Ex citations had been much higher than this, given the advantages of their product over that p reduced by their competitors. Technological breakthroughs at Cloverleaf meant that their bottling lines had a 10 per cent speed advantage over the nearest competition with equal filling accuracy. A key pro blew with competitor products was unreliability. Down time due to a line breakdown was extremely costly to bottlers.
Tests by Cloverleaf engineers at their research and development establishment in t e UK had shown their system to be the most reliable on the market. Cloverleaf’s marketing strategy was based around high quality, high price corn appetite positioning. They believed that the superior performance of their product justified a 1 0 per cent price premium over their key competitors who were all priced at around E 1 million for a standard production line. Salespeople were told to stress the higher speed and enhance deed reliability when talking to customers.
The sales organization in northern Europe consisted of a sales manager with three salespeople assigned to Germany, France and the Benelux country sees respectively. A technical specialist was also available when required. When a sales call require deed specialist technical assistance, a salesperson would contact the sales office to arrange for the etc Hannibal specialist to visit the prospect, usually together with the salesperson.
