keep your bangs down, if you lack the perspective of how it is received by the client, you have no merit as a salesperson. Sales is not a place to showcase your favorite hairstyle or outfit.

Sales is not self-expression; it is an expression of reliability.

'Class' in sales is not about having good taste. It is the power to discipline your own preferences for the sake of your objective.

2. For suits, look at the sizing, not the price.

This is not about saying you won't be looked down upon if you wear an expensive suit. In fact, if the brand is too prominent, it can have the opposite effect depending on the client. What is important is the fit, not the price.

A jacket with shoulders that droop. Sleeves so long that the shirt is completely hidden. Trousers with baggy waists. Conversely, slacks that are so tight the lines of the thighs are clearly visible. A shirt with a collar that gaps. A tie with a knot that is too small. A belt with an oddly long tail.

Each of these is a small thing, but people judge the whole from the details.
If there are gaps in your clothing, it looks like there are gaps in your work. If your belongings are cluttered, it looks like your mind is cluttered too.

The salesperson themselves might think, "No one is looking at things like that."
It is true that the other party is not consciously grading every single detail.
However, they are receiving it subconsciously.

You should be especially careful about the top of the desk during a business meeting.
Brightly colored notebooks, pens with characters on them, documents with curled edges, charging cords, earphones, smartphones, business cards that have been exchanged and then treated carelessly... Just this is enough to make the atmosphere of the meeting a little stagnant.

When in doubt about accessories, you cannot go wrong with "black."
A black pen. A black notebook. A business card holder that does not stand out. A bag without unnecessary decorations. Choosing black does not necessarily make you stylish, but it reduces the amount of information and makes you look composed.

Not being taken lightly is related to class.
And class is not about wearing expensive things.

Class is about self-discipline.

3. In the first 10 seconds, your movements are watched more than your content

A first impression is not determined only by the words of your greeting.
The speed at which you enter the room, how you close the door, where you stand in front of the chair, the timing of presenting your business card, where you place your bag, and the movements of laying out documents on the desk. In the first 10 seconds, the other party is receiving a surprisingly large amount of information.

Capable salespeople move quickly. However, this does not mean they are flustered. There is no hesitation in their movements.

Entering a conference room, not knowing where to sit, and looking around while holding your bag. Opening your bag once to take out a business card, not finding it, and searching another pocket. Realizing you have no charge after taking out your computer, and fumbling for a cable. When these small stumbles continue, the impression that you are "a person with poor preparation" builds up.

Conversely, saying "Thank you for your time today" while looking the other person in the eye and speaking in a voice that is clearly audible.
Proceeding to the indicated seat without hesitation.
Placing your bag at your feet.
Having your business card in a position where it can be taken out immediately.
After sitting down, having only your computer, notebook, and pen on the desk. Even just this much changes the impression significantly.

In sales, you are watched for tempo and rhythm before your ability.
A small voice. A trailing sentence ending. A slow response. Sluggish movements. In this state, even if you make a magnificent proposal, the content will not enter the other party's head.

A young salesperson does not need to force themselves to look older. What is necessary is to create the added value of "They are younger than I thought, but more solid than I expected".

4. Just looking at the homepage does not count as preparation

"Preparation before a business meeting is important." If it were just this, it is written in every sales book. What is important is what you investigate and to what extent.

Before a large business meeting, it is natural to look at the company's homepage and IR materials. Read the recruitment page as well. Look for interviews with management and officers in charge. Watch if there is a presentation video. If the other party uses note or X, check their past posts as well.

However, this alone does not go beyond the scope of 'proper sales'.
If you want to stand out from the crowd, you need to take it one step further.

For example, open Google Maps. It's not just for checking directions.
Walk around the company's neighborhood on Street View. What kind of area is the company in? Is the headquarters building new, or does it have history? Are there many factories or warehouses nearby?
Are there many restaurants? Which path do employees take from the station? If it's a regional company, I sometimes even look at the size of the parking lot and the movement of large trucks.

