Carla was furious. As a representative of MediTech, she had just spent the better part of three months cultivating the purchasing agent for a regional medical firm in her territory to buy the latest upgrade of MediTechs fMRI (functional MRI) machine, only to be told when she tried to close the sale that he would have to consult others. Todd, the purchasing agent, had never mentioned consulting anyone before now. For him to brush her off like that, Carla fumed, was insulting. When she stormed into her sales managers office with her tale of rejection, however, he remained unperturbed. What do you mean, I should have known better? Carla exclaimed. How could I have known that Todd would resort to such a transparently cheap dodge? Look. I know you just came over to us recently from pharmaceutical sales, replied her manager, but that experience should have taught you something. What? Well, for starters, think about what youre selling. Its expensive, and the time before it becomes obsolete isnt all that long. But Todd knew all that some time ago. I never hid anything from him. He didnt bat an eye when I told him what their five-year projected cost would be, said Carla. Maybe not. But hes not the one who is most impacted by increased cost. Think about who will use the new fMRI. Physicians, thats who. And you know even better than I how much physicians like to be in control, the sales manager pointed out. He continued, Unless theyre convinced that theres a huge medical benefit that will justify the higher fees they must charge, theyll revolt. Those issues are outside Todds responsibility. Even though Carlas manager was accurate in pointing out the details that he mentioned, what was Carla missing in her general approach to Todd? What should she have done differently? Why should the points that her manager raised with her have caused her to change her approach? What can she do not to remedy the situation and get the sale? Write 2-3 detailed paragraphs.