我们必须创新，必须从现在改变开始。幸福是靠自己奋斗出来的，市场也是一步一步跑出来的。
Innovation must begin with action today. Better results are earned through disciplined preparation, real conversations and persistent follow-up.

使用说明：这是一份作战手册，不是一份宣传册

HOW TO USE THIS PLAYBOOK

这份手册只解决五件事：参展前准备什么、怎样把客户请来、现场怎样把话说到客户心里、如何留下真正有用的线索、活动结束后怎样把线索变成订单和长期合作。

This playbook focuses on five practical questions: what to prepare, how to bring the right customers to the booth, how to hold relevant conversations, how to capture qualified leads, and how to convert those leads into orders and long-term cooperation after the event.

参展企业请结合自己的产品、人员、预算和客户基础使用。建议由企业负责人牵头，销售、技术、市场和售后一起开一次两小时的准备会，把本手册中的目标、分工、话术、材料和跟进时间全部定下来。

Each exhibitor should adapt the playbook to its products, team, budget and customer base. The company leader should hold a two-hour preparation meeting with sales, technical, marketing and after-sales teams to confirm targets, roles, messages, materials and follow-up deadlines.

第一部分 先把目标定清楚：参展不是旅游，也不是摆摊

PART 1 · DEFINE THE BUSINESS OUTCOME FIRST

企业花了展位费、差旅费、样品费和人力成本，如果最后只带回来一堆名片和照片，这次参展就没有真正完成。正确的做法是：出发前就把目标写清楚，现场围绕目标行动，回来后围绕结果复盘。

An exhibitor invests in booth space, travel, samples and staff time. If the only outputs are business cards and photos, the exhibition has not delivered real value. The right approach is to define outcomes before departure, execute against them on site, and review the results afterwards.

1.1 每个标准展位建议设定的最低作战目标

1.1 Recommended baseline targets per standard booth

以上数字是建议底线，不是组委会对成交结果的承诺。企业可以根据展位面积、人员数量、产品客单价和销售周期调整，但不能没有目标。
These figures are operating baselines, not promises by the organizer. Each exhibitor may adjust them for booth size, team capacity, average deal value and sales cycle, but every exhibitor must work against clear targets.

第二部分 先分客户，再定打法：不要对所有人讲同一套话

PART 2 · SEGMENT CUSTOMERS BEFORE CHOOSING THE APPROACH

同样走进展位的人，身份不同、目的不同、关心的问题也不同。老板关心能不能赚钱，技术人员关心能不能稳定运行，采购关心价格、交期和风险，渠道商关心利润和支持，国际客户关心标准、认证、付款和履约。把同一套公司介绍从头讲到尾，是最常见、也最无效的参展方式。

People entering the same booth have different roles, objectives and concerns. Owners care about return, technical teams about reliability, procurement about price, delivery and risk, distributors about margin and support, and international buyers about standards, certification, payment and execution. Repeating the same company presentation to everyone is one of the most common and least effective exhibition habits.

第三部分 不同参展商，准备重点必须不同

PART 3 · DIFFERENT EXHIBITORS NEED DIFFERENT PROOF

参展材料不能只按公司部门准备，必须按客户的购买逻辑准备。客户不是来听你介绍自己有多好，而是要判断你能不能解决他的具体问题。

Exhibition materials should be built around the customer's buying logic, not the exhibitor's internal organization. Customers are not there to hear how good the company is; they are deciding whether the company can solve a specific problem.

第四部分 会前四周：把该做的事提前做完

PART 4 · THE FOUR-WEEK PRE-EVENT SPRINT

真正的参展效果，七成在会前决定。临出发才印彩页、到了现场才想找谁、见到客户才临时组织语言，基本不可能有好结果。

Most exhibition results are determined before the doors open. Printing brochures at the last minute, deciding whom to meet on site, and improvising the message in front of customers rarely produce strong outcomes.

