1. Chapter 7 Planning the Sales Call

2. Learning Objectives Why should salespeople plan their sales calls?
What precall information is needed about the individual prospect and the prospect’s organization?
How can this information be obtained?
What is involved in setting call objectives?
Should more than one objective be set for each call?
How can appointments be made effectively and efficiently?

3. Planning the Sales Call
Buyer’s perspective - Helps gain buyer’s respect and confidence
Seller’s perspective - Helps meet call objectives efficiently

4. Exhibit 7.1 - A Flow Diagram of the Planning Process

5. Obtaining Precall Information
Information about prospects increases the probability of:
Meeting their needs
Developing a long-term relationship
Be aware of the costs involved in collecting information
Update the information about the account on a regular basis

6. Prospect/Customer as an Individual
Personal information
Name - Including pronunciation
Family status
Education and aspirations
Interests and disinterests
Social style
Attitude toward salespeople, your company and your product

7. Prospect/Customer as an Individual
Relationships
Formal reporting relationships
Important reference groups and group norms
Bonds that the prospect has already formed with other salespeople
Evaluation of products or services
Product attributes that are important
Product evaluation process

8. Prospect’s/Customer’s Organization
Demographics
Type of organization
Size and number of locations
Products and services offered
Financial position and its future
Overall culture of the organization
Customers
Types

9. Prospect’s/Customer’s Organization
Benefits they seek from the prospect’s products and services
Prospect’s competitors
Who they are
How they differ in their business approaches
Prospect’s strategic position in the industry
Historical buying patterns
Amount purchased in the product category

10. Prospect’s/Customer’s Organization
Suppliers
One or multiple
Level of satisfaction
Reason for buying from present suppliers
Any dissatisfaction with suppliers or products
Current buying situation
Type of buying process
Strengths and weaknesses of potential competitors

11. Prospect’s/Customer’s Organization
People involved in the purchase decision
How they fit into the organizational structure
Their roles in this decision
Who is most influential
Influential adversaries: Carry great influence but are opposed to us
Current problems faced by the organization
Stage in the buying cycle

12. Prospect’s/Customer’s Organization
Policies and procedures concerning:
Salespeople
Sales visits
Purchasing and contracts

13. Sources of Information
Analysis paralysis: Occurs if all time is spent:
Analyzing situations
Finding information
Resources within company
Company records - CRM database
Sales portals: Online databases that include many sources of information in one place
Selling center: A sales team that interacts with a prospect

14. Sources of Information
Internet
Prospect company’s own Web page
Social media
Business information providers
Secretaries and receptionists
Noncompeting salespeople
Traditional secondary sources
Prospect

15. Sources of Information
Trade show
Directories
Current customers
Outside consultant
U.S. government’s export portal
U.S. Commercial Service market research library

16. Setting Call Objectives
Review what has been learned from precall information gathering
Understand the relationship to be established with the prospect
Consider
Firm’s goals
Sales team’s goals
Salesperson’s goals

17. Criteria for Effective Objectives
What the salesperson hopes to accomplish
What the objective targets are
Specific
Goals can be objectively evaluated
Set objectives that require a buyer’s response
Measurable
Challenging but reachable
Cultural influences are considered
Achievable
Achieved within a set frame of time
Time based

18. Examples of Call Objectives
Related to the process leading up to the sale
To have the prospect agree to a demonstration of the product
To schedule a meeting to further discuss the proposal
To do a complete survey of the buyer’s requirements
To inform the buyer of the innovative changes incorporated into the product
To convince the buyer to endorse the product to the buying committee

19. Examples of Call Objectives
To instill confidence and trust in the product/proposal
To initiate the paperwork to be considered as a future vendor
Related to consummating the sale
To obtain an order from the prospect
To schedule a co-op advertising/marketing program
To make the prospect agree to a trial run of the product/service
To convince the retailer to display our promotional offer

20. Multiple Call Objectives
Actual goal a salesperson hopes to achieve
Primary call objective
Minimum a salesperson hopes to achieve, in the event that the call does not go exactly as planned
Minimum call objective
Most optimistic outcome the salesperson thinks could occur
Optimistic call objective
Other objectives apart from the primary call objective
Secondary call objectives

21. Setting Objectives for Several Calls
Keep good records
Make necessary adjustments in long-term call objectives
Prepare for the next sales call
Know whom to call on in upcoming meetings
Customer value proposition: A written statement of how purchasing the proposed product can solve customer’s business issue

22. Exhibit 7.3 - Multiple Call Objectives of a Samsung Salesperson Selling to Johnson Electronics

23. Buyers Goals for Sales Calls
On-time delivery
Quality of products
Competitive pricing
Proper packaging/paperwork
Technical support/service
Quality of sales calls
Level of technological innovation
Good emergency response

24. Making an Appointment - Identifying the Right Person
The person who will listen receptively and give the seller needed valuable information
Focus of receptivity
The person who is most likely to perceive problems and dissatisfactions
Focus of dissatisfaction
The person who is most likely to perceive problems
Focus of power

25. Making an Appointment The right time The right place
Varies according to customer and type of selling
The right place
Environment conducive to doing business
Videoconferencing: Meetings in which people are not physically present in one location but connected via voice and video
Webcasting or virtual sales calls: Meetings are broadcast over the Internet

26. Cultivating Relationships with Subordinates
Screens or barriers: Subordinates who plan and schedule interviews for executives
Make seeing the boss difficult for salespeople
Ways to interact with a screen
Work through the screen
Go over the screen
Go under the screen

27. Telephoning for Appointments
Do not try to make a sale when calling to make appointment
Anticipate objections and decide how to respond

28. Responses to Objections Concerning Appointments
Objection from a Secretary
Response
I’m sorry, but the manager is busy now
What I have to say will take only a few minutes.
Should I call back later, or
could you set up an appointment?
We already have that product
That’s fine. I want to talk to the manager about some new features designed for companies like yours
I take care of that particular task
That’s fine, but I would like to speak to the manager about the total service

29. Responses to Objections Concerning Appointments
Objection from the Prospect
Response
Can’t you mail the information to me?
Our systems are tailored to meet the needs of each customer, so a personal visit would be most effective
What do you want to talk about?
It’s difficult to explain over the telephone. I can demonstrate it to you in person

30. Responses to Objections Concerning Appointments
Objection from the Prospect
Response
You’d just be wasting your time. I’m not interested
The general objection is hiding a specific objection. Probe for the specific objection
We had that product once and didn’t like it
Probe for the specific reason of dissatisfaction and have a reply, but don’t go too far. The objective is to get an appointment, not sell the product

31. Additional Planning Plan to:
Make a good impression and build credibility
Uncover the customer’s needs
Answer anticipated questions and concerns
Practice - Time spent depends on the amount of time the seller can allocate for it and the goals of the presentation
Seeding: Sending customers important and useful information