SHARE-ME GUIDE

Weekly Business Card Review to Determine When to Contact Next

Share-Me | Published November 1, 2026

Sometimes you may wonder when to contact someone after exchanging business cards. Rather than deciding to "send an email to everyone after one week," reviewing your commitments, items to send, and the timing they requested allows you to determine your next action more concretely.

A weekly review is not a task to send an email every week. It is time to distinguish between commitments to address this week, items requiring internal confirmation, people to wait for, and people to stop contacting. This article introduces a recording sheet to help make these decisions, along with fictional review examples.

Separate "the next contact date" from "the internal review date"

First, divide dates into two types. The scheduled contact date is the day you contact them in accordance with their request or the agreed item. The internal review date is the day the person in charge checks the status and determines the next action. Do not contact the person simply because the internal review date has arrived.

• Deadline agreed with the person:By when you promised to send materials or provide specifications.
• Timing requested by the person:Comments such as "not needed this month" or "when considering next term." If a specific date is unknown, leave it as undetermined.
• Internal review date:The day to check whether internal answers have been gathered or if another person in charge has already handled it.
• Actual contact date:The date and time sent and the item. Distinguish this from a date that was only scheduled.

Even if you review the list once a week, you should not leave a response promised by tomorrow until the following week. Manage agreed deadlines as part of your daily work, and use the weekly review to check for omissions or unclear ownership. This sheet itself does not have automatic notification or automatic sending functions.

Review in this order: "Opt-out requests → Commitments → Items → Timing"

1. If there is an expression of no need for contact, remove it from the candidates

First, check for expressions of no need for contact, requests to stop delivery, or inability to be contacted by a specific method. Record the scope of the opt-out and the date it was received in a place where the necessary person in charge can see it. This prevents sending the same guidance again even if the person in charge changes.

Do not interpret "no email needed" as "phone is okay," or use the confirmation of an opt-out as an excuse to send promotional materials. If the scope is unclear, first check the original interaction and the internal person in charge. Keep the storage and sharing of opt-out information to the minimum necessary in accordance with internal handling rules, and manage it separately from weekly sales candidates.

2. Find commitments we have made

Identify promised materials, questions to research and answer, and discussions about schedule options. Do not just write "contact"; write what needs to be delivered to fulfill the promise. If it is under internal confirmation, coordinate the confirmation person and the planned response before asking the person additional questions.

If you realize you will not make the deadline, do not silently push back the scheduled date. After confirming that there are no circumstances such as a contact opt-out, determine whether it is necessary to communicate the delay and future outlook. Keep the original commitment and change history, and do not rewrite it as if it had been a different day from the beginning.

3. Can you explain the reason for this contact in one sentence?

Simply saying "because we haven't contacted them in a while" does not establish a clear item. Write in one sentence what you are delivering this time, such as materials the person requested, answers to the previous question, or information directly related to content the person showed interest in.

If there is no new item and no commitment, you can choose not to contact them this week. Do not operate in a way that sends "Is there anything troubling you?" every week; instead, determine again when an item arises. Think of saving a business card and being desired for continued contact as two separate things.

4. Have the person's timing and the team's preparation aligned?

If the person says "from next month onward," prioritize that intention. On the other hand, if we promised to "answer by the end of this week," do not remove it from the list just because the materials are not ready; return it to the confirmation person. Even when leaving the next contact date blank, leave a reason such as "waiting for person's designation," "waiting for internal confirmation," or "no item."

Weekly review sheet you can copy and use

Use one row as "one uncompleted item for one person." If there is another commitment to the same person, separate the items, but have the same person review them together before sending to avoid duplicate contacts. The following headings are tab-separated and can be pasted into a spreadsheet.

Item ID	Person's Reference ID	Person in Charge	Last Contact Date	Commitment Exists	Commitment Content	Agreed Deadline	Person's Requested Timing	This Contact's Item	Opt-out Request and Scope	Basis Reference	Decision	Next Scheduled Contact Date	Internal Review Date	Next Person to Check	Execution Result

The decision column basically uses the following five types. This is a proposal for operation and is not a standard feature of a specific app.

• Contact:The commitment, item, and timing have been confirmed within the scope of contact. Confirm preparation and recipient, then execute.
• Internal Confirmation:Specification answers, the person in charge, and whether it has been handled are unclear. Confirm internally before contacting the person.
• Wait:Before the person's designated timing, or there is an agreement to wait for a response. Do not confuse the contact date with the internal review date.
• Complete:The item has been completed, or there are no longer any items to proceed with. If a separate matter arises later, make a new decision.
• Opt-out:There is an expression of no need for contact. Remove it from sales candidates, and ensure the opt-out information is communicated among the people in charge.

