When prospect reach this process are mostly the consolidation, qualification, and prioritisation of contacts with perspective customers. Contacts of mostly receive from campaign management and/or other sources for instance, the service management process. The primary objective would be to provide sales staff would qualify and presumably economically valuable customers which would allow a precise and effective means to address and forward to the offer management process. Among the literature which could be identified as the factor that will presumably make most prospects carry on to offer management process are; the quality in the information which satisfied the prospect demand (Blois, 1999), how loyal is the prospect to the firm’s offering which is determined by their pass experience (Ndubisi, 2007), the communication channel which is most preferable for the prospect (Lihra & Graf, 2007), how the prospect prioritised the offering compare the other things that they would need (Dupree, 2005), the competency in which the firm could be identified as unique in providing their offering (Yang et al, 2006),and is the offering logistically available in the area that the prospect is located (Mourits & Evers, 1996).
This process, the offer management lay at core of the sales process. The process might be triggered by a prospect inquiry, which is classified as a qualified lead, or otherwise could be discovered the opportunity management. The main objective is that the enterprise-wide has a constant creation and the way to which individualization could be delivered; comprising offering that will fulfil all requirements for each distinctive customer, which would forward the prospect to the contract management process. Among the factors that contribute to the success in which would lead prospect to the contract management process is; how the offering pricing compare to the competition (Myers et al, 2002), does the value of the offering justify the cost (Ravald & Gronroos, 1996), does the offering add competitive advantage to the prospect (Whiteley & Hessan, 1996), how honest is the sales process to the customer without any hidden agenda (Murphy et al, 2007), and how customizable is offering to meet customer demand (Endo & Kincade, 2008).
This process is a dependent process for other processes, for instance, it may support the offer management or service management process in preparing an offer. The contract management is a creation and maintenance in contracts that supply the product or service. This is especially an important attribute for the service sector, contract management would comprise on how to maintain that provide adjustments for the long-term contract, such as for insurance or outsourcing agreements. Among the factor that contribute to the success of this process would be; the difficulties in implementing the offering from the contract (Min & Mentzer, 2000), how credible is the contract (Lee & Venice Koh, 2009), does it offer the effective monitoring system in place for customer to keep track of the results from using the product or service (Trim & Lee, 2006), how transparency is the contract (Ahuja et al, 2007), and how could the customer be insured from the company in honouring their contract (Tam & Wong, 2001).
The success in this process management is not only governed by the customer’s short-term satisfaction, but the objective up to improve customer satisfaction by directly addressing the issue that have led to the complaint, and provide a mechanism to feed continuous improvement to further avoid any other future complaints. This is where the duty of the complaint management lays and how to analyse the issue then to communicate it back to the enterprise. Among the factors that make to process the efficient are; how the customer is being satisfied in the short term (Stauss, 2002), how responsiveness for the firm in solving the problem (Heinonen & Strandvik, 2005), does customer receive cooperation from the support staff (Tadajewski, 2009), does the complaint provide improvement for the product or service in future experience with the company (Vos et al, 2008), and how knowledgeable is the staff in solving the problem (Wong et al, 2005).