Educational article with video
Production Without a Sales Plan Is Not Enough: The Commercial Team's Place in a Factory
Mostafa Nezamparvar's perspective on production management versus market development, providing commercial resources and the work undertaken before orders arrive.
Based on a talk by Mostafa Nezamparvar
Full article contents
- Commercial activity is needed between producing goods and reaching customers
- Do not allocate attention to resources solely for the production line
- Do not leave commercial work to whatever time production leaves over
- Commercial activity incurs costs before orders arrive
- Consider market growth alongside supply capacity
- About this talk
Full lesson video
Commercial activity is needed between producing goods and reaching customers
In this video, Mostafa Nezamparvar draws attention to the connection between production and consumption. Having a product and a potential market does not connect them automatically. Commercial work is needed to understand the market, introduce the business and reach buyers.
The talk opens with global-trade figures to illustrate opportunity size. Without clear dates and definitions in the available source, they are not republished. The useful subject is the sales and commercial organisation's place in a manufacturer's plan, not an estimate of today's market share.
Do not allocate attention to resources solely for the production line
This question distinguishes readiness to produce from readiness to sell. A factory may manufacture goods without yet having a defined way to identify customers, present products or continue negotiations. Building the production line does not remove those needs.
The article derives no fixed budget ratio or financial recommendation from the example. The point is to include commercial activity in the plan, not spend the same amount in every factory.
Do not leave commercial work to whatever time production leaves over
The session recounts manufacturers intending to expand their markets but being occupied with production. Staff management, repairs, maintenance and daily operations consume time and energy.
Market research and sales-method design are separate activities. Without a designated person and capacity to perform them, they may fall behind production emergencies.
This is why the educator discusses a commercial team and management capability.
The video specifies no organisation structure, complete job description or staffing number. It cannot become a ready-made chart for all businesses. Its message is to recognise commercial responsibility separately and make its execution possible.
Two responsibilities to include in the plan
Production management
Production lines, staff, repairs, maintenance and daily operations
Commercial activity
Market knowledge, introductions, customer relationships and sales follow-up
Commercial activity incurs costs before orders arrive
The educator then recalls a manufacturer expecting customers and sales to be generated before discussing costs. He explains that some introductory and market-development work occurs before buyers arrive.
This argues that commercial work has costs; it does not endorse every price or service offer.
Manufacturers should understand what work is performed and how it serves their commercial objectives. The article does not republish guaranteed-sales promises or claims of a particular provider's superiority.
Consider market growth alongside supply capacity
The video compares potential orders with factory capacity, but the caption figures are inconsistent. No calculation or sales forecast is derived from them.
The useful point is to consider markets and production capabilities together.
The product and market need connecting
Production capability
Goods and available capacity
Commercial work
A plan, resources and someone responsible for market follow-up
Buyer relationships
Understanding needs and assessing potential orders
About this talk
This article is edited and adapted from automatic Persian captions of Mostafa Nezamparvar's video on this page. The educational discussion of commercial organisation is retained; service promotions, unclear market and capacity figures, and guaranteed-sales promises are omitted. It explains the educator's view of designing commercial activity, not a factory's economic assessment or a recommendation to purchase services.