第五部分 物料准备：少而精，拿出来就能解决问题

PART 5 · MATERIALS THAT HELP CUSTOMERS DECIDE

5.1 采用“1＋3＋5＋1”物料模型

5.1 Use the 1 + 3 + 5 + 1 material model

• 一个主信息：一句话说清楚“我们帮助谁，解决什么问题”。
  One lead message: state whom you help and which problem you solve.
• 三张方案卡：按三个最常见客户问题，分别写问题、方案、证据和下一步。
  Three solution cards: one for each major customer problem, covering issue, solution, proof and next step.
• 五项硬证据：真实客户、真实案例、真实数据、真实交付、真实售后。
  Five proof points: real customers, cases, data, deliveries and after-sales service.
• 一个行动入口：扫码、预约、寄样、测试、报价或工厂互访，只选最重要的一项。
  One primary call to action: scan, book, sample, test, quote or factory visit—choose the most important one.

5.2 必带清单

5.2 Essential checklist

• ☑ 中英双语一页公司与解决方案简介，不要只有公司历史。
  A one-page bilingual company and solution overview—not merely company history.
• ☑ 三类客户方案卡，每张不超过一页。
  Three customer solution cards, no more than one page each.
• ☑ 真实案例卡：客户问题、实施办法、结果、时间、客户可否核验。
  Case cards showing the client problem, action, result, timing and whether verifiable.
• ☑ 产品规格、认证、检测、使用条件、交期和售后说明。
  Specifications, certifications, test reports, usage conditions, lead time and service terms.
• ☑ 样品、试吃品、关键零部件或可运行演示；不能运行时准备高质量视频。
  Samples, tasting products, components or a working demo; or high-quality video.
• ☑ 数字资料二维码：目录、视频、案例、联系方式分开，扫码后页面必须能正常打开。
  QR codes for catalogues, videos, cases and contacts; test every destination.
• ☑ 内部价格边界表：标准价、可谈范围、付款条件、交期、审批人；不在现场随意承诺。
  Internal pricing guardrails: list price, negotiation range, payment, lead time, approval owner.
• ☑ 客户线索卡和每日总表，纸质与电子各一套。
  Lead cards and a daily master sheet in both paper and digital form.
• ☑ 名片、胸牌、充电器、插线板、胶带、剪刀、笔、文件夹、备用手机和移动电源。
  Business cards, badges, chargers, power strips, tape, scissors, pens, folders, backup phone/power.
• ☑ 国际客户准备：英文资料、WhatsApp/Email、出口资质、认证、MOQ、付款和贸易条款。
  For international buyers: English materials, WhatsApp/email, export qualifications, MOQ, Incoterms.

第六部分 展位设计：3秒看懂、10秒停下、30秒开谈

PART 6 · BOOTH DESIGN: 3 SECONDS, 10 SECONDS, 30 SECONDS

第七部分 人员分工：每个人都必须知道自己在干什么

PART 7 · TEAM ROLES AND DAILY OPERATING RHYTHM

人员少的企业可以一人兼两岗，但“谁接待、谁深谈、谁记录、谁跟进”必须事先写清楚。
Small teams may combine roles, but ownership for first contact, deep conversation, recording and follow-up must be explicit before the event.

7.1 每日节奏

7.1 Daily rhythm

1. 开馆前15分钟：确认当天重点客户、会面时间、岗位和主推内容。
   Fifteen minutes before opening: confirm priority accounts, appointments, roles and lead message.
2. 中午10分钟：检查A级线索、缺失信息和下午会面；及时纠偏。
   Ten minutes at midday: review A leads, missing information and afternoon meetings; correct issues immediately.
3. 闭馆后30分钟：统一线索、分级、责任人、下一步和发送时限。
   Thirty minutes after closing: consolidate leads, grades, owners, next steps and delivery deadlines.
4. 当天承诺当天登记；能当天发送的资料，不拖到回家以后。
   Record commitments the same day. Send any material that can be delivered immediately rather than waiting.

