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. Turn assumptions into tests
Write down the target application, buyer, differentiator, likely objection and next step. Each should be capable of being supported or rejected by account-level evidence.
2. Prepare a credible offer
Buyers need enough technical, commercial and supply information to react meaningfully. A vague teaser tests curiosity, not demand.
3. Select accounts—not random leads
Choose companies with a plausible use case and route to purchase. Document why each belongs in the test.
4. Measure substantive response
Track relevant contacts, specific questions, objections and agreed next steps. A QCO requires fit, a relevant contact, substantive feedback and an agreed next action.
5. Make an explicit decision
Continue, reposition, change the channel or stop. Negative evidence is valuable when it prevents a much larger premature investment.
Frequently asked questions
Can desk research validate demand?
It can shape hypotheses, but direct buyer and channel responses are needed to test your actual offer.
Do we need Chinese-language materials?
Often yes for efficient engagement, but the required depth depends on buyer and product complexity.
Does validation guarantee a sale?
No. It reduces uncertainty and identifies commercial progress; buyers still control purchasing decisions.