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Chapter 07 - Planning the Sales Call

CHAPTER 7
PLANNING THE SALES CALL

Outline of Chapter
I. Why plan the sales call
II. Obtaining Precall information
A. The prospect/customer as an individual
B. The prospect’s/customer’s organization
III. Sources of information
A. Resources within your company
B. The Internet
C. Secretaries and receptionists
D. Noncompeting sales people
E. Traditional secondary sources
F. The prospect
G. Other sources
IV. Setting call objectives
A. Criteria for effective objectives
B. Setting more than one call objective
C. Setting objectives for several calls
D. Buyers are setting goals also
V. Making an Appointment
A. The right person
B. The right time
C. The right place
D. Cultivating relationships with subordinates
VI. Telephoning for appointments
VII. Additional Planning
VIII. Selling Yourself
IX. Summary

7-1
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Chapter 07 - Planning the Sales Call

Teaching Suggestions
(an alternative would be to use the PowerPoint slides provided with the text)

1. Start by saying the following:

“In your notebook take a few minutes and write down the objective you have for taking this
course. Spend time thinking about it first. Don’t worry, I’m not going to take it up and grade it.”
After 5 or 6 minutes begin your lecture.

2. Talk about precall information needed about the prospect and his/her organization. Then use an
example to show that it is usually very difficult to learn this information. I usually say:
“Okay, you’re going to interview with GE (so GE is your lead for a job). Tell me the source you
would use for each piece of information needed. ”
Good sources might include the professor, the placement office, fellow students, former students
who have interviewed with the firm, published sources, current GE salespeople, secretaries, etc. I
make students not only list these sources, but also tell me the words they would use to ask for the
information.

3. Describe the criteria for effective objectives (specific, realistic, and measurable)
Now ask students to look at what they wrote in their notebooks at the beginning of class. Ask,
“Does anyone think their statement of objective meets all three criteria?” If so, have them read it
out loud and let the class judge whether it meets the criteria. Discuss Exhibit 7.2 which lists
examples of good call objectives. Then ask the students to rephrase their objective, if necessary,
to meet the criteria.

4. Discuss the importance of setting several objectives for each call (primary, minimum, and
optimistic call objectives). Ask the students to go back to their objectives for the course and write
out a meaningful minimum and optimistic objective for taking the course.
Have several students share their revised objectives.

5. Briefly describe the importance of setting multi-call objectives.

Students can find a good example in Exhibit 7-3 in their textbook.

6. Discuss making appointments.

Ask students “Has anyone made an appointment with you lately (or scheduled a meeting with
you)?”
“How did they do it?”
“Were you pleased with the way they did it?”
“What would you do differently?”
If students can’t think of any examples use some from your own recent experience.

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Chapter 07 - Planning the Sales Call

Students can find a good example of making appointments in the “Telephoning for
Appointments” section in the textbook.
You may want to have students role play Exercise 7-1 here.

7. Talk about responding to objections raised by someone you are trying to make an appointment
with. See Exhibit 7.4 for typical objections. Ask students if they can think of better responses).
Note that the goal is not to make a presentation on the phone or try to sell the product. The goal is
just to secure an appointment.

8. Briefly note that the salesperson must do a good bit more planning for the sales call (including
how to build good impressions and credibility, how to further uncover the prospect’s needs,
anticipating the objections which the prospect might raise and how the seller will respond, and
how to obtain commitment effectively). Tell the class that each of these topics will be covered in
later chapters. For now, it’s just important to realize that these items would actually be planned
before the call begins.

9. Summarize what you’ve discussed:

Obtaining precall information
Criteria for effective objectives.
Setting multiple objectives for one call.
Setting multi-call objectives.
Making appointments effectively.
Other planning that needs to take place.
Stress that the goal in doing all of this is to develop meaningful long-term relationships and
partnerships with the buyer.

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Chapter 07 - Planning the Sales Call

Suggested Answers to Ethics Problems

1. Suppose that during your information-gathering phase you identify a very hostile influential
adversary named Larry. You know that Larry will do everything possible to see your competitor
get the business. In talking about this with your sales manager, she suggests that you find some
way to covertly strip Larry of his credibility and thus cause him to be a nonissue. Would you
follow your manager’s advice? What kinds of things would you be willing to do? What would you
be uncomfortable doing?

Student answers will vary, based on their beliefs and values. Obviously, any attempt to strip
Larry of his credibility could backfire, resulting in lost trust and sales. But if the seller decides to
go against the manager’s advice, the manager might retaliate against the seller.

2. During precall planning, you learn that an very important prospect enjoys being treated by
salespeople to visit strip clubs, “gentlemen’s clubs.” of which there are several of these strip
clubs in your town. Your firm doesn’t have any policy about whether you can visit one of these
clubs with a client. You’ve never visited one with a client before. How will these facts impact
affect your planning for your upcoming sales visit to this prospect? What will you do?