第八部分 会前宣传推广：公开宣传要造势，一对一邀约要见人

PART 8 · PRE-EVENT PROMOTION: BUILD AWARENESS AND BOOK REAL MEETINGS

公开发朋友圈、公众号、视频号、LinkedIn或Facebook，只能解决“让别人知道你要来”；真正决定见面数量的，是销售人员一对一联系目标客户。正确顺序是：先列名单，再一对一邀约，最后用公开内容强化信任。

Public posts on WeChat, video channels, LinkedIn or Facebook can create awareness, but direct outreach is what secures meetings. The correct sequence is: build the target list, contact people one by one, and use public content to reinforce trust.

8.1 会前内容节奏

8.1 Pre-event content cadence

8.2 一对一邀约话术

8.2 Direct invitation script

邀约时不要只说“欢迎来我们展位指导”。要写明为什么值得来、准备谈什么、需要多长时间、谁在现场。
Do not send a generic invitation asking people to visit the booth. State why the meeting is worthwhile, what will be discussed, how long it will take and who will be present.

第九部分 现场沟通五步法：先问，再判，再讲，最后推进

PART 9 · THE FIVE-STEP ON-SITE CONVERSATION

客户走进展位，最重要的不是马上介绍产品，而是在最短时间判断：他是谁、为什么来、问题是什么、有没有真实需求、谁能决定、什么时候可能行动。

When a visitor enters the booth, the first priority is not the product presentation. It is to understand who the person is, why they came, what problem they face, whether the need is real, who decides and when action may occur.

1. 第一步，识别身份：您好，您是做生产、采购、技术、渠道，还是地方产业服务？
   Step 1 — Identify the role: Are you responsible for production, procurement, technology, distribution or local industry development?
2. 第二步，发现问题：您这次最想解决的一个问题是什么？现在用的是什么办法？
   Step 2 — Discover the problem: What is the one issue you most want to solve? How are you handling it today?
3. 第三步，判断价值：这个问题一年大约造成多少成本、损失、停机或机会浪费？
   Step 3 — Size the value: What does this issue cost each year in money, loss, downtime or missed opportunity?
4. 第四步，匹配方案：只讲与这个问题有关的方案、证据、适用条件和风险。
   Step 4 — Match the solution: Discuss only the relevant solution, proof, operating conditions and risks.
5. 第五步，锁定下一步：离开展位前，明确谁在什么时候做什么。
   Step 5 — Secure the next step: Before the visitor leaves, agree who will do what and by when.

9.1 30秒自我介绍

9.1 The 30-second introduction

9.2 现场必须问清的六个问题

9.2 Six questions that must be answered on site

1. 您现在的业务、产品或项目处在什么阶段？
   What stage is your business, product or project currently in?
2. 当前最影响结果的问题是什么？已经持续多久？
   Which issue is affecting results most, and for how long?
3. 现在使用什么产品、设备、供应商或解决办法？哪里不满意？
   What product, equipment, supplier or solution do you use today, and where does it fall short?
4. 如果解决，最希望改善哪个指标：成本、效率、质量、销量、交期还是风险？
   If solved, which metric matters most: cost, efficiency, quality, sales, lead time or risk?
5. 谁参与决策？预算、测试和采购大致在什么时间？
   Who is involved in the decision, and when are budget, testing and purchase expected?
6. 下一步最适合做什么：发资料、寄样、测试、报价、视频会还是现场考察？
   What is the best next step: materials, sample, test, quotation, video call or site visit?

