# Delivery And Payment Case Cards

Use these cards first for lead-time, shipment, payment, and balance-risk issues.

## CASE-DELIVERY-001 Delay leads to refund or compensation pressure

- Stage: Production or shipment stage
- Trigger phrases:
  - Delivery is delayed and the client asks for refund
  - The client wants us to bear extra freight
  - Clearance or logistics delay is turning into a dispute
  - 交期延后客户要退款
  - 交货延迟客户要我们承担运费
  - 清关延迟客户想退款
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 84-89 delivery delay and refund risk`
- Case takeaway:
  - Acknowledge the delay clearly and immediately — do not minimize or deflect.
  - Distinguish controllable factory issues from external logistics issues where relevant — but take responsibility for the overall timeline.
  - Move quickly to options: revised schedule with specific dates, partial shipment to meet urgent needs, freight support or mode upgrade, or a clear refund path if the order is truly unrecoverable.
  - If the delay is due to quality issues found during production, frame it as protecting the client: "We found an issue during QC and chose to fix it rather than ship a defective product."
  - Offer daily or weekly progress updates to rebuild trust.
- Reply mindset:
  - Be solution-first, not excuse-first
  - Protect the shipment if still feasible
  - Avoid vague promises — give specific dates
- Do not say:
  - Please just wait
  - The logistics problem has nothing to do with us
  - This kind of delay is normal

## CASE-DELIVERY-002 Production error discovered — how to inform client

- Stage: Production or shipment stage
- Trigger phrases:
  - We made a production mistake
  - Product does not match the confirmed specifications
  - We need to tell the client about a production issue
  - 生产出错了怎么跟客户说
  - 产品和确认的规格不一样
  - 大货有问题
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 167-168 production error and client notification`
- Case takeaway:
  - Be proactive — inform the client before they discover the issue. Proactive disclosure builds trust; reactive excuses destroy it.
  - Frame the discovery as part of your quality control process: "We found this during our internal QC inspection."
  - Present the problem together with the solution: what happened, what you're doing to fix it, and the revised timeline.
  - If the error is minor and doesn't affect function, offer the client a choice: accept with a discount, or wait for a corrected batch.
  - If the error is major, offer to redo production at your cost with a clear new timeline.
  - Separate the error from the relationship — one mistake doesn't define the partnership.
- Reply mindset:
  - Disclose proactively, never hide
  - Present problem + solution together
  - Protect the relationship through honesty
- Do not say:
  - We didn't notice until now
  - It's close enough, the client won't notice
  - This is the factory's fault, not ours

## CASE-DELIVERY-003 Client wants to rush the order or move delivery earlier

- Stage: Production or shipment stage
- Trigger phrases:
  - Client wants earlier delivery
  - Client needs urgent shipment
  - Can we speed up production
  - 客户要求提前交货
  - 客户催货
  - 能不能加急
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 201-204 rush order and early delivery push`
- Case takeaway:
  - Assess feasibility honestly — don't promise what you can't deliver.
  - If possible, offer options: air freight instead of sea (with cost sharing), partial shipment of urgent items first, or overtime production with a rush fee.
  - If not possible, explain the production constraints clearly and offer the earliest realistic date.
  - Use the rush request as leverage: "To prioritize your order, we would need to confirm the balance payment earlier."
  - Frame the rush as a special effort: "We held a meeting specifically for your order and rearranged our production schedule."
- Reply mindset:
  - Be honest about what's possible
  - Use the urgency as negotiation leverage
  - Show special effort to build goodwill
- Do not say:
  - We can't do anything about it
  - You should have ordered earlier
  - Rush orders always cost more (without offering specifics)

## CASE-PAYMENT-001 Client delays balance payment or stays silent after goods are ready

- Stage: Shipment stage
- Trigger phrases:
  - Goods are ready but client does not pay balance
  - We sent payment reminders but no reply
  - We need to chase tail payment without damaging the relationship
  - 货好了客户不付尾款
  - 催尾款客户不回复
  - 尾款拖延
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 90-102 payment follow-up and tail payment`
- Case takeaway:
  - Remind the client that payment follow-up is part of responsible order handling — frame it as moving the order forward, not chasing money.
  - Tie the payment to the next operational milestone: shipment booking, document preparation, or container loading deadline.
  - Use a graduated approach: (1) friendly reminder with shipment details, (2) mention warehouse storage costs or booking deadlines, (3) escalate to a more direct tone with specific consequences.
  - If the client is genuinely having cash flow issues, offer a short extension with a specific date, but get written confirmation.
  - For platform orders, reference the platform's payment protection rules.
- Reply mindset:
  - Stay professional and keep the order moving
  - Escalate pressure gradually
  - Never threaten, but state consequences clearly
- Do not say:
  - You never pay on time
  - We will stop everything immediately
  - If you don't pay, we'll sell your goods to someone else

