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CHAPTER 8

Planning the Sales Call

Some questions answered in this chapter are:
Why should salespeople plan their sales calls? What precall information is needed about the individual prospect and the prospects 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?

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I finally accepted that a good plan doesnt stay constant but instead is constantly changing to reflect current conditions. ~Rachel Fisher

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Why Plan the Sales Call?

The buyers time is valuable The sellers time is valuable Planning must fit into the salespersons goal for the account
Some accounts have greater strategic importance and require more planning

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Obtaining Precall Information

The more information the salesperson has about the prospect, the higher the probability of meeting the prospects needs and developing a long-term relationship. There are costs involved in collecting information. Can reduce embarrassing situations. Dont assume that your knowledge of the account is automatically up-to-date. Information gathering is not usually quick and easy.
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A Flow Diagram of the Planning Process

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The Prospect/Customer as an Individual Personal

Name (including pronunciation) Family status Education Aspirations Interests and disinterests Social style

Attitudes
Toward salespeople Toward your company Toward your product
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The Prospect/Customer as an Individual (continued)

Relationships
Formal reporting relationships Important reference groups and group norms Bonds that the prospect has already formed with other salespeople

Evaluation of product/services
Product attributes that are important Product evaluation process
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The Prospects/Customers Organization

Demographics
Type of organization Size, number of locations Products and services offered Financial position and its future Overall culture of the organization

Prospects customers
Types Benefits they seek from the prospects products and services

Prospects competitors
Who they are How they differ in their business approaches Prospects strategic position in the industry

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The Prospects/Customers Organization (continued) Historical buying patterns

Amount purchased in the product category Sole supplier or multiple suppliers why? Reason for buying from present suppliers Level of satisfaction with suppliers Reasons for any current dissatisfaction with suppliers or products

Current buying situation

Type of buying process Strengths and weaknesses of potential competitors
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The Prospects/Customers Organization (continued) 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 cycle

Policies and procedures

About salespeople About sales visits About purchasing and contracts
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Sources of Information

Resources within your company

Sales portals Selling center

The Internet
Prospect companys own Web page Personalized Web pages Hoovers, JustSell.com, etc.

Secretaries and receptionists Noncompeting salespeople

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Sources of Information (continued) Traditional secondary sources The prospect Other sources
Trade show Lists and directories Center of influence Outside consultant U.S. governments export portal U.S. Commercial Service market research library
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Setting Call Objectives Review what has been learned from precall information gathering Understand what relationship the firm wished to have with the prospect Call objectives should be developed while taking into account:
The firms goals The sales teams goals The salespersons goals

If you dont know where youre going, you may wind up somewhere else
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Criteria for Effective Objectives All objectives should be:

Specific Realistic Measurable

Set objectives that require a buyers response SMART

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Specific Measurable Achievable Realistic Time-based

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Setting More than One Call Objective

Primary call objective The actual goal the salesperson hopes to achieve.

Minimum call objective The minimum a salesperson hopes to achieve.

Optimistic call objective The most optimistic outcome the salesperson thinks could occur.
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Secondary call objectives Remaining objectives after the primary objective.

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Setting Objectives for Several Calls

Keep good records Make necessary adjustments in longterm call objectives Prepare for the next sales call A good primary objective for a first session is to have another chance to visit Consider whom to call on in upcoming meetings
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Buyers are Setting Goals Also Based on perceptions of how the salespersons product or service can add value What buyers look for to increase value:
On-time delivery To-spec quality of products Competitive pricing Proper packaging/paperwork Technical support service Quality of sales calls Level of technological innovation Good emergency response
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Making an Appointment

The right person

Focus of receptivity Focus of dissatisfaction Focus of power

The right time The right place

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Making an Appointment (continued)

Cultivating relationships with subordinates

Work through the screen Go over the screen Go under the screen Bypass the screen

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Telephoning for Appointments

Most often used to make the initial appointment The goal is to make the appointment, not sell the product or service Salespeople need to anticipate objections and decide exactly how to respond

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Additional Planning

Plan how to make a good impression Plan how to further uncover the customers needs and strengthen the presentation Plan to answer anticipated questions and concerns Practice Seeding
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Summary Planning of sales calls is critical. Salespeople need to gather as much information about the prospect as possible before the first call. A call objective should be:
Specific Realistic Measurable

Salespeople should make appointments before calling on customers. A number of methods can be used to make appointments.
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