By the time this is read, the 2003 Process exhibition has come and gone. The 90 or so exhibitors who took part in this event would have spent hundreds of thousands of rands and invested hundreds of man-hours to put their best foot forward in the hope of attracting as much interest as possible from the visitors. The cacophony of spooling PowerPoint presentations, multimedia demonstrations, the drone of a thousand voices networking and the hum of countless active electronic circuits are all quiet. The tons of expensive high tech equipment have been schlepped back to the reception areas and manufacturer's representatives specially flown in at great cost from all over the world have returned to their respective countries. The total cost of snacks, beverages and corporate gifts handed out for free to the visitors on the stands would have taken a few years off the lives of the respective financial managers.
By now the names on the prospect lists would have been meticulously analysed, dissected and followed-up, with salesmen all over the country driving hundreds of kilometres in company cars to get face to face with the exhibition prospect. In the hope of securing the order, yet more demonstrations are held at remote locations, high quality quotations and proposals are presented with pride and nervous anticipation, while product specialists are foaming at the mouth trying to find the perfect solution for the most difficult process control applications imaginable. In all, a massive technical and logistical effort at huge expense, and in the case of smaller companies with less resources than the big guns, a significant financial gamble.
Off course, when all is said and done, Mr Prospect sits back in his chair and very nonchalantly informs the rep of his intention to go out on tender anyway, or that it was merely a costing exercise and that "we will have to put it in our budget for 2020". Does Mr Prospect have the remotest inkling of what it took to prepare that proposal on his desk; does he realise how much cost, commitment and specialised knowledge went into that professionally bound document with the glossy cover lying in front of him? Has he any idea how much money he would have had to pay a consultant to obtain such a detailed analysis of his particular plant or process? Probably not.
This does not happen all the time, but it does happen, and there is absolutely nothing we can do about it right? After all, it is expected of us as suppliers to provide world-class technology and innovative problem-solving at the drop of a hat. It is expected of us to provide full back-up service and round the clock product support. It is expected of us to send highly skilled sales professionals on regular visits to plants and factories around the country. It is expected of us to keep sufficient stock of spare parts and replacement units at our own cost. It is expected of us to keep our customer up to date with the latest product developments and technological advances. It is expected of us to free-issue catalogued and indexed data packs bound in long-life folders (in triplicate) with every item sold.
As for the commercial aspect, it is expected of us to provide performance bonds, retention bonds and surety bonds without complaining. It is expected of us to sit idly by and grind our teeth together while the customer dictates his own commercial terms. But it really is quite simple; you abide by the 'rules' or you do not get the business, right?
Some might argue that all of this comes with the territory, if you do not like it, get out, go and sell candy floss on the beach. Stop whining, it is the same all over the world they say. That is what 'business' is all about they say. Industrial blackmail I say.
Johan Steyn, President SAIMC, [email protected]
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