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Country desk · Taiwan
For Taiwanese manufacturers with excellent product and invisible positioning
Taiwan's export base is dense with capable mid-sized manufacturers whose overseas marketing is a datasheet, a trade show stand and a distributor. That works until a buyer starts searching before shortlisting, which is now most of them.
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- Typical client
- Export-oriented manufacturer, 50 to 1000 people
- Sectors
- Electronics, components, machinery, ICT hardware, EV supply
- Markets
- India, Europe, Southeast Asia
- Decision speed
- Usually four to eight weeks, which suits project work
Why Taiwan companies call me
Taiwanese enquiries tend to be direct and specific. These are the situations behind them.
- We are squeezed from both sides. Japanese and German incumbents above on brand, Chinese suppliers below on price. The middle position is real and defensible and it has to be argued rather than assumed, because overseas buyers do not automatically know where Taiwan sits.
- Our website looks smaller than our factory. Buyers assess capability online before contacting anyone. A site built in 2016 with a rotating banner costs you enquiries you never hear about.
- We exhibit and nothing converts. The stand is the cheapest part of exhibition return. What decides it is who was invited eight weeks earlier and whether anyone followed up in month three.
- We need distributors and we do not know how to look. Or you have appointed several quickly and none of them are selling, which is a different and more urgent problem.
- Our engineers write the marketing. Which is why it explains the process in detail and never says what the buyer gets. That translation is most of what I do.
What usually gets built
Positioning against both squeezes
Better engineering than the cheapest option, better value and responsiveness than the premium incumbent, with certification a serious buyer can rely on. Written as an argument with evidence.
A capability document
Machines with make and model, tolerances held, inspection equipment, certifications with scope. One maintained source for vendor registration, tenders and the website.
A website built to be verified
Not to impress. To let a buyer confirm you can do the work. Website design and build.
Technical content
Application notes and selection guides drawn from your own engineers, which is where your search visibility comes from. Content and localisation.
An exhibition programme
Invitation, stand structure, capture and months of follow up. Exhibition marketing.
Partner search support
Profile, longlist, qualification and commercial evaluation. Channel communication.
What a guideline needs to contain when the user is overseas
A distributor in Chennai or Rotterdam cannot call Taipei every time they need a logo file or a colour value. The guideline has to answer without you.
Eight sections, short enough that a purchase officer opens it. The do-not list at the end is the page that prevents most of the arguments, and it is the one most guideline documents omit.
This is also what stops a channel inventing its own version of your brand, which is the usual outcome when the only reference is a folder of logo files.
Questions overseas teams ask
Do you speak Mandarin?
I don't. We work in English, which suits most Taiwanese export teams. Traditional Chinese for headquarters is handled by colleagues on my team rather than by you finding a translator.
Our products are highly technical. Can you understand them?
Well enough to sell them and not well enough to design them, which is the correct division. My background is industrial B2B including sensors, switching components and industrial automation. I will not out-engineer your team. I turn what they know into an argument a purchase manager finds persuasive.
Can we pay only on results?
No, and the reason is alignment rather than reluctance. Someone paid only on sales has an overwhelming incentive to place your product with whoever signs fastest and no incentive to tell you your pricing does not work. A fixed project fee with a milestone component aligned to defined outcomes is the structure that works.
How quickly can we start?
A project can usually begin within two to three weeks of agreement. Taiwanese clients tend to want to move quickly and that is workable, with one caution: the positioning work at the start is the step most often compressed and the one that most determines whether the rest lands.
Send me your product page
One product page or one datasheet, in English. I will tell you what a buyer in your target market cannot work out from it, which is usually the whole problem in one paragraph.
Send me one product page See case studies
Kunal Waghmare · Padmavati Hills, Mokai Vasti, Bavdhan, Pune, Maharashtra 411021, India
office@quiamo.com · +91 90216 02686 · English