The useful question is not whether China is “large.” It is whether defined Chinese accounts have a credible reason to evaluate your offer, and whether you can serve the resulting opportunity economically.
1. Define the work precisely
Clarify prospecting, translation, technical coordination, travel, distributor management, quotation support and reporting. “Representation” can otherwise mean very different services.
2. Screen for relevant capability
Look for application knowledge, stakeholder access, communication quality, conflict disclosure and evidence of a disciplined follow-up process.
3. Test working behavior
Use a bounded project or named-account exercise to see how targets are selected, feedback is captured and next actions are managed.
4. Agree control and economics
Set account ownership, territory, confidentiality, expenses, commission triggers, payment timing and termination terms in writing. Seek professional advice for legal and tax questions.
5. Review the pipeline together
A useful representative makes evidence visible and asks the manufacturer for timely technical and commercial support.
Frequently asked questions
Is a representative an employee?
Not necessarily. The legal relationship depends on the actual arrangement and contract; obtain professional advice.
Should one representative cover all China?
Only if their capability matches the product, sectors and geography. National exclusivity should not be assumed.
How should performance be measured?
By agreed work and qualified progress such as feedback, QCOs, meetings, samples, RFQs and distributor discussions.