If I know someone who is familiar with that company, I will contact them.
'Have you ever done business with them before?' 'What is the company culture like?' 'What kind of topics does the president like to talk about?' 'Is there a sense of distance between the field staff and headquarters?' I'm not collecting gossip. It's to understand the 'body temperature' of that company, which cannot be seen from public information alone.

Before a business meeting with a certain company, while I was researching the surrounding area, I noticed that large-scale redevelopment was underway in front of the station. At the beginning of the meeting, I asked, 'The area in front of the station has changed quite a bit. Does this affect your hiring or commuting?' The other party was a little surprised and laughed, saying, 'You looked into it that much?'

The important thing was not that I was knowledgeable about the redevelopment.
It was that they felt, 'They really tried to understand our company that much.'

If you are told, 'You know a lot,' or 'You prepared that much,' early in a business meeting, the atmosphere changes. You are no longer just a product presenter. You move up a level to someone worth listening to.

People cannot treat someone who has prepared to understand them with indifference.

5. Even after arriving at the reception, information gathering is not over

When I was a salesperson, I would not arrive at the meeting place at the very last minute.
※Recently, there have been some close calls... I need to reflect on that.

You don't need to arrive so early that you make the other party feel uncomfortable, but at least arrive near the company 15 to 20 minutes early.

It's not just to prevent being late. It's to catch your breath. Let your sweat dry. Check your hair and tie in the mirror. Check your shoes for dirt. Move your business cards to a position where you can take them out immediately. Put your smartphone on silent mode. Turn off unnecessary notifications.

And even after entering the reception, observe.
What is displayed on the walls? Are there many certificates of merit? Are photos of past products lined up? Are the founder's words posted? Is the receptionist's greeting bright? Do employees passing by nod to visitors? Are there many young employees? Is the dress code casual? What are the meeting rooms named?

At one company, the meeting rooms were named after their successive flagship products. At the beginning of the meeting, I said, 'The meeting room names are all past products. That's very like your company.' The other party happily talked about the history of the products. From there, I could see the values that the company cherishes.

What is needed for sales is not small talk that gets a laugh.
It is observation that conveys respect for the other company.

However, don't overdo it and become like a detective. You don't need to show off everything you know. Preparation is not for showing off, 'Look how much I researched,' but for understanding the other party more deeply and creating better questions.

6. Seal away 'Yes, yes' and 'I see, I see'

Your choice of words conveys your age and competence more than you imagine. 'Yes, yes,' 'I see, I see,' 'for now,' 'maybe,' 'like,' 'honestly,' 'you know,' 'was that okay?' When these expressions pile up, the business meeting suddenly becomes light and unprofessional.

It is different if you are using colloquialisms intentionally.
However, in large business negotiations, that friendliness can be perceived as immaturity.

Conversely, just by using slightly more mature connecting phrases, your impression changes. 'To summarize,' 'On the other hand,' 'Let me set a premise,' 'To speak from a slightly different angle,' 'In my understanding,' 'Is there any discrepancy in our understanding so far?', 'This overlaps with what you said earlier,' 'Please forgive me.'

You don't need to use difficult words. In fact, salespeople who try to confuse others by lining up katakana words are the ones who get looked down on. What is important is to use Japanese that makes your thinking sound organized.

Even when the other party says, 'You are young,' do not be overly humble. If you keep repeating, 'No, no, I'm still not there yet,' you will truly be treated as someone who needs to be taught.

For example, you could reply, 'Although I am still young and inexperienced, my company has entrusted me with the responsibility and the opportunity to take on this challenge. I would like to share some information with you today, including my own experiences.'
Acknowledge your youth, but do not compromise on your expertise.

Being perceived as young is not a problem in itself. The problem is accepting the other party's interpretation that 'young equals unreliable' without question.

