The offering map and the two documents
Load what you sell once, then generate the visit agenda and the pricelist, both grounded in evidence.
The offering map under Inspect, Offering is your side of the ranking: products, services and value adds, each framed in a value area (uptime, efficiency, cost saving, safety, sustainability, easy buying, working capital). Load the distributor template, draft it from your existing catalogue, or write it by hand; nothing is saved without your review.
The visit agenda
- Site snapshot: what the operation is, from the profile, cited.
- Likely challenges, each graded known, inferred or assumed with its basis shown.
- Top three solutions ranked from YOUR offering map against this site's evidence, never more than three.
- The questions to ask: an ordered, engineering literate discovery set specific to the site.
- Expansion map: the departments and buying centres likely on site.
- The way in: one credible opening, referencing something the profile actually evidences.
- What we do not know yet: the open gaps, framed as discovery targets.
It is grounded only in the stored profile, your own captured facts and your offering map. Abstention is displayed rather than papered over: that is where the credibility comes from.
The pricelist and quote
The second document is a priced selection from your own catalogue, matched to what the company is evidenced to do, with the quantity breaks your catalogue already carries and a suggested customer rate derived from their filed employee and turnover figures. Every price is your list price and the reasoning behind the suggested rate is printed with it, so you can overrule it.
Nothing in the pricelist is written by a model: the lines are a query against your catalogue and the rate is a band, both deterministic. Where an admin has scoped you to part of the range, the document is built inside your scope and says so.
Debriefs: the compounding loop
After a visit or call, log what happened in plain words on the company's Engagement tab. Machines seen, contacts met and challenges heard become structured facts private to your organisation, and your view of the company is the shared profile plus everything your team has learned. Where a debrief contradicts the shared data, the conflict goes to Kabaido's mapping review; your own fact stands in your view either way.