Hequbing Business Consulting: diagnosis, pilots and delivery
When owners ask about AI, their underlying questions are often commercial. Why do customers not find a competitive product? Why do inquiries fail to become orders? Which part of quoting, sampling, follow-up or payment needs attention first?
I am extending Hequbing AI Studio toward consulting, combining product development and operating experience. This is a service launch seeking the first group of partner companies, not a report claiming established growth results.
Start with one business process
The initial focus is companies with annual revenue above CNY 100 million and an existing product, customer and delivery base, particularly manufacturing, supply chains and B2B. Revenue is a reference point; the opportunity, internal owner, data and willingness to collaborate matter more.
For inquiries that do not become orders, examine customers, product information, quoting evidence, response times, samples and follow-up. Some steps need AI, others need clear ownership or a revised product position. Important quotes, contracts and commercial commitments retain human approval.
Three consulting stages
| Stage | Price in CNY | Core deliverables |
|---|---|---|
| AI business diagnosis | 30,000 per engagement | Current-state analysis, priorities and an initial plan for one scenario |
| AI growth pilot | 180,000 / 90 days | Agreed tools and workflow, training, tracking and reviews |
| Annual growth partnership | From 600,000/year plus agreed performance fee | Annual priorities, implementation, team guidance and business reviews |
A diagnosis may conclude that an investment is not worthwhile yet. A pilot tests usability, adoption and improvement. Annual work is not unlimited development: scope, resources and acceptance are agreed.
Fees for diagnosis and pilots in the same scope may be credited toward the annual base fee under the subsequent contract. Advertising, third-party software, extra onsite work and large system projects have separately approved budgets.
Consulting and development are separate choices
A customer with a defined requirement can choose development and delivery: rapid proof-of-concept work starts at CNY 8,000; custom tools are priced by scope. Development assesses feasibility and risk, while consulting also covers opportunity selection, business coordination and reviews. A single tool does not require annual consulting.
Agree attribution before performance fees
Do not assign all company growth to the consultant. Existing-customer purchases, new capacity, price changes and other teams' work need separating. Define a product line, channel or customer project, then agree baselines, attribution, costs, collections and settlement.
Pipeline value is not realized revenue. Saved hours are not automatically reduced payroll. Important results should be reviewable by the client or an agreed third party.
Targets require a plan
Twenty-percent revenue growth can be discussed as a target, not promised to every company. Explain the expected source of growth and check capacity, staffing and additional investment.
For long sales cycles, 90 days may show responses, quotations, qualified opportunities and order progress before collected revenue. Expansion decisions use actual records.
I am based in Shenzhen, with remote work and travel arranged by project. Start with what you sell, who buys it and where progress stalls. See pricing and the companion FDE approach.
By Hequbing (He Fangsheng / Dosen). English edition prepared on 2 October 2026, based on my WeChat article (Chinese). Original illustrations and publication records are available there.
Contact: WeChat hecare888; hefangsheng@gmail.com. Services and pricing.