Show cards, website inquiries, and agent filings never merge into one factory project; acquisition spend cannot land on evaluable opportunities.
01 Industry judgment
Project-based sales · Equipment manufacturing
Equipment deals run on project cycles — decision chain, quote versions, and revisit nodes must share one screen
Engineering judges fit, procurement owns price, the user side decides install. If those three authorities live in personal chat tools, projects stall at Quoted; after handoffs, operating conditions and decision roles do not continue.
Project sales orgs for machines, lines, and non-standard equipment that must work with engineering, procurement, and users — then manage acceptance, spares, and upsell after delivery.
Equipment manufacturing · How the business hangs together
Into leads
- Website inquiry form
- Show QR code
- Qianying business card
Project ledger
- Factory file
- Equipment project
- Engineering / procurement / users
Follow-up actions
- Quote-version email
- Calls write to project
- Next exchange date
Manager board
- Unassigned inquiries
- Quoted without revisit
- Warranty-due revisit
02 Process diagnosis
After the project-sales judgment, split equipment deals into six process checks. Inquiries come from shows, website, and referrals; the real start is when equipment type, operating conditions, and expected buy window are recorded. Then technical exchange, proposal, quote, bid, contract, and deposit. Missing a next action at any node parks the project at Quoted. Acceptance, training, and warranty are the door to the next machine — do not close the customer file on signing day.
Engineering, procurement, and users are three decision chains. Multi-round quotes lack version control; deals sit at Quoted.
Hard to convert
Where the project stalled and the next technical meeting date are invisible to managers. When people leave, conditions and roles leave with them.
Hard to manage
Verbal lead times disagree with written quotes. Acceptance disputes cannot trace the promise — next-machine bid eligibility suffers.
Hard to trust
Ops meetings stay on subjective progress. Show spend and line headcount lack stage, source, and overdue structure.
Hard to decide
You need reps who can judge conditions and a system that records versions and revisits. Hiring alone or tooling alone does not create project management.
Hard to solve
03 Matching management actions
01 · Hard to acquire
Merge multi-source inquiries into one project asset
Lead forms capture model, output, and in-use equipment. Booth QR, website link, and business card write back to one lead; duplicate company names dedupe first.
02 · Hard to convert
Write decision roles and quote versions into the project ledger
Record engineering, procurement, and users separately. Each quote version emails named people with change notes. No next technical date = not valid progress.
03 · Hard to manage
Treat Quoted-without-revisit as the manager object
Unassigned inquiries, Quoted without revisit, and warranty due — weekly review. When owners change, the conditions file stays.
04 · Hard to trust
Reconcile lead time and acceptance on the project record
Inbound via call center links to the project. Acceptance, training, and warranty due write to the customer — not delivery staff personal chat.
05 · Hard to decide
Evaluate shows and line spend by stage
Inquiry source and quote-stuck version can be listed separately. Revenue alone does not decide whether to keep investing in a show.
06 · Hard to solve
Build the project ledger before add-on comms
Forms, cards, and email close inquiries and quotes. Enable call center once inbound lead-time pressure is clear.
Business architecture
Equipment sales as projects. Inquiries, factory files, quote versions, and manager lists sit on one project line.
Into leads
Website inquiry form
Show QR code
Qianying business card
Project ledger
Factory file
Equipment project
Engineering / procurement / users
Follow-up actions
Quote-version email
Calls write to project
Next exchange date
Manager board
Unassigned inquiries
Quoted without revisit
Warranty-due revisit
Product role on this path
solutions.capabilitiesLead
Three questions before go-live
Sales will not fill forms, it fights the current stack, data will not migrate — almost every team asks these three.
Sales already runs projects on WeChat — why a system?
WeChat sits on personal phones. Multiple decision makers, each quote version, and the next action must live on one project so a successor can continue.
Can lead times sync from ERP automatically?
CRM stores dates sales promised the customer. Whether production can schedule needs human confirm before writing to the project — this is not shop scheduling.
Will this become another form to fill?
Shows and website share one lead form. Sales only adds decision roles and the next date — not rewriting business cards.