C. 7 - Opening Chapter ProfileC. 7 - Opening Chapter ProfileBrett Georgulis– Texas StateBrett Georgulis– Texas State

Professional selling student – 2011National Graduate Division Champion at

N.C.S.C. in salesNow a sales representative for 3M –

Electrical Markets Division

Planning the Sales CallPlanning the Sales CallChapter 7Chapter 7

Why Plan the Sales Call?Why Plan the Sales Call?

A buyer’s time is valuableAvoids wasting your time and annoying prospectsProper planning helps meet call objectives

efficiently and effectivelyMore time to make additional calls, conduct

research, fill out company reports, and other tasksMust meet goals for the account

Obtaining Precall InformationObtaining Precall Information

The more research completed, the higher the probability of meeting the prospect’s needs and developing a long-term relationship

Avoid embarrassing situations

The records and notes from prior calls may be adequate

Take time on important prospects

The Prospect/Customer as an The Prospect/Customer as an IndividualIndividual

The salesperson should learn the following of a prospect customer:

Personal (name, family status, education, aspirations, and interests) Attitudes (toward salespeople, the company, and the product) Relationships (formal reporting relationships, and important reference

groups and group norms) Styles (social style and decision-making style) Evaluation of product/services (product attributes that are important and their evaluation

process)

The Prospect’s/Customer’s The Prospect’s/Customer’s OrganizationOrganization

Demographics (type of organization, size, products/services offered,

financial position and future, and culture)

Prospect’s Customers (types and benefits they seek from the prospect’s

products/services)

Prospect’s Competitors (who they are, how they differ in business approaches, and

the prospect’s strategic position in the industry)

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Historical Buying Patterns

(amount purchased in the product category, sole suppliers or multiple suppliers, reason for buying from present suppliers, level of satisfaction with suppliers, and reasons for any dissatisfactions with suppliers or products currently purchased)

Current Buying Situations

(type of buying process, and the strengths and weaknesses of potential competitors)

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People Involved in the Purchase Decision -how they fit into the formal and informal organizational

structure -their roles in this decision -who is most influential -any influential adversaries -current problems the organization faces -stage in the buying process

Policies and the Procedures (about salespeople, sales visits, and purchasing and contracts)

Sources of InformationSources of Information

Analysis paralysis- when you prefer to spend practically all your time analyzing the situation and finding information instead of making sales calls

Resources within your company -one of the best sources of information -sales portals - databases are being used to keep the field

sales force well informed

Selling center- all people in the selling organization who participate in a selling opportunity

Obtaining InformationObtaining Information

The Internet -learn about prospects through a vast amount of info. -Hoover’s (free through Tx. State library)

-InsideView, Jigsaw, & ZoomInfo.

Secretaries and Receptionist -rich source of information -be courteous and treat with genuine success

Noncompeting Salespeople -one of the best sources of information is the prospect’s

own salespeople

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Traditional Secondary Sources -manuals and directories supply lots of company and industry

information

The Prospect -gather as much information as possible prior to the meeting

Other Sources -trade show, list and directories, center of influence -hire an outside consultant to collect information if necessary

Setting Call ObjectivesSetting Call Objectives

Most important step in planning

Salesperson should review what has been learned from precall information gathering

Call objectives should not be created in a vacuum

(take into account the firm’s goals, the sale’s teams goals, and the salesperson’s goals)

(See examples in Exhibit 7.2 of the text)

Criteria For Effective ObjectivesCriteria For Effective Objectives

An objective must be specific to be effective -should state precisely what the salesperson hopes to accomplish, who

the objective targets are, and any other details

Objectives must also be realistic -unrealistic objectives may not consider factors such as time and

cultural influences Call objectives must be measurable -written set of objectives can be reviewed to see if a salespersons

meets their goals

SMART – specific, measureable, achievable, but realistic & time-based

Setting More Than One Call Setting More Than One Call ObjectiveObjective

Primary call objective- the actual goal salespeople hope to achieve

(it is possible to have more than one primary call objective for a single call)

Minimum call objective- the minimum salespeople hope to achieve

Optimistic call objective- the most optimistic outcome the salesperson thinks could occur

Secondary call objective-goals which are less important than the primary objective

Setting Objectives For Several Calls Setting Objectives For Several Calls

Develop a series of very specific objectives for future calls

The salesperson needs to modify the sales call at times to suit the prospect or customer

Some industries have a long interval between when a prospect is first visited and an actual sale is consummated

(other salespeople may need to get involved in the selling cycle)

Value proposition- written statement that clearly states how purchasing your product or service can help add shareholder value

Buyers setting goalsBuyers setting goals

Purchasing managers emphasize:

On-time delivery; quality (meeting specifications); competitive pricing; proper packing/paperwork; technical support/service; quality of sales calls; level of technological innovation; & good emergency response.

Use these benefits in your presentations

Making An Appointment Making An Appointment Saves valuable selling time Appointments dignify the salesperson

How To Make Appointments Dependent on the customer Attitude can have a tremendous impact on success

The Right Person– Research shows that salespeople should look for the “go-getters” in a firm.

Also important are the “teachers,” who share insights and ideas, and the “skeptics,” who tend to be cautious and slow down the process. Finally, you MUST find the ultimate decision maker. Consult the textbook for how this process varies in different cultures!

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The Right Time Generally 9-11:30 a.m. and 1:30-4p.m. are the best time Salesperson learns specific industry – best time

The Right Place Technological advancements include:

Videoconferencing- meetings via voice and video Webcasting- meetings broadcasted over the Internet

Breakfast, lunch or dinner? Meals work! They must be in professional environments!

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Cultivating Relationships With Subordinates Gatekeepers-buying center members who influence the

buying process by controlling the flow of information and/or limiting the alternatives considered

Salespeople should go out of their way to treat all subordinates with respect and courtesy because:

1) It is the right thing to do 2) Subordinates can be key to the salesperson’s success or

failure with an organization“Through the screen” – convincing gatekeeper“Over the screen” - namedropping to gatekeeper

“Under the screen” – ignore the gatekeeper

Telephoning For AppointmentsTelephoning For Appointments(See Exhibit 7.4)(See Exhibit 7.4)

The phone is most often used to make the initial appointment

Salespeople need to use the phone correctly and effectively

Active listening is important

Voice mail: Cold call- best not to leave a message; find out from

secretary the best time to call back Referral or prior introduction- leave a clear, concise message,

including a suggested call back time

Make the customer comfortable

Additional PlanningAdditional Planning

Plan ahead

Seeding- sending the customer important and useful things prior to the meeting