As the story goes, about 10-15 years ago, if you want to do business in China, all you need to do is to find out who the Key Decision Maker is (in terms of making buying decisions), buy him some gifts, bring him for some extravagant meals, have a great time at a KTV and them offer some generous kick-backs.  Once you go through this "standard operating procedure", you will get the sale. 

    Unfortunately, that's just a myth.  It's a myth simply because before you get to the Key Decision Maker, you'd have to "pay" your way past all the layers of gatekeepers and other kinds of people, before you finally get to see your target.

    While selling in China is relying a lot lesser on kick-backs and KTV trips these days, sales people will still have to find innovative ways to deal with gatekeepers, influencers and a host of other people whom may make or break your deal.

     Even when you are given the mobile number of a Key Decision Maker and called her, chances are that she will ask you to speak with one of her staff first.  Key Decision Makers or senior executives are so busy these days that they will ask their staff (also known as gatekeepers) to handle your calls, especially when it is your first time calling them.

     In most cases, unless you have limitless connections with Key Decision Makers in the market, there will be many times that you will have to seek for new business, without even knowing who the Key Decision Makers are.

Gaining the Advantage with the Grassroots

      The first things to ask yourself when you are given a lead that is nowhere near the Key Decision Maker are:

• Is this deal big or strategic enough to worth my while for a pro-longed approach to closing it? and

• Is this lead (the contact person) influential enough to understand what's going on and feed me with vital information?

      The most precious resource a sales person has is time, as you can spend time with good prospects, and you can also waste it on rotten ones.  Hence, you will have to judge if this deal is worth your time to pursue in the first place.   

      Once you establish that this is a deal that is worth your while, then the next thing is to evaluate the quality of the first contact person.  Huthwaite calls this your Focus of Receptivity, that is to find out who in your prospect's information are receptive to you, and are willing to provide you with the necessary information that points to the right direction.

       One experience we had was to know this branch manager of a company during a networking event.  The branch manager feels that what we do may be useful for them, but decision-making is made at their corporate office in Beijing.  The branch manager then gave us details on whom to contact, BUT more importantly, information about what's happening in their company with regards to sales performance, and what kinds of help the company may need.  The latter information gave us the Valid Business Reasons to address the critical areas of concern of these decision makers.

Cultivating your Informants

       You will also need to give a very good reason your your Focus of Receptivity, i.e. your "informants", to provide you with vital information.

       Conventional thinking will be you treat them nice, and buy them gifts and offer "kickbacks" if need be.  Unfortunately, most "informants" CANNOT be cultivated in this way.  Here's why:

• Most of your target "informants", especially if they are middle management, are likely to be people with great career prospects and are focused on their careers.  As such, they would like to be perceived to be acting in the best interests of their companies at ALL times;

• Most of your target "informants" are also very concerned about whether you can help them move to greater heights.  Hence, they'd like to have both assurances (that you won't jeopardise their careers) AND you can help them make greater contributions to their companies at ALL times;

• Most of your target "informants" are professionals (or at least so in their own minds), and would feel at ease if they know they are dealing with other professionals as well.  Hence, the offering of kick-backs or other material favours will just backfire your plan

       Ultimately, whether or not you can cultivate your "informants" depend on your ability to build trust, and your sincere intention to add value to your customers.  According to a 14-year study conducted with 80,000 customers by HR Chally, customers would like sales people to:

• Understand how their business operate;

• Substantiate the value these customers can get;

• Focus on providing a solution that works rather than just ;

• Be available whenever they need you;

• Provide innovative ways to solve their problems; etc.

        As such, the personal interests of your "informants" are entwined with their corporate ones.  That means you'd have to address both personal AND corporate interests when you cultivate your "informants".  China has progressed enough to be so sophisticated, that most middle managers are emphasizing more at their career paths than the usual kick-backs and KTV sessions.  Sure, there will be those who will sacrifice their organisation's well-being for their personal greed, but these are getting lesser each day.

        If you are making the initial contact with a new customer, be prepared to call them 3-4 times before they are willing to see you.  When making the first call, be prepared that they will say no, but at the same time give a good Valid Business Reason so that you can still call the second, third or fourth time.  Even then, you will still need to invest in time and your sincerity to win your contacts, so that they become your "informants".

       The exception to the rule at times is when you are dealing with specialised frontline staff that hold key information, e.g.: 

• Personal chauffeurs of the Key Decision Makers; or

• Personal assistants of the Key Decision Makers