Four hundred business cards. Zero customers

Four hundred business cards were collected at a trade show, but no customers were found. The founder sat on the hotel bed and counted the cards, receiving a dozen calls and sample requests. The attendees included importers, distributors, consultants, and accountants, who bought the product or advised on regulations and market entry.

None of them actually used the product. The distributor knows which items sell, get returned, and the profit margins. The consultant understands the rules, and the accountant knows the tax implications. These professionals have no understanding of the product's actual use after leaving the store. The founder heard the same phrase repeated at multiple shows: "Great.

Send samples." In 1959, Honda opened its first overseas subsidiary in Los Angeles with eight employees. By the end of the year, they sold only 170 motorcycles. Americans were drawn to larger motorcycles like Harleys and Triumphs. Honda began targeting specific markets through direct mail, ads in general-interest magazines, and shelf space in previously unsold areas.

Sales surpassed 1,000 monthly in May 1961, and 40,000 annually by 1962. The trade show taught the founder that customers don't come to the booth; they are learned by being there and observing their daily lives. In 1990, Samsung initiated a regional-specialist program, assigning one employee per country for extended stays to understand local life.

However, this approach is rare for startups, who often rely on brief visits and collected business cards to gauge market potential. For startups, "global" typically means a few days annually, with little actionable insight. Meeting with market experts is not a substitute for firsthand experience. Understanding a customer's daily life during the first few years abroad can be more valuable than 400 business cards.