NEWS RELEASE                                                                                   March 2023

3-Year Target for Every Salesman

The Air, Water, Energy (AWE) industry should emulate Major League Baseball where the winning strategy is mastering the minutiae such as how to pitch to every opposing batter in the league. This is done by gathering all the facts and then applying the right factors.

The equivalent in the AWE industry is to set a sales target for every salesman based on reliable facts and factors.

The 10 trillion AWE Market is an aggregation of a million $10 million niches where market share of more than 20% can be achieved. Each niche consists of sub niches. Each sub niche is shaped by a number of facts and factors. The result is that a large number of facts and factors need to be assessed for each salesman.

Most companies would want to set a three-year target and plan in each territory to reflect the ROI associated with the sales cost.

Few would argue with the benefits of this approach. The question would be whether the needed data can be obtained and does the cost outweigh the value.

MLB teams can now turn to cost effective services which record and characterize every pitch. Mcilvaine has been characterizing and recording facts and factors in the AWE market for nearly 50 years. The oil embargo in 1970 caused over reactions. History rhymed with the doom and gloom forecasts after the Russian invasion. However, Europe did not suffer the dark and cold. Instead, gas prices in the region are lower than at the time of the invasion.

There are 1 million AWE products, but they share common facts and factors.

  • 258 significant geographic entities with some countries as part of entities and others such as the U. S and China comprising multiple entities.
  • 50 major industrial, commercial and adjacent residential markets. There are thousands of important sub-segments.
  • 15 major processes can be sub divided into hundreds of unique segments.
  • Predictable ratio among certain products. The number of valves is proportional to the number of pumps which is proportional to the quantity filtered, cooled, dried, or separated.
  • Cost of ownership factors are shared. Mcilvaine divides products by service: severe, critical, unique, and general. In mining abrasion and corrosion shape the product value proposition and cost of ownership.
  • Growth markets are shared: the trend to single use products extends to the whole range of flow control and treatment in pharmaceuticals. Hydrogen is a big filtration media opportunity for suppliers who are making HVAC filter media and cleanroom gowns.
  • Environmental and safety regulations have commensurate impact on various AWE products.
  • Economic and social issues also have commensurate impact. The AWE industry can actually be pro- active by championing life quality as the true goal rather than some arbitrary view of sustainability.
  • In depth historical market share analyses. There are no government or association statistics on which to determine the market size. The one source with actual numbers is the suppliers. The problem is that none of them segment the market by product, industry, and geography to the degree needed.

o   At some point in time more detailed information may be revealed that has lasting value.

o   If it is a multiple AWE company the market shares for the individual products can be deduced.

o   Historical, present, and future market shares are an important element in evaluating the potential in each niche.



The program can be embraced in totality or just for the low hanging fruit. It can be applied if there is a decision on where to locate a sales office or which industry to target for growth. It can also be first utilized for acquisition decisions.

For more information on the individual sales targets contact Bob Mcilvaine at 847 226 2391 or This email address is being protected from spambots. You need JavaScript enabled to view it.