A message that convinces the owner leaves the purchasing manager cold. Before writing, it pays to know who you are talking to.
The owner-manager at a small firm decides everything, and fast: they care about profit, risk, and whether you are easy to work with. The purchasing manager at a mid-sized firm optimizes metrics: price, delivery reliability, complaint rate; they risk their own position if a new supplier lets them down. The product manager or designer is looking for differentiation: they are won over by product development and flexibility. The logistics manager asks about packaging, pallets and delivery schedules.
In an average transaction there are two or three of them at once, each with their own concern.
To the owner, write briefly about money and security. Give the purchasing manager data: price stability, defect percentage, delivery accuracy, references. Show the designer products and possibilities, not a price list. Send the logistics manager a technical sheet before they ask.
Our import data often tells you in advance which type dominates: at a small firm, look for the owner; at a large one, the purchasing department.
Before an important email, check the recipient's background on LinkedIn: a former logistician reads your letter differently than a former salesperson. Two minutes of research raises the odds of a reply more than an hour of polishing.
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