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Plastic injection moulding units · Sales metrics

Measure how many RFQs actually turn into a running production order.

Sales metrics for a moulding unit track the path from RFQ to quote to sample approval to production order. They show where the business is actually being won or lost, not just how many enquiries came in. GullySales sets these up from your own RFQ record and reviews them against your delivery performance.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

Realistic editorial illustration of plastic injection moulding units at work in India

What sales metrics means

Sales metrics are the specific numbers, such as call volume, conversion rate and average deal size, that show whether a sales team is actually improving. GullySales reports these by enquiry outcome rather than activity, the same enquiry-based reporting used across every engagement.

Also for plastic injection moulding units

Sales and marketing for plastic injection moulding units, the overview.

Last updated 13 Nov 2026.

For plastic injection moulding units

Where it usually goes wrong, and what we would do.

  • “Conversion by stage matters more than total enquiries”

    Twenty RFQs that produce two production orders tells you little on its own. What matters is knowing whether the drop-off happens at quoting, sample approval or after the first order, since each stage needs its own fix.

  • “Tooling lead time accuracy is a sales metric too”

    A unit that consistently quotes four weeks and delivers tooling in six loses credibility on the next RFQ from the same buyer. Tracking quoted against actual lead time protects future business.

  • “On-time delivery rate decides repeat orders”

    An OEM account rarely leaves after one delay but may quietly reduce order volume, so tracking on-time delivery by account surfaces the risk before the account disappears.

What we do

What we deliver for plastic injection moulding units.

The work available for this need. We agree the deliverables and responsibilities for your engagement in writing.

  1. An RFQ-to-order breakdown by stage

    Enquiry numbers broken into RFQ, quote, sample approval and order stages, so the actual point of drop-off is visible.

    Result: You know whether the problem is quoting, samples or something after.

  2. A quoted-versus-actual tooling lead time tracker

    A record comparing the tooling lead time quoted on each RFQ against what was actually delivered.

    Result: A pattern of late tooling gets caught before it costs the next RFQ.

  3. An on-time delivery rate by OEM account

    Delivery performance tracked by individual OEM account, not as one combined average across the whole unit.

    Result: A quietly shrinking account shows up before it disappears.

  4. A metrics review against the baseline

    RFQs, samples and orders reviewed against the baseline recorded before work started.

    Result: You see whether the numbers are actually moving, not just busy.

  5. A tracking sheet built from your RFQ record

    A tracking sheet set up from the unit's existing RFQ log, needing no new software to start.

    Result: The metrics start from what already happens on the shop floor.

How the result is measured

  • Conversion rate
  • Average deal size
  • Sales cycle length

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full sales metrics and KPI development page

Numbers worth tracking

The numbers a moulding unit can work out from its RFQ log, trial records and dispatch book.

RFQs by resin and press tonnage
Log each drawing with the resin, such as PP, ABS, nylon or PC, and the press tonnage the part needs. Count by pair. Frequent requests outside your machine range show the listing is drawing the wrong buyers, or a gap worth a new press.
Quotes lost on mould cost or part price
When a buyer declines, record whether the objection was mould cost, piece price, cycle time or tooling lead time. If mould cost comes up most, quote mould ownership and amortisation options more plainly.
T1 trials and sample lots awaiting feedback
Keep a list of every T1 trial or sample lot sent, with the dispatch date and the buyer's quality contact. Chase anything without feedback by name. The list also shows which OEMs take longest to approve.
Resin rate at quote against rate at order
Note the resin rate used in each quote and the rate on the day the PO arrived. Where the gap eats the margin, the quote needs a price variation clause or a shorter validity.
Part numbers bought per OEM account
From dispatch records, count the part numbers each OEM buys from you. A buyer taking one part when they source several similar mouldings is an account to grow, starting with their next new model.

Who it is for

This is written for these plastic injection moulding units.

  • Automotive component moulders
  • Appliance and consumer durable moulders
  • Packaging and closure manufacturers
  • Electronics and electrical enclosure moulders
  • Medical and pharmaceutical packaging moulders
  • Toy and consumer goods moulders
  • Precision and tight-tolerance job shops
  • Two-shot and insert moulding specialists
  • Custom and low-volume prototype moulders

Not for

It is not the right fit if.

  • RFQs, samples and dispatches are not written down anywhere, so a metric would be built on memory.
  • The order book is a handful of accounts, and counting stages would add paperwork without telling the owner anything new.

Before you decide

Agree the work. Know how to judge it.

Sales metrics for plastic injection moulding units: use these checks to prepare, choose the scope, and review what changes.

Bring the right evidence

List the decisions the report must support and where each number comes from. Identify differences between platform leads, CRM enquiries, accepted opportunities, and orders.

Make the scope clear

Agree definitions, source systems, reporting periods, and who checks the data. Keep media spend, production, and service fees visible rather than combining them into an unexplained total.

Check the work in use

Trace a reported result back to its source record and check for duplicates or missing outcomes. Compare like periods and explain changes in offer, season, or spend that affect interpretation.

