Cloverleaf plc.

Presented by
Vishakh.S
Gokul Ram

Introduction to Cloverleaf
plc
UK-based supplier of bottling plant.
Two years ago it opened an overseas
sales office.
Over 1000 organization in those
countries
that had bottling facilities.
High expectation of sales but less
sales.

 Advantages of their product:

10 per cent speed advantage over
the nearest competition with equal
filling accuracy.
Cloverleafs marketing strategy:
high quality, high price competitive
positioning.
Salespeople were told to stress the
higher speed and enhanced
reliability.

 Selling team consists of:

Sales manager.
Three sales people.
Technical specialist.
Buying institutions consists of:
Production manager
Production engineer
Purchasing officer
Technical director.

Introduction to Case
John Goodman received a call from Dr
Leblanc, the technical director of Commercial
S.A., to know about the bottling plant.
March 7
Called on Dr Leblanc who told that
Commercial S.A. had decided to purchase a
new bottling
March 8
Visited M. Artois who showed him the
specifications that he had drawn up.

 March 11
Visited Dr Leblanc
why they should buy from us
He suggested him contact M. Bernard, the purchasing manager.
Got appointment to see him in two days time.
March 13
Called on M. Bernard and discussed the technical features of
the system with him.
Asked about price.
March 15
Visited Dr Leblanc who said a decision was being made within a
month.
Asked him about price

 March 20
Saw M. Bernard.
He told him our price was 1.1m. He replied that a key
competitor had quoted less than 1m.
March 21
Had a meeting with Mike Bull sales manager to discuss
tactics.
He told John to reduce the price by 50,000 to satisfy M.
Bernards ego.
March 25
Told M. Bernard of our new quotation.
He said he still did not understand why we could not
match the competition on price

 March 30
Visited Dr Leblanc, who said a meeting had been arranged for April
13 to make the final decision
but that our price of 1.05m was too high for the likes of M.
Bernard.
April 4
Hastily arranged a meeting with Mike Bull to discuss the situation.
Told him about Dr Leblancs
concern that M. Bernard thought our price was too high.
April 5
Took our final offer to M. Bernard.
He said he would let me know as soon as a decision
He stressed that the decision was not his alone; several other
people were involved.

 April 16
Received a letter from M. Bernard
stating that the order had been
placed with Hofstead Gm.
He thanked John for the work I had
put into the bid made by Cloverleaf
plc.

What Went Wrong?

Sales force
Lack of sales skills and knowledge
Lack of commitment
Buying behaviour
Benefit/Cost
production manager - cost saving and smooth production flow
decider role.
The production engineer M Artois - technical specifications of product
-influencer position.
The purchasing officer M Bernard - financial aspects of the purchase
Buyer role, this is a powerful position in the DMU as he can negotiate
prices, and ultimately decide if the order is value for money.
Technical Director responsible for technical issues - Final decision
maker

Thank You
HAPPY
NEWYEAR