## CASE-PAYMENT-002 Platform order placed but not paid

- Stage: Order confirmation
- Trigger phrases:
  - The client placed the order on a platform but did not pay
  - The shipping charge made the client hesitate
  - We need to re-open the order without losing momentum
  - 某平台下单不付款
  - 拍下链接没付款
  - 客户下单后不付款
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 103-104 platform order unpaid`
- Case takeaway:
  - Do not cancel or confirm in a rush — first understand why the client didn't pay.
  - Common reasons: shipping cost surprise, payment method issues, internal approval needed, or simply forgot.
  - Clarify the full landed cost including shipping, and offer to adjust the link if needed.
  - Make the payment path simple and easy to understand — remove any friction.
  - If shipping cost is the blocker, offer alternative shipping methods or cost-sharing options.
- Reply mindset:
  - Re-open the decision cleanly
  - Remove confusion and friction
  - Make the next click easy
- Do not say:
  - Why did you place the order if you were not ready to pay
  - Pay now or we will cancel it
  - The shipping cost is standard, everyone pays this

## CASE-PAYMENT-003 Client pushes for lower deposit or longer terms

- Stage: Negotiation or order confirmation
- Trigger phrases:
  - The client wants lower deposit
  - The client asks for arrival payment or OA
  - The client refuses the standard payment structure
  - 客户要求降低定金
  - 客户要求到港付款
  - 客户要求账期
  - 客户不付订金
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 106-126 payment terms and deposit pressure`
- Case takeaway:
  - Explain the supplier-side cash pressure briefly and commercially — raw material procurement, production costs, and cash flow requirements.
  - Avoid turning the answer into a complaint — keep it factual and professional.
  - If any flexibility exists, bind it to conditions: order size, payment history, trade insurance, or faster balance timing.
  - For new customers: hold firm on standard terms (30% deposit minimum) — trust must be earned through the first successful order.
  - For existing customers with good history: consider modest adjustments (e.g., 20% deposit instead of 30%) but never accept full post-delivery payment without financial instruments.
  - Offer alternatives: L/C at sight, escrow through the platform, or trade credit insurance.
- Reply mindset:
  - Protect cash risk with facts, not emotions
  - Stay factual and solution-oriented
  - Trade terms only with conditions
- Do not say:
  - Our policy never changes
  - We do not trust you
  - Every customer pays 30%, no exceptions

## CASE-PAYMENT-004 Overdue payment — client not responding to collection attempts

- Stage: After-sales or shipment stage
- Trigger phrases:
  - Client owes money and won't respond
  - Multiple payment reminders sent with no reply
  - Client received goods but refuses to pay remaining balance
  - 客户欠款不回复
  - 催了好几次款客户不理
  - 货已签收客户拒付款
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 96-101 overdue payment and non-responsive client`
- Case takeaway:
  - Use a graduated escalation approach: (1) friendly reminder, (2) formal payment notice with specific amount and due date, (3) mention of potential impact on future cooperation, (4) involve a senior manager or finance department.
  - For clients who received goods but won't pay: reference the delivery confirmation, signed documents, and contractual obligations.
  - If the client is genuinely in financial difficulty (e.g., pandemic, market downturn), offer a structured repayment plan with specific dates.
  - Use the "moral appeal" approach for long-term clients: reference the trust built over years and the mutual benefit of maintaining the relationship.
  - Document everything — keep records of all communication attempts for potential legal action.
  - As a last resort, mention that continued non-payment may affect their credit standing or platform rating.
- Reply mindset:
  - Escalate gradually but firmly
  - Separate the payment issue from the relationship
  - Always leave a door open for resolution
- Do not say:
  - We will take legal action immediately
  - You are a fraud
  - We will never work with you again
  - We will tell other suppliers about you

