Sales prospect

Process validation should normally be completed prior to the manufacture of finished product that is intended for sale (prospective validation. Process validation during routine production may also be acceptable (concurrent validation. ... 

Another is a motor marketing map showing the density of automobiles in various parts of the United States (9). Statistics have been collected on a county basis and it is easy for an observer of the map to determine where the greatest sales prospects exist. It would be more effective to use red for the highest density because it is more conspicuous than yellow, which indicates greater density than the red areas on this map. 

The confirmed sales report shows, for each grade, the number of staff in that grade who are committed to contracts in each of the following twelve months and the total expected revenue from that grade in each month The sales prospects report shows, for each sales prospect, the potential value of the sale, its likelihood and the likely start date. The likelihood is reported on the following scale ... 

Prospects that merit a likehhood of less than 0.1 are not included in the sales prospects report. These likelihoods are based on experience which snggests, for example, that Syniad will win, on average, abont three ont of ten contracts for which it has been asked to bid. Obviously, much of the information in this report is very snbjective but the report still provides a useful and disciphned way of assessing the fmits of the salesmen s activities. 

Taken together, the confirmed sales report and the sales prospects report enable a reasonably accurate assessment of future staff needs and revenue to be made. In particular, they allow recruitment tactics for the next two or three months to be determined. Note, however, that this is at a very coarse level a need for an increased number of grade 4 staff may be apparent but the reports do not indicate, for example, whether they should have experience in air traffic control systems or payroll. 

Once basic requirements and secondary objectives have been established, the prospective purchaser will find it easier to discuss details with sales representatives. From the latter s viewpoint, it is easier to talk to a potential customer who knows what he needs from a mass spectrometer system rather than to a customer who has only a vague idea of what is required. In fact, an uninformed customer can end up purchasing an expensive instrument that is far too good for the analyses required or, at the other extreme, a cheap instrument that is inadequate for immediate needs, let alone ones that might arise in the near future. 

Contract review is but one of the tasks in the contract acquisition process. These are marketing, prospect acquisition, tendering, contract negotiation, contract award, and then contract review. However, in a sales situation, you may simply have a catalog of products and services and a sales office taking orders over the telephone or over the counter. The contract review element of this operation takes a few seconds while you determine if you can supply the item requested. In an organization that produces products to specific customer requirements you may in fact carry out all the tasks in the contract acquisition process. Rather than isolate the contract review task and produce a procedure for this, your business may benefit more from a procedure or series of procedures that covers the contract acquisition process as a whole. 

A price for the shares will be set by the market, based upon its assessment of the prospective performance of the company and the perceived quality of its management, and trading in the shares will begin. This price does not affect the money value received by the company for the sale of the shares at flotation. 

If a sales representative offers to arrange for a visit to a laboratory where equipment of the type being considered is in use, such an offer should not be turned down. A discussion with an actual user will be very fruitful. Some manufacturers show their equipment in display rooms, giving the prospective buyer a chance for true hands-on experience. 

This part of the arrangement, far from being fifty-fifty, meant that Standard would pay Farben an enormous price not to sell synthetic fuels anywhere outside Germany. This price was the loss of millions of sales in the chemical field, which Farben would suck up. But Farben s gasoline showed no immediate prospect of offering commercial competition anyway. It cost so much to make that it had no practicable peacetime use. 

A further feature is that the sales staff keeps a note of contacts with potential Customers to remember when and why to pester them next and how much chance there is of getting some business (see Figure 10.19). Some people do this with sticky notes others use electronic organizers. A Contact here is an occasion on which a Customer was spoken to or sent mail Customer includes prospects who have not yet made an order. 

The most accepted validation method is prospective. This validation approach relies on completion of the validation before commercial production begins and requires the manufacture of at least three consecutive batches during protocol execution. The batches are evaluated for conformance to the protocol requirements a report is prepared and approved. Then the lots are released for sale and production commences using the validated process. For excipient manufacture, where the material has been produced for quite some time, this approach is usually inappropriate. 

Form a group of three and role play a hypothetical sales call, with one group member acting as the salesperson and the other two acting as prospective buyers at the same target company. Exchange roles until everyone has taken a turn as the salesperson. 

In order to sell more effectively to prospects, it is often advantageous to use existing customers with well-managed cooling systems as third-party references. But a poorly managed account is a potential sales liability. 

The development of a prospective account toward an eventual sale usually follows a number of basic and identifiable steps, which can be taught in professional sales training classes. (Although, in practice, the sales sequence is seldom as smooth as the classroom lectures may make out.) All buyers have different needs and respond differently to sales calls. 

A key objective of most water treatment company field representatives is to sell a certain value of new business each year. A good part of this additional income is obtained through the use of a proposal (which can therefore be regarded as a sales tool). And, under most circumstances, a prerequisite to issuing a prospective customer with a proposal is to conduct a detailed survey of the customer s plant. 

If there is no prospect of an immediate sale, the seller needs to exercise some patience and also some resolve to continue to pursue the business and to be there when the right opportunity eventually arises. 

But not with poetry like that Several of the prospective buyers seemed to think it was genuine. It would have fetched a fortune I couldn t possibly afford to buy it, but I did agree to help him in return for one of the lesser pieces, which he withheld from the sale, and I intended to bid on a few of the others. I approached the top ten collectors in the Republic... ... 

The results of a major market study suggest that biotech could affect at least ten percent of chemical sales by 2010, double today s figure (Fig. 28.1). Prospects are looking brighter than ever before thanks to three key drivers advances in technology, environmental and economic benefits, and the need for innovation in the chemical industry. 

Most fuel cell companies are still in the r d stage but are making very optimistic projections about performance and cost. It is possible they will achieve their goals. But it is premature and unwise to base major investments or policy decisions on such expectations. Successful performance in a laboratory setting is no guarantee of successful performance in a real-world setting. And both are quite separate from whether one can achieve the sales volume and economies of scale needed to achieve cost goals. The real-world problems and prospects for fuel cell commercialization are the subject of the next chapter. 

Design data and other process information are obtained during the development stage. This information is used as the basis for carrying out the additional phases of the design project. A complete market analysis is made, and samples of the final product are sent to prospective customers to determine if the product is satisfactory and if there is a reasonable sales potential. Capital-cost estimates for the proposed plant are made. Probable returns on the required investment are determined, and a complete cost-and-profit analysis of the process is developed. 

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