7. When asked a question, do not answer reflexively

When salespeople are asked a question, they want to answer immediately. This is because they fear silence.

'Can you do this?' 'Yes, I can.' 'How much is it?' 'It is XX yen.' 'What is the difference between you and your competitors?' 'Our company provides extensive support...'

Some people think that the faster you answer, the more competent you appear.
However, in consulting sales, this is not necessarily true.
People who answer everything immediately without confirming the premise appear shallow.

If asked, 'Can you do this?', reply by asking, 'I can. However, what state would need to be achieved for you to feel that your expectations have been met?' If asked, 'How much is it?', reply, 'On average, the market price is XX yen. But before that, may we align our understanding on the scope of what you expect from us?'

It is not about refusing to answer questions. It is about refining the inquiry so that you can answer correctly.

Taking a brief pause is also effective. 'Let me organize my thoughts,' 'There are two perspectives,' or 'The answer to your question differs depending on whether we look at the short term or the long term.' These few seconds create the impression that you are a person who thinks.

However, this does not mean you should act pretentious about everything. There is no need to cross your arms and remain silent with a difficult expression for simple confirmations. Answer immediately when you should. Only take a breath before answering things that require deep thought. That modulation creates a sense of composure.

8. Do not pander. However, do not start with a rebuttal

A salesperson who denies everything just because they don't want to be looked down upon is third-rate.
'That is wrong,' 'That way of thinking is outdated,' or 'That is not your company's real issue.' This is not being equal; it is just being rude.

On the other hand, a salesperson who agrees with everything, saying 'As you say,' 'Exactly,' or 'I understand completely,' will not be trusted either. The other party will eventually realize:
This person has no opinion of their own.
They are prioritizing not being disliked, or they are just agreeing to make a sale.

An equal salesperson first understands the other party's background. Then, if necessary, they present a different perspective.

'I understand the background that led to that idea. On the other hand, speaking from my experience seeing similar cases in the field, there are other risks.' 'I certainly agree that the method is faster in the short term. However, in the medium to long term, it may leave a different burden on the site.' 'This may be unpleasant to hear, but I feel it is something I should tell you.'

A salesperson who is not looked down upon is not someone who uses strong words.
They are someone who can convey difficult things without losing respect for the other party.

9. Do not say 'I can do it' to everything

Salespeople who are looked down upon cannot say they cannot do something.

"Please have the materials ready by tomorrow." "Understood." "Can you add this feature too?" "I'll check." "Can you make it a bit cheaper?" "I'll do my best internally."

It is important to meet the client's requests. However, if you accept everything, it is not a spirit of service, but a lack of boundaries.

In large-scale negotiations, you must clarify what you can and cannot do. "If I put everything together by tomorrow, the accuracy will suffer. How about we organize the key points by tomorrow and provide the formal proposal on Friday?" "Adding that feature would increase the operational burden relative to the current objective. May I ask for the background on why you think it is necessary?" "We cannot lower the price alone. However, it is possible to redesign the scope to reduce the investment amount."

Do not refuse; redesign the conditions. Do not reflexively follow the other party's demands; return to the objective. That is the attitude of a professional.

A salesperson who does everything is convenient. However, a convenient person is not necessarily respected.

10. When asked for a discount, remain silent with a gentle expression

Discount negotiations are the situation where a salesperson is most likely to be pushed around.

"The other company is cheaper." "Can you do something about it?" "I can't get this price approved internally." There are salespeople who panic and start talking the moment they are told this. "Of course, I will consider it." "How much would be possible?" "I'll consult with my boss."

The worst thing is to voluntarily lower your value by saying, 'I'll give you a discount, just let me know'.

At that moment, the other party understands: if I push, they will lower the price.

When asked for a discount, you don't have to answer immediately. Look the other party in the eye and accept it quietly. A few seconds of silence is enough. You don't need to make a scary face. Just stay calm with a gentle smile.

