Localización del proyecto： El Medio Oriente
Producto：Tubería de acero ERW
estándar y material：BS1139 Q235B
Localización del proyecto：48.3mm,38mm, 60.3mm
Solicitud：Scaffolding System
“este orden, I just can’t give up on it.”
This is a thought many in foreign trade have held at some point. The order story I’m sharing today stems from precisely that kind of persistence. The client is from the Middle East, a new customer developed in 2025 with two successful orders already under our belt, specializing in scaffolding-related products. Their quality standards are extremely strict—even if they couldn’t accept a price increase, they firmly refused to use a 10% under-tolerance to “lower” costs. For every shipment, they required physical and chemical test reports and inspection photos.
The real challenge lay in the payment terms.
The client insisted on using OA (Open Account) terms, with a portion of the payment due only 30 days after the goods arrived at the port. For any company, this meant significant capital pressure and risk. Initially, we flatly refused. But the client was equally adamant: “We only accept these payment terms.”
At this impasse, we didn’t give up. After repeated discussions with leadership, ajustamos nuestra estrategia: Aceptamos los términos de la OA pero simultáneamente aumentamos nuestro precio cotizado para mitigar el riesgo., lo que nos dio la confianza para continuar. La negociación se convirtió en un tira y afloja, con el cliente presionando constantemente por un precio más bajo mientras sopesábamos las ganancias frente al riesgo. Actualizamos formalmente nuestras cotizaciones más de diez veces., seguimiento desde julio hasta la emisión de la Factura Proforma. Hubo varios momentos intermedios en los que sentí que “esto podría ser una causa perdida,” sin embargo, apretamos los dientes, monitored the market daily, and reached out to the client every couple of days.
The turning point came from support both internally and externally.
Internamente, company leadership provided full trust and support. After credit insurance was approved, the leader’s encouragement to “be brave and go for the order” gave me immense confidence. Además, the establishment of our Dubai office became a crucial advantage—we quickly arranged for local colleagues to visit the client in person, showcasing our capabilities and sincerity face-to-face. This made the client feel that we were not just a distant supplier but a reliable partner with local support.
Externally, we always held our ground while remaining flexible. When the client finally proposed a “rounded” target price, our calculations showed that even in the worst-case scenario, we could break even. So we decisively agreed: “Okay, we can do it,” securing a total of 4,211 tons of welded pipe.
Looking back on these four months, I’d like to share three key takeaways:
1. Persistence isn’t about stubbornly pushing forward blindly; it’s about strategically continuing to follow up after clearly understanding your risk tolerance.
2. Company support and collaboration are the greatest empowerment for a salesperson—tackling tough challenges requires seamless coordination from risk control approval to local market visits.
3. Sometimes, making yourself “visible” to the client is more effective than simply lowering prices. That visit to Dubai likely resonated more deeply with the client than any price concession would have.
This order has long been shipped smoothly. Reflecting on it now, what I’m most grateful for isn’t the final sales figure, but the fact that in those moments when I wanted to give up, I chose to take one more step forward.
Some orders don’t inherently belong to you; you make them yours, eventually.
Escrito por el equipo de Xinyue Steel
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