Know when to change course

If a metric cannot change a decision, it may not belong on the main report. Fix missing sales outcomes before adding more charts of marketing activity.

These are discussion points, not a fixed package. GullySales confirms the deliverables, responsibilities, fee, and term in writing after reading your brief and speaking with you.

Before we start

What to have ready before the work starts.

The records, access and decisions this work needs from plastic injection moulding units. Anything missing is noted in the written scope, with who will supply it.

Whatever RFQ record exists today
An email folder, a notebook or a spreadsheet will do. We build from what is there. If there is nothing, the scorecard starts empty and fills from the day you begin recording, and the comparison with earlier periods is not available.
Sample approval and rejection papers
The sample inspection reports, first article reports and approval emails kept for accounts. They show whether a quote turned into an approval, which the RFQ register alone cannot show. Without them, the scorecard stops at the quote stage.
Delivery records by account
Dispatch dates against promised dates for the larger accounts. On-time delivery decides repeat orders and is read beside the sales figures. If the dispatch register is not kept, we propose a simple way of recording it before the first review.
Notes on model launches and seasons
A short list of the months in which your OEM customers launch models or run seasonal builds. It lets us set one period fairly beside another. Without it, a quiet quarter is read as weak sales when it may be a customer's calendar.
One person to own the scorecard
Someone who updates the figures and presents them at the review, even if the owner makes the decisions. A scorecard owned by nobody goes stale. If the quoting engineer is already stretched, we agree what they stop doing before they take this on.

How it works

How the sales metrics work runs

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Read the RFQ register line by line

    We sit with your quoting engineer and read the RFQ register or inbox as it stands: date received, buyer, part, quantity, quote sent, sample approved, order released. We list what is recorded, what is missing and what is kept only in someone's head. The gaps become the first decisions for the owner.

  2. 2

    Pick the few measures worth counting

    From what the register can support, we propose a short list, such as RFQs received against quotes sent, quotes against sample approvals, approvals against production orders, and quoted tooling lead time against actual. You cut it down to those you will actually read. Anything that cannot be counted from your records today is left off.

  3. 3

    Write the counting rules together

    We agree in writing what counts as an RFQ, what counts as a quote and when a sample is approved, since a repeat order from an existing account and a new enquiry must not be added together. Your quoting engineer signs the rules. A figure changes only if the rule changes first.

  4. 4

    Build the scorecard from your own record

    We build the scorecard in a spreadsheet or the tool you already use, filled from the RFQ register, the sample file and the delivery record. Each column carries the counting rule beside it, so a reader never has to ask what a number includes. You decide which of your people updates it and from which paper.

  5. 5

    Reconcile one account against dispatch

    We pick one OEM account and trace every RFQ, sample and order through the scorecard, then check it against the dispatch head's count of parts actually delivered. Differences are explained or corrected in the record. If a figure cannot be reconciled for a sampled account, it is marked unreliable and left out of the review.

  6. 6

    Set the baseline and the review rhythm

    We fix the starting figures from the periods that exist, noting that a model launch or an appliance season can move the order book. You name the person who reads the scorecard, the meeting at which it is read and the decision it feeds. The first review compares the new figures with the baseline.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales process design, at stage 1, prospecting and lead generation. The audit comes before it, and sales management keeps it running.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2 · you are here

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Which metric should a moulding unit start with?
RFQ-to-sample conversion, since it shows the clearest gap between quoting a lot of business and actually winning it.
How do we track this without extra software?
A shared record noting the RFQ date, quote date, sample outcome and order value works for most units, reviewed monthly for patterns.
Our order book swings with our buyers' model launches. How is one period fairly set against another?
Compare RFQs and sample approvals rather than order value, since one new automotive or appliance model can fill the presses for a long stretch and then stop. Line up this year's RFQs against the same season last year, and keep a separate count of new part numbers won, which shows growth better than tonnage.
We count total IndiaMART enquiries as our main number. Is that enough?
No. Marketplace enquiries include traders, students and buyers wanting parts you do not mould. Count the enquiries that arrived with a drawing or a clear part description, then the share that got a quote and a sample. That shorter count is the one worth growing, and it shows whether the paid listing is earning its fee.
Is the total count of IndiaMART enquiries enough as a number?
No. A total says how many people wrote, not how many wanted a part moulded or how many you could run. We read it beside the share that carried a drawing and a quantity, the share you quoted and the share that reached a sample. A fall in total enquiries can sit beside a rise in orders, and the reverse is possible too. Count the stages and the total becomes a starting point, not the verdict.
How do we compare one period fairly with another?
Set each period beside what your customers were doing. If a key account launched a model or a seasonal build, its order sits in that period and the next may look weak. We note these events against the figures and compare like with like, such as the same account across two builds. For smaller accounts, we read the stage ratios, which move less with a single customer's calendar than the order value does.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on the trade, the channel and what is already in place. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.

From the blog

Further reading for plastic injection moulding units.

All articles

More for plastic injection moulding units

Related work to consider.

Closest to this: sales craft

Also for plastic injection moulding units

Or start from the overview: sales and marketing for plastic injection moulding units.

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