1. Stephen B. Castleberry | John F. Tanner Jr. Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 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? 7-2

3. PLANNING THE SALES CALL Buyer’s perspective - Helps gain buyer’s respect and confidence Seller’s perspective - Helps meet call objectives efficiently 7-3

4. EXHIBIT 7.1 - A FLOW DIAGRAM OF THE PLANNING PROCESS 7-4

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 7-5

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 7-6

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 7-7

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 7-8

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 7-9

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 7-10

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 7-11

12. PROSPECT’S/CUSTOMER’S ORGANIZATION Policies and procedures concerning: Salespeople Sales visits Purchasing and contracts 7-12

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 7-13

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 7-14

15. SOURCES OF INFORMATION Trade show Directories Current customers Outside consultant U.S. government’s export portal U.S. Commercial Service market research library 7-15

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 7-16

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 7-17

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 7-18

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 7-19

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 7-20

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 7-21

22. EXHIBIT 7.3 - MULTIPLE CALL OBJECTIVES OF A SAMSUNG SALESPERSON SELLING TO JOHNSON ELECTRONICS 7-22

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 7-23

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 7-24

25. MAKING AN APPOINTMENT The right time 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 7-25

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 7-26

27. TELEPHONING FOR APPOINTMENTS Do not try to make a sale when calling to make appointment Anticipate objections and decide how to respond 7-27

28. RESPONSES TO OBJECTIONS CONCERNING APPOINTMENTS Objection from a SecretaryResponse 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 7-28

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 7-29

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 7-30

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 7-31