Business matchmaking: building commercial relationships

A commercial relationship is not accumulated charm. It is a record of commitments kept, written down somewhere, with people who know exactly what you do and what you need.

A business matchmaking event delivers the beginning of that: in one afternoon you meet dozens of companies. What happens in the following months is what turns contacts into a relationship. This article is about that second part.

The five phases of a partnership

1. Meeting. That is what the event solves. At tables of 6, each person talks to 5 per round. Over 8 rounds, that is 40 companies met.

2. Qualifying. Of those 40, how many are a real fit for you? The question that separates them is direct: does that company sell to the same customer as me, with a different product? If so, it is a potential partner. If it sells the same product to the same customer, it is a competitor, which can still become subcontracting.

3. A small test. Before any formal agreement, do one small thing together. A referral, a shared customer, a joint quote. It is the test that reveals how the other company works.

4. A written agreement. Who does what, who is responsible for the customer, how the result is divided and what happens if it goes wrong. One page is enough.

5. Maintenance. Periodic contact with a reason. Without it, the partnership falls asleep in three months.

Almost every partnership that fails skipped phase 3 or phase 4.

How to qualify without wasting time

After the event, separate the cards into three piles and treat each one differently.

• Possible customer: contact within 48 hours, with a specific reference to

the conversation.

• Possible supplier: ask for a real quote for something you would buy. It is

the quickest way to find out whether the company responds.

• Possible partner: propose a 30-minute coffee with a written agenda.

Without an agenda, it becomes a pleasant conversation with no next step.

Whoever does that with 40 contacts takes around two hours and comes away with five or six conversations under way. Whoever does not comes away with zero, regardless of the quality of the event.

The four behaviours that sustain trust

Keeping small deadlines. Trust is built on what is cheap to do. Whoever sends the quote on the day they promised earns the benefit of the doubt on the big contract.

Replying even to say no. Silence is the most efficient way of ending a commercial relationship. A "I cannot take this on, but I recommend so-and-so" keeps the door open.

Referring without expecting an immediate return. A referral is the strongest currency in a commercial relationship, and whoever refers first usually receives back, even if months later.

Being clear about limits. Promising what you do not deliver well destroys more relationships than turning the work down.

Communication that avoids noise

Agree three things at the start of any partnership:

1. Who owns the customer. Who serves them, who invoices, who answers for a

problem.

2. How you communicate. One channel only. Work matters scattered across

WhatsApp, email and phone calls is where agreements get lost.

3. How often you review. One conversation every 60 or 90 days, with an

agenda, stops the partnership becoming an assumption.

Go deeper in clear communication in business matchmaking and in how to negotiate commercial partnerships.

Mistakes that kill commercial relationships

• Disappearing after the event. It is the most common and the easiest to

avoid.

• Only appearing when you need to sell. The contact remembers that, and

stops replying.

• Recording nothing. Without notes, the next conversation starts from zero

and the person notices.

• Confusing volume with relationship. Forty superficial contacts are worth

less than five with a history.

• Leaving the agreement verbal. What is not written down becomes an argument

at the first problem.

• Treating a competitor as an enemy. A competitor with spare capacity is a

subcontracting partner in peak season.

How recurrence accelerates everything

Relationships are built through repetition. One matchmaking event a year generates contacts. One a quarter generates a network.

On the organizer's side, that means a calendar, not an isolated event. On the participant's side, it means choosing two or three events and attending all of them, rather than spreading your presence across ten different ones. Meeting the same people three times is worth more than meeting three hundred once.

At events organised with software, the history of meetings is taken into account when building the tables. In Rodada de Sucesso, the compatibility score for each meeting cross-references supply, demand, interests, segment, priority and history, and the schedule is generated with zero repetition as a hard rule. In practice, that means that over a sequence of editions you tend to meet new people rather than always meeting the same ones again.

How to measure

Three numbers, measured every six months:

• how many active contacts you have, meaning people you have spoken to in the

last 90 days;

• how many referrals you gave and how many you received;
• how much business came from referrals, rather than from prospecting.

If the third number grows, the relationship building is working. If it does not grow, you have a list of contacts, not a network.

Continue with how to build good partnerships, tips for strengthening relationships after the event and customer loyalty.