第部分 八类客户的不同沟通策略

PART 10 · DIFFERENT STRATEGIES FOR EIGHT CUSTOMER TYPES

销售转化、现场宣传与线索管理执行手册

涵盖异议处理、内容运营、线索分级、会后跟进与合规红线

第十一部分 常见异议：不争辩，先判断异议是真是假
PART 11 · OBJECTION HANDLING: DIAGNOSE BEFORE RESPONDING

第十二部分 活动中宣传推广：不拍热闹，只做可信内容
PART 12 · ON-SITE PROMOTION: PUBLISH PROOF, NOT JUST CROWD SHOTS

现场内容的任务是让没有到场的人看懂：客户在关心什么、企业在解决什么、为什么值得进一步联系。领导合影、展位全景和人流照片可以有，但不能成为全部。
On-site content should help people who are not present understand what customers care about, what the exhibitor solves and why a follow-up is worthwhile. Executive photos, booth shots and crowds may be included, but they should not be the whole story.

12.1 每天三次内容窗口 / Three daily content windows

1. 上午：今天我们重点解决什么问题，欢迎哪类客户来谈。
Morning: the problem we are focusing on today and the customer types we invite to meet.

2. 下午：一个真实客户问题、一段演示或一个解决方案片段；涉及客户须先征得同意。
Afternoon: one real customer problem, demonstration or solution insight; obtain customer consent before publishing.

3. 闭馆后：今天发现的三个需求、一个判断、明天的会面空档。
After closing: three needs discovered, one key insight and the remaining meeting slots for tomorrow.

12.2 现场内容标准 / On-site content standards

□ 一条内容只讲一个问题，不贪多。
Cover one problem per post; do not overload it.

□ 能用真实数据就不用形容词，能用客户场景就不用空口号。
Use real data instead of adjectives and customer situations instead of slogans.

□ 每条内容必须有展位号、时间、联系人和明确行动。
Every post must include booth number, timing, contact and a clear action.

□ 国际传播用简洁英文，避免中国式长句和无法证明的“第一、唯一、领先”。
Use concise English for international audiences and avoid long literal translations or unsupported claims such as first, only or leading.

□ 客户姓名、项目、报价、合同和未公开技术信息未经允许不得发布。
Do not publish customer names, projects, quotations, contracts or confidential technical information without permission.

第十三部分 线索管理：名片不是线索，加微信也不是结果
PART 13 · LEAD MANAGEMENT: A CONTACT IS NOT YET A LEAD

一条有效线索至少要有七项：客户是谁、做什么、问题是什么、现在怎么解决、谁决策、什么时间行动、下一步是什么。缺少这些信息，只能叫联系人，不能叫销售机会。
A qualified lead must contain at least seven elements: identity, business, problem, current solution, decision process, timing and next step. Without these, the record is a contact—not a sales opportunity.

13.1 线索卡必须填写的字段 / Mandatory lead-card fields

□ 姓名、职务、单位、电话、微信/Email/WhatsApp、国家或地区。
Name, title, company, phone, WeChat/email/WhatsApp, country or region.

□ 客户类型、主营业务、规模或项目阶段。
Customer type, core business, scale or project stage.

□ 核心问题、现有方案、主要不满和期望指标。
Core problem, current solution, dissatisfaction and target metric.

□ 预算、时间、决策人、影响人和采购/合作流程。
Budget, timing, decision-maker, influencers and procurement/cooperation process.

□ 感兴趣的产品/方案、现场看过的材料和提出的异议。
Product/solution interest, materials reviewed and objections raised.

□ 已承诺的下一步、责任人、截止时间和线索等级。
Agreed next step, owner, deadline and lead grade.

第十四部分 活动后宣传与追单：48小时是关键
PART 14 · POST-EVENT PROMOTION AND FOLLOW-UP

活动结束不是收工，而是成交工作的开始。客户在展会上见了很多供应商，谁先把问题说清楚、把承诺做到、把下一步约下来，谁更容易留下来。
The end of the exhibition is not the end of the work; it is the beginning of conversion. Buyers meet many suppliers. The exhibitor that clarifies the problem, keeps promises and secures the next step is the one most likely to remain relevant.

