Schedule the visit in advance. Before visiting a client, always schedule the visit time in advance. Showing up unannounced is disrespectful and rash, creating distrust and potentially ending the business relationship. Timing is also important. Generally, 9:00-9:30 AM and 2:00-3:00 PM are ideal. During these times, both parties are energetic and have ample time for in-depth discussion. If the conversation goes well, you can even extend it over lunch or dinner. For other times, consider the client's role and the expected duration. For example, if visiting an important client who likes small favors, schedule around 10:30-11:00 AM or 3:30-4:30 PM, then invite them to lunch or dinner after an hour of discussion. Avoid visiting right at the start of work hours, as clients are often busy with administrative tasks and not focused on business cooperation.
Research the client in advance. Know the client's name, gender, position, approximate age, decision-making power, expertise level, address/directions, phone numbers, and interests. If possible, also learn their ethnicity, hometown, education, and background. This information helps you communicate effectively and build rapport. A common mistake for newcomers is visiting with enthusiasm but no knowledge, thinking passion alone will win trust. That's a fantasy.
Prepare visit materials in advance. Bring company brochures, business cards, a laptop (for presentations and software demos, with wireless internet), a company-issued notebook (to record client questions and feedback), and if necessary, contract templates and price lists. Include product types, unit prices, total prices, discounts, payment terms, cooperation details, service agreements, and special requirements. If possible, bring small gifts—not too valuable, as clients might mistake them for bribes. The gesture is "it's the thought that counts." Chinese people value relationships and believe in this.
Prepare rebuttals against competitors. "Know yourself and know your enemy, and you'll never be defeated." Before visiting, prepare arguments against competitors, especially major ones. Don't wait until the last minute. Good visitors do extensive homework and identify key competitors. Clients often compare options before deciding. Prepare statements on: How are we different from competitors? What are our advantages? What are their strengths and weaknesses? What are our comparative advantages? This helps you win over the client's mind. If you don't know the competitors, assume the market leaders as your main competitors and prepare accordingly. This ensures you won't be caught off guard.
Determine the number of visitors. The number of visitors depends on the client and the nature of the visit. For routine visits with low technical requirements, one person is enough. For formal, important visits, especially those with high technical content, bring 2-3 people. A typical 3-person team divides roles: one for public relations and emotional connection (usually the salesperson), one for technical or professional discussions, and one for coordination or assistance. Many foreign and domestic companies use team visits to show expertise, strength, and respect. This approach is increasingly popular.
Arrive early. Always arrive early. Late salespeople are unwelcome and rarely succeed. Calculate travel time and allow for delays. It's better to wait than to make the client feel disrespected. Arrive 10-60 minutes early. If very early, use the time to familiarize yourself with the surroundings, calm nerves, and review your pitch. Call the client about 15 minutes before the appointment to say you've arrived. Calling 30-40 minutes early is rude and shows poor manners, making the client uncomfortable.
Follow the client's company rules. Many companies require visitor registration. Even if you have a good relationship, fill out the form properly—it's basic professionalism. Treat reception staff with respect, be sincere, smile, and don't disrupt their work or joke around. A colleague once chatted and flirted with waitresses during a training session, and the client's boss saw it, damaging our reputation and costing us effort to fix. While waiting, if the receptionist is free, briefly introduce your company, hand over your business card and materials, and subtly learn about the client company.
If the client cancels, leave politely. Clients may cancel due to busy schedules or emergencies. Ask the receptionist or call the client to understand. If the client is truly unavailable, reschedule rather than wait indefinitely. Waiting too long makes the client feel guilty and uncomfortable, possibly leading to resentment: "They don't get it—I said I'm busy. Do they think I'm easy?" This could even make them doubt your product's quality. Set a waiting limit (about 20 minutes). If exceeded, leave gracefully without showing frustration, say goodbye politely (via phone or receptionist), and schedule the next visit.
Mind your image during the visit. First impressions are crucial. If you appear steady, reliable, and professional, you've half-succeeded. Conversely, bad habits like crossing legs, flicking ash, scratching, slouching, using foul language, or lying create distrust and disgust, even affecting the client's view of your company. "Business is about being a good person," so maintain a good image.
