Case Studies
A Daring Decision to Keep One’s Commitment and Its Financial Impact
Published on: 22 August 2024
D-Inst was no ordinary company; it was a pioneer in designing, testing, and manufacturing instruments for the food processing industry. Their latest brainchild, the “Milk Testing Instrument” (MTI), promised to be a game-changer. This innovative device was designed to be installed at Village Milk Collection Centers (VMCCs) across the country, ensuring that the quality of milk was tested at the very source before being transported to dairy plants.
The potential impact of MTI on the dairy industry was immense. By catching quality issues early, it could save time, reduce waste, and ensure better products for consumers. But for this revolutionary instrument to make its mark, it needed to be purchased in bulk by dairy plants and installed at hundreds of VMCCs.
As with many groundbreaking products, the launch of the MTI faced unforeseen delays. D-Inst’s Managing Director (MD) recognized the gravity of the situation. The product was ready, but time was slipping away, and without immediate action, the company could lose its momentum. The Causing Incredible Performance program provided an opportunity for this. He set a 3-month goal of getting at least eight Purchase Orders each with a minimum order for 25 MTIs.
The stakes were high, but the MD believed in the potential of the MTI and in his ability to convince others of its value.
For the next two months, the MD worked tirelessly, personally reaching out to the heads of dairy plants across the country. His efforts bore fruit; 11 dairy plants expressed keen interest in the MTIs. However, as the final week of his self-imposed deadline approached, there was a problem—none of these expressions of interest had translated into actual Purchase Orders.
The issue was one of authority. The heads of the dairy plants were enthusiastic about the MTIs but lacked the financial power to approve the purchase of 25 instruments. Only the Boards of the dairy plants could authorize such a significant investment, and their meetings were not scheduled for at least two more months.
The MD faced a crisis. He was on the brink of failure, with his goal within sight but just out of reach. It was at this critical juncture that his CIP Coach intervened, reminding him of the importance of keeping his commitment. The Coach urged the MD to come up with a new plan before the end of the day.
The Bold Decision
That evening, after hours of contemplation, the MD made a daring decision that would change the course of events. He decided to offer the MTIs at a 100% discount for the first two months. The idea was radical: allow the dairy plants to use the instruments for free, with the option to purchase any number of MTIs if they were satisfied with the results after two months.
It was a risky move—giving away the product for free could have backfired. But the MD believed in the value of the MTIs and was confident that once the dairy plants saw their effectiveness, they would be eager to place orders.
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