## CASE-PAYMENT-005 Installment payment request for high-value customized equipment

- Stage: Negotiation or order confirmation
- Trigger phrases:
  - The customer asks for installment payment for a high-value machine
  - Client wants to pay in monthly installments after delivery
  - Large equipment with customization, customer has cash flow pressure
  - Customer pushes for OA terms or post-delivery payment schedule
  - 灌装机分期付款
  - 大型设备要求分期
  - 定制设备客户要求货到付款
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Case 108 customer asks for O/A or post-delivery payment`
  - `12-case-cards-delivery-payment.md / CASE-PAYMENT-003 / Client pushes for longer terms`
- Case takeaway:
  - High-value customized equipment cannot accept post-delivery installment payments due to bad-debt risk and the fact that customized equipment has limited resale value if the client defaults.
  - Counter with milestone-based payment tied to production nodes, not calendar time:
    - **Plan A (3-4-3)**: 30% deposit to start design and procurement, 40% after assembly and video verification, 30% before shipment.
    - **Plan B (3-3.5-3-0.5)**: 30% deposit, 35% mid-term, 30% pre-shipment, 5% warranty tail (within 30 days of delivery).
    - **Plan C (L/C)**: Irrevocable letter of credit through the client's bank — transfers risk to the banking system.
    - **Plan D (Financial leasing)**: Recommend the client use local financial leasing or equipment financing.
  - Emphasize the customized nature of the equipment to justify the payment structure — "This equipment is designed specifically for your bottle type and capacity."
  - For existing customers with good payment history, consider a small warranty tail (5%) payable within 30 days of delivery.
- Reply mindset:
  - Protect against post-delivery payment risk at all costs
  - Convert "time-based installment" to "milestone-based payment"
  - Use the customization as a legitimate reason, not an excuse
  - Offer L/C as a professional alternative for cash-strapped customers
- Do not say:
  - "Our company absolutely does not accept installments." (too rigid, drives away customers)
  - "You can pay the rest after receiving the goods." (extremely risky, strictly forbidden)
  - "We don't trust your company's financial situation."

## CASE-PAYMENT-006 Freight surcharge or extra fee collection

- Stage: Order confirmation or shipment stage
- Trigger phrases:
  - Freight increased after quote
  - Weight or shipping cost was miscalculated
  - We need the client to share extra logistics cost
  - 运费涨价客户不接受
  - 运费报错了要补差价
  - 重量算错运费收少了
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 130-142 freight increase and surcharge`
- Case takeaway:
  - Explain the cause of the cost gap in plain commercial terms — shipping market volatility, weight miscalculation, or regulatory changes.
  - Separate product price from freight adjustment — make it clear the product price hasn't changed.
  - When possible, give options: split the extra cost, change shipping mode (sea vs air), adjust packing to reduce weight, or consolidate with other shipments.
  - Use the standard framework: "Please do trust we would not add the cost without reason."
  - If the error was on your side (miscalculation), offer to share the cost rather than passing it all to the client.
  - Provide documentation: shipping quotes from multiple carriers, weight certificates, or rate change notices.
- Reply mindset:
  - Keep the math transparent
  - Give choices, not ultimatums
  - Prevent the surcharge from becoming a trust problem
- Do not say:
  - Freight changed, so you must pay
  - This is standard, no discussion
  - We already lost money on the product, you must cover shipping

## CASE-PAYMENT-007 Client wants to pay by account terms (OA/credit) for first order

- Stage: Negotiation or order confirmation
- Trigger phrases:
  - New client asks for OA terms
  - Client wants credit terms on first order
  - Client says their company policy requires net 30/60/90
  - 新客户要求赊账
  - 客户要求账期付款
  - 第一单就要OA
- Source anchors:
  - `03-email-case-library.md / SRC-003 / Cases 107-109 OA and credit term requests`
- Case takeaway:
  - For first orders, OA terms are almost never acceptable — the risk is too high with no payment history.
  - Explain professionally: "As the first cooperation, we need to build mutual trust through a successful transaction first."
  - Offer a path to OA: "After 2-3 successful orders with good payment history, we can discuss credit terms for future orders."
  - Suggest alternatives that protect both sides: L/C at sight, platform escrow, or trade credit insurance (Sinosure).
  - If the client insists their company policy requires OA, ask if they can provide a bank guarantee or corporate guarantee letter.
  - Frame it as industry standard: "For customized products, prepayment is the common practice worldwide."
- Reply mindset:
  - Firm but professional on first-order terms
  - Show a clear path to future flexibility
  - Offer financial instrument alternatives
- Do not say:
  - We never do OA with anyone
  - Your company is too small for credit terms
  - We've been burned before by clients like you