Do not interpret a blank space as "no problem." Especially if a commitment or opt-out request is unconfirmed, determine who will check the original email or contact record. For the original record of the conversation, you can use conversation notes after exchanging business cards, and for the person's job change or affiliation change, you can also use contact information update confirmation.

Determine whether to contact using four fictional examples

Example 1: Promised to send materials, and the deadline is approaching

Fictional situation:At a meeting on Monday, it was agreed to send specification materials by Friday. There is no opt-out request, and the person in charge is determined. As of the Wednesday review, one internal confirmation remains.

Decision:Wednesday is "Internal Confirmation." Request the confirmation person and determine the work necessary to send by Friday. Do not send unconfirmed specifications just because the internal review date is Wednesday. Confirm the outlook before the deadline, and record the actual date and content sent in the result column.

Example 2: The person wants to consider next term

Fictional situation:The person says, "I will not consider this term. If I need information next term, I will consult you."

Decision:"Wait." Do not use this as a basis to send guidance every week from our side. If necessary, leave only the internal review date, and check existing records to see if the person has consulted us or if there has been a change in their request. The key is not to replace "next term" with a specific sending date or meeting agreement on your own.

Example 3: No reply to the previous guidance, and no new items

Fictional situation:Materials have been sent, and there is no promise of a reply. There is also no information to add this time.

Decision:Mark the sent item as "Complete," and do not repeatedly set the next send just because there is no reply. If there are administrative issues such as undeliverable recipients, check internally. If there is another commitment requiring a response, check the original agreement and deadline and determine it as a separate item.

Example 4: Another person in charge had received an expression of no need for contact

Fictional situation:An unaddressed guidance remains on my sheet, but a colleague's record states an expression of no need for sales contact.

Decision:Prioritize "Opt-out." Confirm the original record and scope, and remove it from the guidance candidates. Do not resume using a change of person in charge as a reason without a basis for lifting the opt-out status. Limit the information shared with relevant parties to the scope necessary to respect the opt-out.

Do not treat no reply as consent to continue contact

The reason for no reply is unknown. Do not assume they are busy, do not need it, or it is outside their responsibility; record the known fact as "Have not been able to confirm a reply." Before deciding to send after a certain number of days or a certain number of times uniformly, check whether it is an item requiring a response, the desired scope of contact, or if another person in charge has handled it.

Even when considering a follow-up contact, do not mechanically send the same explanation as last time; instead, confirm the necessity of the contact. If the deadline the person promised to reply by has not yet arrived, wait. If they have indicated it is not needed, stop. Treat the process of creating a draft and the decision to actually send as separate.

In the Eight Team Official Usage Example, an operation to identify and remove people who do not want delivery from the target is also introduced. This article does not assume a specific tag function, but proposes a recording column where the expression of opt-out can be checked first in the weekly determination.

Even with a change of person in charge, hand over commitments and opt-out information

When the person in charge changes, hand over not only the business card, but also uncompleted items, promised deadlines, the person's requests, and the scope of contact opt-out. Also record what the person taking over has confirmed, so that multiple people in charge do not send different guidance to the same person.

• □ Compared the person's name, affiliation, and recipient with the latest confirmed information.
• □ Does not conflict with the opt-out request and the desired method and timing.
• □ This contact's item can be explained in one sentence and does not include unconfirmed specifications.
• □ Confirmed that another person in charge has not handled it.
• □ A person in charge is determined to record the date, time, item, and result after execution.

If an initial thank-you message is needed, please refer to How to Write a Thank-You Email After Exchanging Business Cards. This weekly sheet is not for mass-producing sample sentences, but for determining whether to send now and what to confirm first.

At the end of the week, record not only the number of sends, but also "Completed the commitment," "The person in charge of internal confirmation has been determined," and "Reflected the opt-out request" as progress. If there is a reason for the decision not to contact, the next person in charge will not have to repeat the same consideration.

With Share-Me, support for the person's confirmation and email draft creation

The official Share-Me guide explains that saved business cards can be searched by name, company name, phone number, email address, and more. Also, the Official Corporate Introduction introduces AI-generated follow-up emails. This is an option when checking the person weekly and preparing a draft in accordance with the agreed item.

This does not guide automatic reminders, automatic sending, or automatic determination of opt-out requests. Please have a person confirm the recipient, content, commitment, and opt-out request of the generated draft before deciding to send. View the Share-Me Features and Usage Guide.

Official information confirmed on November 1, 2026. The recording sheet and decision examples are original operational proposals. All input is fictional.