Manager: Well, gentlemen, as you know, the purpose of this meeting is to make a preliminary evaluation of product CP21· At this stage we have three main points to consider you have them on your agenda. The first one is: potential market. Tom, what can you say about that?
Tom: I asked the four regional managers to do two things. Firstly, to make a rough estimate of the number of customers in their territory who might be interested, and secondly, to sound out one or two of these-very diplomatically of course and find out their reactions. Basically, I wanted to know whether this problem is a general one or not.
Manager: And what were their findings?
Tom: Well, it seems the problem is more general than we realized. But most people just accept it, they regard it more as an inconvenience than as a serious production problem.
Manager: Do you think the idea has sales potential?
Tom: Yes, I do. The results obtained by Jones Electronics are quite impressive.
Manager: Thank you. Now, the next item to consider is the probable cost of going into production. Bill, can you give us some idea of the investment required?
经理:喂,先生们,你们都知道,本次会议的目的是对新产品CP21作投产前的预估。在现阶段,我们要考虑的主要有三点—这三点在你们的议事日程上都有了。第一点是潜在的市场。汤姆,关于这一点你能谈谈吗?
汤姆:我曾请四位区域经理做了两件事。第一是粗略估计在他们的地区内,有多少顾客对这个新产品可能会感兴趣;第二是听取其中一些人的意见,当然要十分机智了解他们的反应。基本上我想弄清楚这个问题是不是一般性的。
汤姆:嗯,问题似乎比我们意识到的更为一般化。但是大多数人只是接受问题而已。他们认为只是麻烦,但并没有把它看作是重大的生产问题。
汤姆:是的,我认为如此。琼斯电子公司所取得的结果给人留下了相当深刻的印象。
经理:谢谢你。现在要考虑的下一个事项是关于投产所需的估算成本。比尔,你可否给我们谈点投资方面所需的意见?