第十五部分 会后跟进话术
PART 15 · FOLLOW-UP SCRIPTS

15.1 24小时内跟进 / Follow-up within 24 hours

15.2 对方没有回复 / If the customer does not respond

不要每天追问“考虑得怎么样”。第二次联系必须带新价值：补充一个相关案例、一张成本对比、一个技术判断或一个更低风险的测试方案。连续三次没有回应，转入培育，不再无效打扰。
Do not repeatedly ask whether the customer has decided. The second follow-up must add value through a relevant case, cost comparison, technical insight or lower-risk trial. After three unanswered attempts, move the contact into nurture rather than continuing ineffective outreach.

第十六部分 KPI看板：用结果说话，不用感觉评价
PART 16 · KPI SCORECARD: MANAGE BY RESULTS, NOT IMPRESSIONS

第十七部分 必须守住的红线
PART 17 · NON-NEGOTIABLE RED LINES

□ 不夸大技术、产能、客户、案例、认证和销售数据。
Do not exaggerate technology, capacity, customers, cases, certifications or sales data.

□ 不把意向写成合同，不把合同写成交付，不把交付写成回款。
Do not present an intention as a contract, a contract as delivery, or delivery as payment.

□ 不假签约、不摆拍成交、不泄露客户、价格、技术和项目秘密。
No staged signings, fabricated transactions or disclosure of customer, pricing, technical or project information.

□ 不随意承诺最低价、独家代理、交期、效果和政府合作。
Do not casually promise lowest price, exclusivity, delivery, results or government cooperation.

□ 未经客户同意，不发布客户姓名、照片、谈话内容和合作信息。
Do not publish customer names, photos, conversations or cooperation information without consent.

□ 依法依规、公开透明、自愿参加、节俭务实；组委会不承诺项目落地、交易结果或投资收益。
Operate lawfully, transparently, voluntarily and efficiently. The organizer does not guarantee project implementation, transactions or investment returns.

□ 客户数据只用于约定的业务联系，妥善保管，不乱拉群、不无关群发。
Use customer data only for agreed business contact; protect it and avoid unauthorized groups or irrelevant mass messaging.

□ 发现产品不适用、验证不足或风险不可控，要敢于说“不”，不能为了成交埋雷。
If the product is unsuitable, evidence is insufficient or risk cannot be controlled, say no rather than creating future failure for the sake of a sale.

附录A 直接复制使用的宣传与沟通模板
APPENDIX A · READY-TO-USE PROMOTION AND COMMUNICATION TEMPLATES

A1 会前朋友圈/公众号短文 / Pre-event WeChat / public-channel post

A2 国际客户预约邮件 / International buyer meeting email

A3 会面确认 / Appointment confirmation

A4 展后感谢短信息 / Short post-event thank-you message

附录B 现场线索卡（建议每位客户一张）
APPENDIX B · ON-SITE LEAD CARD

附录C 每天闭馆后30分钟复盘表
APPENDIX C · 30-MINUTE DAILY CLOSEOUT

最后一页 从今天开始，先做七件事
FINAL PAGE · SEVEN ACTIONS TO START TODAY

1. 由企业负责人确定一个参展总目标和三个结果指标。
The company leader confirms one overall objective and three outcome metrics.

2. 把现有客户、潜在客户、老客户和合作伙伴拉成一张目标清单。
Build one target list covering current customers, prospects, former customers and partners.

3. 按A/B/C三级排序，先联系最值得见的50个人。
Rank A/B/C and contact the 50 people most worth meeting first.

4. 写出一句主信息、三张方案卡和五项真实证据。
Write one lead message, three solution cards and five proof points.

5. 确定展位岗位、线索管理员和会后跟进责任人。
Assign booth roles, the lead manager and post-event follow-up owners.

6. 全员演练30秒介绍、六个问题和异议处理。
Rehearse the 30-second introduction, six questions and objection handling.

7. 建立24小时、48小时、7天、30/60/90天跟进机制。
Set the 24-hour, 48-hour, 7-day and 30/60/90-day follow-up mechanism.