A client once told me:
"We’re leaving Japan to our reseller."
"We’ll think about selling in Japan once the product is proven."

I’ve heard this from more than 15 SaaS companies. Their reasoning is understandable, yet in many cases, the product’s landing pages remain in English or are simply auto-translated.

Many overseas SaaS assume that entering Japan means signing a reseller agreement. It seems easier at first, but in the early stages, it’s a trap. Relying solely on resellers stops the feedback loop between Sales and Marketing and prevents the product from learning from the market.

Why Sales Suffers

In early Japan GTM, Sales leadership is crucial. Explaining the product, clarifying misunderstandings, and building trust requires someone who deeply understands the product. If left entirely to resellers, this process stalls, creating costly adjustments later.

Resellers tend to prioritize deals that are quick to close and have low explanation costs—such as subsidiaries of Japanese companies already familiar with your product abroad. These customers are not the true target for broad adoption in Japan.

As discussed in Why Japan’s SaaS Market Works Differently?, the Japanese ecosystem is unique. Building trust and learning from customers takes time, careful attention, and iteration. Typical Japanese buyers involve multiple stakeholders and take a cautious, consensus-driven approach to decision-making.

If your early GTM relies only on resellers, your understanding of the true target is distorted, and market learning slows dramatically.

Why Marketing Suffers

When resellers are involved, landing pages, messaging, and CTAs often remain fixed. Without continuous testing and iteration, Marketing cannot optimize effectively.

If landing pages aren’t properly localized, it’s impossible to tell whether low performance is due to the product itself or misaligned messaging. (For a deeper dive, see 5 Common Mistakes in Japanese Landing Pages)

Resellers also tend to highlight their own brand, leaving customers confused about whose product it actually is. This breaks the natural feedback loop between Sales and Marketing, keeping brand awareness low and slowing overall market learning.

Resellers as “Amplifiers,” Not Substitutes

Resellers can be excellent partners—but only after certain conditions are met:

1. Localized landing pages and product materials

2. Minimal internal Sales team for testing, learning, and iteration alongside Marketing

In early GTM, quality of learning matters more than quantity of sales. High-quality “failures” help you understand the market and refine your approach.

How to Prepare Before Relying on a Reseller

For SaaS companies just starting in Japan, I recommend:

1. Conduct very basic market research

   Positioning, competitor analysis, and strategy. Resellers need clear guidance.

   
   

2. Localize your LPs and product materials

   Translation alone is not enough. Copy should align with local context and customer expectations. For example, one product marketed as “affordable” in Market A was auto-translated for Market B, where competitors were cheaper. The mismatch wasn’t noticed for years.

   
   

3. Maintain at least minimal internal Sales

   Ideally Japanese, or at least someone fluent in Japanese who can communicate effectively with partners. Early-stage GTM requires capturing why deals fail, where prospects hesitate, and who objects.

Conclusion

Many SaaS companies fail not because they chose the wrong reseller, but because they used one at the wrong stage. Early Japan GTM is not about increasing headcount—it’s about building a system that keeps learning alive.

Interested in expanding to Japan?

Start with a short Japan Market Entry Diagnostic to identify key gaps and actionable next steps. Book a 30-minute consultation and get your personalized 1-page report today.