Development work is cost-intensive. How do you get well-founded input for successful new product development? How do you determine the actual strengths and weaknesses of existing products? Where are the potentials for improvement that are truly important to customers and lead to purchasing of the new products?

Chapter I discussed the problem: Mr. Wolters, who was responsible for sales of industrial heating equipment, had declining sales in one area that could not be explained, despite analyzing all the data available to the company. Chapter 2, outlined the systematic approach TEMA-Q took to solving the problem. Mr. Wolters invited his management and asked the experts from TEMA-Q to present the results they had worked out. The result amazed everyone present.

My friend Heiner Wolters recently told me an incredible story from his field. He had been working for a world market leader for many years at that time and told me about a sales situation in the Portugal market, for which he was then responsible. Service was becoming more and more important, because the harsh competitive pressure meant that more profits were now generated from service revenues than from sales.