{"id":7500,"date":"2026-01-26T11:47:40","date_gmt":"2026-01-26T10:47:40","guid":{"rendered":"https:\/\/www.factorydata.com\/?p=7500"},"modified":"2026-01-26T11:47:40","modified_gmt":"2026-01-26T10:47:40","slug":"the-problem-is-not-losing-sales-it-is-the-magnitude","status":"publish","type":"post","link":"https:\/\/www.factorydata.com\/en\/the-problem-is-not-losing-sales-it-is-the-magnitude\/","title":{"rendered":"The problem is not losing sales. It is the magnitude."},"content":{"rendered":"

\"\"<\/h4>\n

<\/h4>\n

In most companies in the aftermarket sector there is a tacit assumption: sales are being lost<\/b>. What is interesting is not that assumption, but the fact that the magnitude is rarely known<\/b>. And when a problem has no magnitude, it stops being a business problem and becomes merely a perception.<\/h4>\n

<\/h4>\n

A missing equivalence, a product outside the range, a reference out of stock or a non-competitive price. Each of these situations results in a sale that does not happen<\/b>, but since it is neither recorded nor analysed, it simply dissolves into daily operations<\/b>.<\/h4>\n

<\/h4>\n

The company keeps running, the team keeps working, and revenue keeps coming in. The problem exists, but it does not carry enough weight to trigger a decision.<\/h4>\n

<\/h4>\n

As long as the impact<\/b> is not quantified, the conversation remains in the realm of intuition<\/b>. \u201cWe must be missing something\u201d, \u201cit cannot be that much\u201d, \u201cit has always been like this\u201d.<\/h4>\n

<\/h4>\n

The moment a figure is placed on the table<\/b>, the conversation changes in nature. It stops being operational and becomes strategic, not because the problem has changed, but because it now has economic dimension<\/b>.<\/h4>\n

<\/h4>\n

Companies do not prioritise problems by their nature, but by their economic consequence<\/b>. The same operational issue can be irrelevant or critical depending on its economic weight, and that weight is only known when it is estimated, even approximately.<\/h4>\n

 <\/p>\n

\"\"<\/p>\n

<\/h4>\n

Without magnitude there is no urgency, and without urgency there is no decision<\/b>.<\/h4>\n

In very general terms, the impact of sales that are not converted is usually far higher than most companies imagine<\/b>.<\/h4>\n

<\/h4>\n

The lower the level of action taken on unconverted sales, the higher the economic impact tends to be. In environments with little action, the range is typically around <\/b>5\u201310%<\/strong>. With partial action, around <\/b>2\u20135%<\/b><\/strong>. And when action is systematic, the impact is clearly reduced<\/b>.<\/h4>\n

<\/h4>\n

These are not exact figures. They are orders of magnitude. And orders of magnitude are what turn a perception into a decision.<\/h4>\n

<\/h4>\n

When a company puts the figure on the table, it regains control over the decision.<\/h4>\n

<\/h4>\n

If you want to put a number where today there is only perception<\/b>, we have prepared a simple simulator<\/b><\/u> <\/a>to estimate the economic impact of sales that are not being converted. It is not a commercial proposal; it is a reflection tool.<\/h4>\n

<\/h4>\n

Because magnitude is what transforms a problem into a decision<\/b>.<\/h4>\n

 <\/p>\n

By Joan Cab\u00f3s
\nCEO & founder<\/p>","protected":false},"excerpt":{"rendered":"

In most companies in the aftermarket sector there is a tacit assumption: sales are being lost. 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