Then, ask, "Thank you for your frankness. Is the price itself the issue, or is the issue that you are not fully convinced of the return on investment?" Alternatively, say, "We can discuss lowering the price itself. However, we also need to decide what to cut at the same time."

The goal is not to refuse a discount. It is important not to let them negotiate price in isolation. If you are going to make it cheaper, change the scope. Change the duration. Change the structure. Change the conditions. Do not just cut profits; redesign the entire transaction.

Do not lose your smile. However, do not fold easily. This balance creates a salesperson who cannot be pushed around.

11. Seal away 'I'm available anytime'

There are salespeople who say, 'I'm available anytime' when adjusting schedules. It might seem kind. However, the other party will potentially take the upper hand, thinking, 'I am busy, and they are free, so they can accommodate me.'

You don't need to pretend to be busy. You don't need to hide your schedule. However, it is better to naturally convey that your time also has value.

"I can adjust for Tuesday afternoon or Wednesday morning." "If it's this week, I have availability after 4:00 PM on Thursday; if it's next week, I have some flexibility on Monday." Providing options is sufficient.

Even if last-minute schedule changes are repeated multiple times, it is better not to accept everything. "Understood. I will change it this time. From next time, it may be difficult to re-coordinate with the relevant members if it is a same-day change, so it would be helpful if you could let me know by the day before."

Be gentle, yet establish boundaries. An equal relationship is not something that forms naturally from the start. It is built little by little through your own behavior.

12. Keep small promises with abnormal consistency

So far, I have written about hairstyles, clothing, language, manners, and discounting. However, in the end, the salesperson who is least likely to be taken for granted is the one who keeps their promises.

'I will send it by the end of the day,' 'I will check on Monday next week,' 'I will look for case studies by next time,' 'I will provide an answer on Wednesday.' Keep these small promises reliably.

What is especially important is to act before the other party has to prompt you. If you say you will contact them on Monday, send it in the morning, not in the evening. If you say you will send materials, do not just attach the file; add notes on 'which pages you want whom to look at' and 'how they should explain it when forwarding it within their company.'

For meeting minutes, it is not enough to just list the conversation in chronological order. Divide them into 'decisions made,' 'remaining issues,' 'homework for both sides,' and 'items to confirm next time.' Make them ready for the other party to forward to their boss as is. Also, include suggestions for the next meeting date from your side.

When you do this much, you will be told, 'You have already organized everything,' or 'Your work is very thorough.' And then, a feeling will arise in the other party that 'I must also treat this person with proper respect.'

People find it difficult to treat someone who is more thorough than themselves in a sloppy manner.

A salesperson who is not taken for granted does not move the other party through intimidation. The precision of their work creates a healthy sense of tension for the other party as well.

13. Do not look busy; make them think you have 'standards'

I will also talk about a slightly unconventional approach.

In sales, having the other party feel that 'this person is handling many projects' or 'this company has standards for choosing work' can sometimes lead to trust.

However, bragging about being busy is counterproductive. 'I've been so busy lately,' 'My meetings were packed yesterday too,' 'I've been receiving consultations from so many clients.' If you say things like that, you will actually look smaller.

What you should convey is not busyness, but standards.

'As a company, we cannot support just any business. We value whether both sides can aim for the same goal regarding this theme,' 'If we cannot form the structure necessary for results, there are times when we will not accept the work,' 'We do not want to make this a half-hearted project for either your company or ours.'

When you convey this, the other party will feel for the first time that 'perhaps we are also on the side being chosen.'

Of course, you must not use this unless you truly have standards for declining work. Feigned toughness is immediately seen through. What is needed is not a performance to make your products look expensive, but having responsibility and standards for the work you accept.

The top 3 things practiced by salespeople who are not taken for granted

To summarize what we have covered so far, the practices of salespeople who don't get pushed around can be condensed into three main points.

