Modular tank leads: standard or exclusive for your sales team?

The right delivery type brings new modular tank enquiries into a sales process your specialist business can reliably support. Standard and exclusive differ in how many suppliers receive each enquiry from webRichtung. Your purchasing decision goes further: who handles the first conversation, who answers technical questions and how does a project remain actively managed until the customer decides? Assigning these tasks beforehand lets you assess both delivery types against your own operation.

The offer concerns new interconnected containers for stationary heating oil or diesel storage in Germany. Your business discusses the specific storage solution and develops its own quotation. The processes below are suggestions for your internal organisation. They describe neither guaranteed project information supplied with an enquiry nor additional selection filters. The webRichtung modular tank page shows the actual order settings and how your business can get started.

Start by defining the sales task

A modular tank enquiry opens a conversation about a project whose requirements your team first needs to understand. The operator may want to replace an existing installation or create a new storage solution. For your purchasing decision, what matters is the advice you can provide. Write down who records the requirements, who assesses the technical questions and who subsequently explains the quotation. One person can handle these tasks, or they can be shared between the office and project management.

Describe the handover between those involved. After the first conversation, an office colleague can summarise the requested scope and pass on a technical question. The responsible specialist then decides what further assessment is needed. That step is only complete once somebody takes the answer back to the prospect. Assigning responsibility without a response does not yet create a supported case. Include that return communication in the capacity you allow for buying leads.

Understand what the delivery type provides

With standard delivery, webRichtung supplies an enquiry to no more than three suppliers. With exclusive delivery, it goes to one supplier. This describes distribution by webRichtung. It tells you neither how many other quotations the operator seeks independently nor whether or when they will place an order. An exclusive contact also needs clear advice and a suitable quotation. Delivery type therefore cannot replace checking whether your business can support the proposed project technically and organisationally.

Turn this into a specific question for your business: what value do we place on webRichtung supplying this enquiry only to us? The answer depends on your actual advice process and the current price. A business with carefully prepared technical consultations may assess this opportunity differently from one still developing its conversations. There is no universal ranking. Compare a real purchasing option with the effort your team undertakes for that same enquiry.

Decide the depth of advice before purchasing

First define the intended outcome of the initial conversation. For new modular tanks, this might cover the reason for the project, the intended liquid, your requested scope of service and the next technical question to resolve. Record technical statements made by the operator as their information and mark unresolved points. Choosing a suitable installation remains your specialist business’s responsibility based on the specific use. A delivery type cannot turn unconfirmed information into a verified planning basis.

Also decide when you will invest further time. A site visit has a clear purpose when it resolves a question needed for your quotation. For a very early project, another discussion about the intended storage may be appropriate first. Your sequence follows the actual decision stage. Each enquiry then receives suitable attention without the purchase already assuming a particular amount of field sales work or a ready installation opportunity.

Include cover arrangements in the purchasing decision

Consider a normal working week, including days when your technical contact is installing equipment. Who sees new cases and arranges the next contact? Who notices that an answer is outstanding? A simple shared overview may be enough. What matters is that the covering colleague can find the current conversation status and agreed action. Using existing office software or an established list is an internal organisational choice.

Check the process against an imagined case. The office records a replacement request, project management needs a document and the customer responds during an off-site appointment. The covering colleague should be able to identify the document and who will assess it. They do not need to design the installation themselves. If the information first has to be assembled from several personal notes, improve this handover before increasing purchases. Exclusivity alone does not solve that task.

A comparison starts with consistent cost boundaries

To compare the economics, you need actual enquiry costs and your own handling time. Define which work you record as sales activity: the initial conversation, preparation, technical follow-up, quotation discussion and agreed follow-up contact. Depending on your internal calculation, a site visit may belong to quotation preparation or the project. Consistent allocation across both delivery types matters. An expense must neither disappear nor be deducted twice in the comparison.

Only then apply your internal hourly cost. An hour of a specialist’s time remains committed working time even when it produces no quotation or order. Equally, a well-managed conversation where the customer has yet to decide is not an unsuccessful case. Keep its status open. This avoids comparing a completed group with another whose consultations are still underway. Considering the full handling process protects your decision from an accidentally favourable interim result.

An explicitly hypothetical purchasing comparison

Imagine two small, separate groups of enquiries whose handling can be fully evaluated. All quantities and times below are freely chosen examples, not a delivery forecast, conversion rate or purchasing recommendation. Each group contains six enquiries. The standard group requires nine sales hours in total and the exclusive group twelve. At an internal hourly rate chosen solely for this example of 50 euros, handling costs are 450 and 600 euros respectively.

