An introductory meeting is often shorter than expected. Spend most of it describing your company’s history and the other party may understand what you do without knowing why the two businesses should work together. Jump straight to price and you may compare figures whose assumptions have not been agreed.
A useful first objective is to establish whether there is enough fit for another step. The 20-minute structure below is an editorial preparation framework, not a meeting duration or entitlement guaranteed by SĀN CONNECT or another organiser.
1. Separate customer needs from your assumptions
Before preparing slides, write one hypothesis: “A company like this might be interested because...” Look for evidence in its sales channels, customer groups, operating markets or published sourcing requirements. A hypothesis is a reason to ask a question, not permission to present a need as already confirmed.
SBA explains how market research and competitor analysis help businesses understand customers and alternatives. [2] For one meeting, useful detail may be narrower than total market size. Does the organization want a finished product or an OEM relationship? Who uses it, who approves it and why is another option being considered now?
2. Prepare a one-page brief that answers decisions
An introduction does not need to contain everything. Select information that helps the other party judge fit and ask for more. Be direct about production capacity, service coverage or delivery constraints. Credibility depends on what the business can substantiate.
| Brief section | Useful content | Avoid |
|---|---|---|
| Customer and problem | Who uses the offer and what problem it addresses | “Suitable for every business” |
| Main offer | One to three relevant products or services | An undifferentiated catalogue |
| Evidence | Work examples or documents you may disclose | Unauthorised customer logos |
| Key conditions | Minimum quantities, lead times or assessment needs | Commitments not checked internally |
| Partnership request | A relationship or test worth considering | A vague request to collaborate |
Where information is missing, state who will confirm it and when. Distinguish verified facts from preliminary indications, especially for pricing, delivery and distribution rights. A short, accurate brief is easier for a team to follow up than an attractive presentation full of ambiguous promises.
A useful meeting makes the next test and its owner clear to both sides.TIIS Insights
3. Use the meeting to listen and test fit
Adapt the proposed timing to the conversation. If the other party arrives with a precise problem, do not force them through a rehearsed introduction. Preserve enough time to confirm the next action before leaving.
| Suggested timing | Purpose | Example question |
|---|---|---|
| Minutes 0–2 | Confirm the reason for meeting | What would make this conversation useful for your team? |
| Minutes 2–8 | Understand the need and constraints | How do you handle this now, and where does it become difficult? |
| Minutes 8–15 | Test the offer’s suitability | What would a trial need to demonstrate? |
| Minutes 15–20 | Agree the next action | Who will send what, and when should we review it? |
Record the other party’s language: “before the seasonal launch” or “limited installation capacity” may be more valuable than another feature description. If an interpreter is involved, provide terminology and the brief in advance where possible. Speak in manageable segments and leave time to check meaning.
4. Keep due diligence separate from a good impression
ITA recommends investigating market, country and partner risks and continuing due diligence as a business expands. [1] A smooth conversation does not replace verification of legal identity, the contact’s role or the organization’s ability to meet commitments.
Before sharing more detail, agree its purpose and limit the disclosure to what that stage needs. Customer lists, confidential processes and customer-specific pricing should follow your organization’s review process. Contract, import and product-regulation questions need attention in the context of the actual market and transaction.
When information conflicts, ask for an explanation and supporting material. Do not automatically infer bad faith, but do not turn an unverified item into a confirmed fact to complete a report. “Awaiting verification” is a useful and professional status.
5. Make the follow-up easy to answer
A follow-up should restate the other party’s need, the points agreed, the unresolved questions and the next step. If no date was agreed, propose options rather than reporting an appointment as confirmed. Help the recipient make a specific decision.
Consider a hypothetical packaging Supplier meeting a buyer developing a new product. The next step may be to exchange size constraints and material samples before preparing a detailed quotation. Record who supplies the specifications, who approves the sample and which criteria determine whether a trial proceeds.
“Suitable for a trial,” “one more issue to check” and “not a fit at present” can all be useful outcomes when supported by reasons. Keep introductory interest, qualified opportunities and confirmed orders distinct. A contact list is not evidence that commercial cooperation has already occurred.
Before your next meeting
Explore SĀN CONNECT and the program website for current participation options and conditions. A meeting platform creates opportunities to connect; preparation, verification and follow-through still require the participating businesses’ attention.
References and further reading
Use these primary sources to check the supporting information. Examples, tables and trial plans in this article are editorial proposals.
- International Trade Administration, U.S. Department of CommercePerform Due Diligence ↗
Investigating markets and prospective business partners.
- U.S. Small Business AdministrationPlan your business — Market research and competitive analysis ↗
Research customer needs and competing alternatives.
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