Their sales team has to be able to pitch you.
The first ninety days decide the next three years.
A distributor signs, you ship a PDF catalogue and a price list, and everyone assumes selling will follow. It does not. Their sales people have forty lines to choose from and will push whichever one they understand best.
The first ninety days decide the next three years.
The problem
Your product is competing for attention inside their own company.
A distributor sales rep sells what is easy to explain and safe to promise. If your product is neither, it stays in the catalogue.
Nobody learned it
The owner was enthusiastic in the meeting. The eight people who actually talk to buyers never got trained.
The material is wrong
Specification sheets translated literally from Chinese do not answer the questions their buyers ask.
No answer to the obvious objection
"Why should I buy Chinese?" gets asked in every first meeting. If their rep has no answer, they change the subject to another brand.
The honest part
You cannot train a room you are not in.
Training that works happens in their office, in their language, with the objections their market actually raises.
- A video call in English reaches the owner, not the sales floor
- The objections differ by market, and you only hear them locally
- Their reps need to practise the pitch, not watch a presentation
- Material has to be usable in front of a buyer, not just accurate
What we do
We make your product the easy one to sell.
Everything is built for the person who will be sitting across from the buyer, not for your engineering team.
Product training
What it does, who it beats, and where it does not fit. Delivered in their language to the people who sell.
The objection sheet
Every objection their market raises, with an answer that holds up. Including the ones about China.
Sales material
Rewritten for their buyer, not translated from your Chinese brochure.
A named contact
Someone they can reach when a buyer asks a question they cannot answer, in a time zone they work in.
How a round runs
Onboarding as a programme, not a document handover.
We run it over the first weeks after signature, while attention is still high and habits are still forming.
Audit
What material exists, what is usable, and what their team actually needs.
Build
Training, objection handling, and sales material produced in their language.
Deliver
Sessions with their sales people, in their office or on their calls, with practice.
Check
We go back a few weeks later and find out what they are really saying to buyers.
Their reps had never been told what to say when a buyer asked about the factory. So they stopped raising our product at all.
Questions
Answered plainly.
Can this be done remotely?
Partly. The material and the objection work can be built remotely. Getting a sales floor to actually change what they say usually needs someone in the room, in their language.
How long does onboarding take?
The build takes a few weeks. The programme runs across the first months after signature. The follow-up visit matters as much as the first session.
What if the distributor resists training?
That is useful information. A distributor unwilling to give you two hours with their sales team is telling you how much they intend to sell.
Do you train in Chinese too?
We brief your team in Chinese so they know what their distributor has been told, and so the answers stay consistent on both sides.
The first move
Can their team pitch you?
Tell us who carries your line and what material they have. We will tell you what is missing between a signature and a sale.