Call the actual confirmed total cost of the standard enquiries S and that of the exclusive enquiries E. Handling including enquiry purchases then costs S plus 450 euros for the first group and E plus 600 euros for the second. No supplier prices are assumed here. Your real figures come from your confirmed purchases. Also check that working time has been classified consistently and that the cases have progressed far enough for a valid comparison.

Now suppose the first group produces two orders and the second three. These too are calculation assumptions only. The calculated acquisition cost per won order is then half of S plus 225 euros in the standard group, and one third of E plus 200 euros in the exclusive group. These figures include handling all six contacts in each respective group. They are not complete project costs and do not yet show which group contributes more to the business result.

Add project contribution and outstanding cases

For a sound decision, add the contribution from the projects you won. Use your established calculation and the same boundaries for directly allocated costs. Two smaller supply orders and three extensive replacement projects also differ in delivery effort. The higher order count alone therefore cannot prove the better purchase. Ask what contribution remains after recorded sales and enquiry costs and which other costs still need consideration.

Also record how many cases still need a customer decision or a technical response. If the second group contains more outstanding quotations, its final assessment may still be pending. Identify this situation and choose an appropriate later evaluation date. Small groups provide limited indications anyway; project mix and individual decisions can strongly influence the outcome. Use them to make a reasoned adjustment to your next purchase, avoiding general promises of success for a delivery type.

Derive the monthly limit from available support

Your purchases should fit the time available alongside ongoing quotations. First assess outstanding work: which conversations are arranged, which quotations need explanation and which technical questions are with your team? Then determine the support time left for new enquiries. A free installation day can help, but it does not replace naming someone to call back and prepare quotations. Purchasing volume needs to consider both areas of work.

The monthly limit caps normal deliveries per calendar month and is not a guaranteed delivery quantity. Nor does it automatically spread your customer conversations evenly across the month. Arrange cover internally and check whether your existing handling capacity still fits. If several advice-intensive projects advance simultaneously, supporting those contacts may take priority. The appropriate limit follows from your actual workload and confirmed ordering process, not an example conversion calculation.

Assess a change against a clear learning objective

If you want to consider another delivery type, define the question first. Perhaps you want to understand whether your prepared advice team can support exclusive contacts economically under current purchasing conditions. Record the period, enquiries actually delivered, handling effort and later outcomes clearly. Use your real order settings. A learning objective does not imply particular availability or delivery volumes; these remain part of the observed conditions.

Change as few internal processes as practical at the same time so you can interpret the results meaningfully. Changing territory, responsibility and quotation process alongside delivery type makes a later difference hard to attribute. Your business does not need a full scientific study. Honestly documenting the material changes and including outstanding cases in the assessment is sufficient. This turns an assumption into a traceable next purchasing decision.

Turn a response into a specific task

A useful evaluation also explains why cases advance or end. When receiving feedback, ask whether the customer understood the proposed scope, is still coordinating storage plans or has already chosen another route. Record their actual answer and distinguish it from your assumption. When a prospect cannot be reached, their decision reason is unknown. This distinction helps you resume at the right point and avoids judging purchasing options using unsubstantiated reasons for losing work.

Assign an action to every outstanding response. If the operator needs an explanation of the supply scope, the responsible person provides it. If their own decision is pending, agree an appropriate next contact. If the project has ended, record the reported outcome and stop allocating handling time. The overview remains useful for sales planning. It shows support capacity released by genuinely completed tasks and prevents supposedly open projects from occupying capacity indefinitely.

When comparing delivery types, it also matters whether your team completed agreed steps. A quotation that was never discussed has a different context from a fully explained quotation followed by a reasoned customer refusal. Record handling status alongside the outcome. This does not require extensive transcripts of every conversation. A short factual note on the agreed task, its completion and the customer’s response is often sufficient. Use your existing way of working and record only information supporting a further action or later economic assessment.

Connect the offer with your prepared process

The right delivery type is the one whose current conditions and support requirements your company can combine economically. Briefly record the responsible person, cover, next customer step and evaluation method. Discuss within the team which installation questions need specialist input and who takes the answer back. That shared understanding helps with standard and exclusive enquiries alike. It also shows where additional demand actually makes sense for your business.

Register your company on the modular tank purchasing page. The welcome email leads to webRichtung Customer. There you choose industry, territory, delivery type and monthly limit; the current price is shown before a binding order. Receiving enquiries requires industry approval, an order eligible for delivery and sufficient credit. Check the available settings for your business there and connect them with the specific advice you can offer new prospects.