Be confident. Be confident in your company, your products, and yourself. Marketing is about building trust. Clients first accept you, then your company and products. Confidence is key. Your passion, drive, and confidence will infect the client, building trust. But don't be overconfident—that's arrogance. True confidence comes from self-awareness, understanding your company, and believing in your products. Without confidence, you can't win respect or close deals.
Find topics of interest first. Don't rush into product introductions. Just as a meal starts with soup, start with small talk. Clients dislike salespeople who immediately pitch. Instead, "warm up" by learning the client's interests and discussing them. People resonate with those who share their interests. Common tactics: introduce yourself briefly, exchange pleasantries, compliment the client (e.g., on their youthfulness or competence), then ask about their background, education, hobbies, etc., to find common ground. But don't spend too long—the goal is business. Generally, discover interests within 3 minutes, and discuss common topics for no more than 10 minutes, then transition to formal cooperation.
Ask "why" multiple times. The client's real needs are the prerequisite for success. Most clients don't reveal their true thoughts. Listen and ask questions to uncover real needs. The "5 Whys" method is practical: when a client makes a request, ask "why" five times to get to the root. Often, real needs are simpler than imagined, but we miss them due to poor questioning, wasting effort.
Guide the client's needs. "The buyer is not as smart as the seller." Clients are often ignorant or half-informed. Don't blindly follow their demands—no one could satisfy them. Clients make unreasonable demands because they fear being cheated and want to test you. Understand this and guide their needs to truly satisfy them while optimizing your interests.
Meet with the real decision-maker. The worst is visiting someone who isn't the decision-maker or has conflicts with them. Ensure you meet the person with actual decision-making power. Sometimes you can identify this beforehand. If not, use experience and intuition to spot the decision-maker during the meeting and focus on them. Usually, there are 1-2 decision-makers. If you address their needs, the deal is nearly done. Don't treat everyone as a decision-maker—that wastes resources and time, and makes you look bad.
Learn to listen. Everyone likes to express themselves and seek recognition. When visiting, truly listen. Many newcomers talk excessively to ease their nerves, mistaking silence for approval. But clients may be annoyed, just too polite to interrupt. "Loose lips sink ships." Talking too much reveals your hand without learning the client's needs. Also, technical staff often over-explain, boring clients and ruining the visit. Emphasize listening to all visitors. A good ratio is the client speaks twice as much as you.
Be sincere and honest. Visit with sincerity, not selfishness. Even if a deal closes, a bad reputation harms future business. Speak honestly, but also read the client and compliment appropriately. Insincere flattery is worse than none—it becomes an insult. Clients prefer "real" people, so play that role.
Be cautious with pricing. Price is crucial. Only quote when two conditions are met: (1) the client fully understands your product and service, and (2) you've communicated enough to know their true needs and budget. Never quote before the client knows your product. Guide them to understand your offerings first, then discuss price. This makes your quote reasonable and competitive.
Close the deal. Except for insurance and direct sales, most clients won't sign immediately—they need time to study and get approvals. But once you sense interest, ask for a clear or relatively clear commitment. This is crucial. If you get it, the visit is successful. Then continue communication to finalize details. Most clients honor their word, so a verbal commitment often leads to a deal.
Details when leaving. First visits rarely close deals, so plan multiple visits. When leaving, schedule the next visit. If the client can't commit, hint at returning, e.g., "We'll visit again to discuss details." Also, invite them to visit your company to show confidence. Be as respectful when leaving as when arriving. Even if the visit wasn't successful, say "thank you." Before closing the door, thank them again and close gently. If there's a disposable cup, take it with you. These details can leave a better impression and help close the deal.
"Work happens outside the meeting." Most deals, especially large ones, are not closed in offices or during visits, but "outside"—e.g., over phone calls after work, or at bars, cafes, or teahouses. Visits are more about etiquette and getting to know each other. Real contracts are signed outside formal settings.
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