1. Who is the first realistic customer?
Define a narrow customer group, the problem they already recognise and the person who can approve a purchase. 'UK consumers' or 'British companies' is too broad to guide action.
2. What is the credible value proposition?
Test how the offer compares with local alternatives, not only Chinese competitors. Clarify why a UK buyer should change behaviour, supplier or system.
3. What proof will the buyer expect?
Identify the certifications, references, security evidence, service levels, samples or local case studies required before a serious conversation can progress.
4–6. Channel, pricing and delivery
Validate how customers discover and buy the category, whether pricing still works after tax and local costs, and who will handle sales, onboarding, support, returns or fulfilment.
- Map direct, partner and marketplace routes
- Test a UK-ready price rather than converting RMB
- Document the local operating model and response expectations
7. Which partners are actually useful?
A long list is not a partnership strategy. Prioritise organisations with a clear role, relevant customers and a realistic reason to engage.
8. What is the smallest useful market test?
Choose a test that can change a decision: customer interviews, targeted outreach, a pilot, a focused business visit or a limited channel experiment. Define in advance what result would justify the next investment.
Turn research into action
A useful pre-entry output combines evidence, target accounts, partner hypotheses, risks and a next-step plan. The purpose is not to prove that the market is attractive; it is to make the next decision clearer.