Third place is 'eliminating gaps.' Hairstyle, clothing size, tie, shoes, pen, notebook, desk surface, language, and the way you enter a room. Even if each one is small, gaps are born from details. Not having gaps doesn't mean appearing perfect. It means not giving the other party unnecessary anxiety.

Second place is 'surprising them with the amount of preparation.' Just reading the website makes you like everyone else. Read what the other party publishes. See the site. Research the surrounding environment. Ask acquaintances. Observe at the reception. And at the beginning of the business meeting, make them say, 'You prepared that much?' The amount of preparation is silent respect.

First place is 'having your own standards.' Don't agree to everything. Don't take on everything. Don't offer discounts on everything. Don't pretend to understand what you don't. Communicate what is necessary, even if there is a possibility of being disliked by the other party.

At the center of sales where you aren't pushed around is not technique. It is your own standards. However, that is not selfish stubbornness. It is a standard for correctly and thoroughly doing what is necessary for the customer's success.

Finally. The technique of not being pushed around is a spice sprinkled on top of sincerity and integrity.

Up to this point, I have written about 'sales where you aren't pushed around.'
Lift your bangs. Use a black pen. Adjust the size of your clothes. Speak clearly. Don't answer immediately. Don't pander. Don't easily fold on discounts. Don't accommodate every schedule. Prepare so much that the other party is surprised.

If you only take these actions out of context, it might sound like a performance to look strong.

However, you must never misunderstand.

These are all spices that stand on top of sincerity and integrity.

Looking strong without substance. Acting dignified without preparation. Expressing opposing opinions without understanding the other party's circumstances. Refusing discounts without providing value. That is not sales where you aren't pushed around. It is just being unpleasant.

What is necessary for the foundation is to seriously think about the other party's success. Not deceiving about what you don't know. Keeping promises. Preparing even where it isn't seen. Prioritizing what is necessary for the other party over your own convenience.

Only with that sincerity and integrity do your demeanor and language have meaning.

You are charming. Easy to talk to. Easy to consult with. Yet, you have standards for your work. You cannot be easily deceived. You cannot be treated casually. Your proposals are worth listening to.

Such salespeople are chosen for consulting sales and large-scale business negotiations.

Dignity in sales is not about luxury goods. It is not about your own likes and dislikes. It is about disciplining yourself for the sake of a purpose.

And a salesperson who isn't pushed around is not someone with an intimidating presence. It is someone who disciplines themselves, shows respect to the other party, and takes responsibility for every detail of their work.

That attitude ultimately creates a relationship where they think, 'I will listen properly to what this person has to say,' 'I will also keep my promises to this person,' and 'I will try consulting this person on important matters.'

Not being pushed around is not a technique to win against the other party.

It is a technique for engaging with the other party as an equal and creating better decision-making together.

Notice

Books "Sales is" and "Sales is 2"

Sales is not a job determined solely by talent or sense. By understanding the customer, designing appropriate processes, and refining each action, it can be transformed into a repeatable technique.

"Sales is" systematically explains the mindset and sales processes that produce results. And "Sales is 2" is a book specialized in Fact-Finding™, considered the most important part of the sales process. It explains the "ultimate questioning technique" that produces surprisingly good results.

The concept introduced in this article—"not taking the customer's words at face value, but understanding the background behind them"—is also essential for viewing sales not as mere rhetoric, but as a technique for moving forward with the customer.

Thanks to your support, the "Sales is" and "Sales is 2" series has reached a cumulative total of approximately 130,000 copies. These are two books that I would like not only those who want to relearn sales from the basics to pick up, but also those involved in management and sales organization building.

We are holding "Sales is Academia 2"

For those who want to go beyond just reading the books and master these as techniques that can be used in the field of sales, we are holding a three-part online course called "Sales is Academia 2."

In this course, I will directly explain the knowledge and techniques I have cultivated in the field of sales, incorporating specific sales meeting scenarios and practical examples. While there are many opportunities to share my thoughts and trends on sales externally, there are almost no opportunities to systematically convey know-how that can be used in actual practice as a public course.

This is recommended for those who want to relearn sales, those who want to polish their sales meetings one step further, and those who want to bring back a common language and repeatable sales techniques to their team.

Both individuals and corporations can apply. If you want to change sales from a "job you can do somehow" to a "technique that can intentionally produce results," please join us.

About Masaya Imai

Director, Executive Officer, CMO
General Manager of Market Development Division
and Sales Evangelist at Celebrix Sales Research Institute®

Celebrix Sales Research Institute® As a sales evangelist, he conducts practical research activities and disseminates information at the forefront of sales, including corporate sales, corporate purchasing, and sales methods utilizing AI.

Published in 2021, "Sales is: Scientifically 'Controlling Results' Sales Techniques" became a bestseller among sales books. As the long-awaited sequel, in 2026, he published his latest work, "Sales is 2: Fact-Finding - The Ultimate 'Questioning Technique' for Surprisingly Good Results". The cumulative number of copies published exceeds 130,000. With easy-to-understand explanations tailored to the field and practical know-how, it has garnered overwhelming support from many salespeople and management levels.

Currently, as Director and Executive Officer CMO, he leads the company's overall marketing strategy and focuses on launching and promoting new businesses.
His most important mission is the evolution of the business portfolio.
He is focusing on sublimating the experience, know-how, knowledge, data, and methods cultivated through sales outsourcing and sales consulting into brand, IP, and licensing businesses as data alliance and know-how alliance businesses.

He is also involved in supervising and producing numerous notable projects, such as the sales information platform "YEALE" and one of Japan's largest sales entertainment events, "Japan Sales Collection".

Furthermore, leveraging my expertise as an Everything DiSC® Certified Trainer, I am broadly active in areas such as strengthening sales capabilities, improving presentation skills, and providing guidance on enhancing communication styles.

About Celebrix

Celebrix is a company that aims to be known as the go-to name for sales. We view sales—a job that tends to be highly dependent on individual talent—as a 'technology' and support companies in their sales transformation.

In sales, it is not uncommon for even those who are achieving results to be unable to fully explain 'why they were successful.' We transform sales know-how and knowledge, which often remain trapped in individual experience, intuition, and personal ingenuity, into processes, actions, and models that anyone can replicate. Over the past 29 years, Celebrix has systematized these principles of sales based on our experience of standing on the front lines of sales across all industries and sectors.

Recently, there has been growing attention on 'Sales Enablement' to build sales organizations that can continuously produce results. Furthermore, there is a greater need than ever for the ability to not just wait for existing customers, referrals, or inbound leads, but to proactively form hypotheses, reach out to prospective customers with whom there is no prior relationship, and generate large-scale deals and new proposal opportunities.

At Celebrix, we utilize systematic know-how, including our proprietary sales frameworks 'Consulting Sales Process (CSP®)' and 'BLUE MODEL™,' to support the creation of mechanisms that allow organizations to generate new deals and proposals without relying solely on specific top performers.

There is no single way to do this. Sometimes, in the form of sales outsourcing, we enter the front lines of our clients' businesses ourselves, leading transformation while conducting actual sales activities. Other times, we transfer know-how through consulting and training. Furthermore, we provide support to implement Celebrix's insights directly into daily business processes by incorporating them into data used to train AI in sales knowledge and judgment criteria, as well as into sales tools and applications.

Moreover, this is not limited to B2B sales. We develop various businesses based on the technologies of 'selling,' 'conveying,' and 'moving people,' including individual sales, sales support in retail and distribution sectors, recruitment, and various BPO services that leverage sales and communication skills.

We do not just talk about the right answers from the outside; we enter the client's organization, work together on the front lines, and implement sales technologies and mechanisms. We act as an engine that generates revenue growth for companies.

Celebrix is a company that pursues this kind of 'Sales Engineering'.
https://www.eigyoh.com/