Student answers will vary. Hopefully they will realize the potential long-term negative impact of
taking the client to such clubs. The client will expect such favors in the future, and the requests
might become more outlandish and uncomfortable. Also, the seller has to decide if that is the
way they want to get the business, instead of just getting the business on the basis of actually
meeting the prospect’s needs. This situation does impact planning for the call, since the seller
will have to develop a strategy and response for the probable request by the prospect.

Suggested Answers to Questions and Problems

1. Think about a teacher you have had in college. Assume that a salesperson wanted to sell that
teacher an important product or service. Who would be a good focus of receptivity for this
salesperson? Do you think the focus of receptivity would cooperate with the salesperson?

Student answers will vary.

2. In “Sales Technology 7.1” you learned how one firm uses WebEx to give presentations. Can you think of
any negative aspects of using such technology for giving sales presentations to prospects?

Not being live and in person, it will be impossible to see all of the nonverbal cues offered by the
prospect. There is always also the chance that the technology won't work properly. Finally, it is
possible that the prospect isn't going to give you their full attention. Rather, s/he may involve in
multi-tasking during the webcasting..

3. This chapter listed a number of items of information that a salesperson should find out about a
prospect/customer as an individual. Assume you are going to sell your best friend a new iPod.
See how much information you can supply from the list in the text.

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Chapter 07 - Planning the Sales Call

Student answers will vary.

4. Evaluate the following objectives for a sales call:

a. Show and demonstrate the entire line of 10 squash racquets.

It is specific and measurable, but probably not realistic unless the buyer has allotted a lot of time
for the call.

b. Find out more about competitors’ offerings under consideration.

It is probably realistic but not specific or measurable. A better statement might be “Discover the
names of each competitor and the principal feature of each that the prospect likes the best.”

c. Make the buyer believe what I say.

It is specific and possibly realistic but not measurable. A better statement might be “Increase the
buyer’s trust in my company by offering a letter of reference which results in the buyer agreeing
to consider us as a vendor.”

d. Determine which service the prospect is currently using for furniture cleaning and how
much it costs.
A good objective.

e. Have the buyer agree to hold our next meeting at a quieter location.
Could be realistic and measurable but not very specific.

f. Get an order for 15 carpet cleanings.

A good objective (assuming it is realistic).

g. Make the buyer not worry about the fact that our newspaper has been in business only two
years.
Specific and probably realistic, but not measurable. Better statement would be to add: “…as
evidenced by his agreement that our longevity is not a concern to him.”

5. Think for a moment about trying to secure a job. Assume you are going to have your second job
interview next week with Fastenol for a sales position. This interview will take place over the
phone with the senior recruiter. You’re already had one informational inter- view on campus.
Most candidates go through a set of four interviews. List your primary objective, minimum
objective, and optimistic objective for this second interview.

Lots of possible answers. An example:

Primary objective-to have the manager forward my papers to her manager with approval.

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Chapter 07 - Planning the Sales Call

Minimum objective-to secure the next interview.

Optimistic objective-to secure a job offer.

6. In the boxed item "Building Partnerships 7.1" you learned that some firms use technology to
keep tabs on their salespeople, like where they have driven their company cars, and when they
have given out samples. What would you say if a manger asked you why you used the company
car to visit a mall in the middle of the day? Assume you stopped at the mall to get your hair cut.

It is best to confess and tell the truth. You can try to explain why this was the best time to get it
cut, perhaps telling how you worked extra time to make up for it (assuming that is all true).

7. Evaluate the following approach for getting an appointment: Ms. Stevens, I’ve not got any calls
on my calendar next Thursday. Would it be okay if I stopped by for a few minutes, say between
one and four pm?

Very poor. It makes it sound like the only reason for visiting is because it’s convenient for the rep
(“I’ve not got any calls to make”). What’s in it for the prospect? Also no enthusiasm is
generated. The rep should not just say “…stop by for a few minutes.” The rep also did not state
his name or his company’s name or probe to make sure this is a convenient time to talk on the
phone.

8. Although there is no firm rule, list what you think to be the best time of day to call on the
following individuals:

a. A college bookstore manager (to sell water bottles).

Probably early in the morning, since there is less traffic in a college book store then.

b. A manager at an automotive glass replacement company (to sell a new tool to remove broken
glass shards).
Probably early in the morning before the repair work begins.

c. An apartment complex manager (to sell a new lawn watering system).

Probably late in the morning or early in the afternoon.

d. A heating contractor (to sell a new model of heating system).

Probably around lunch time.

9. Review the list of prospects in question 8 and identify

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Chapter 07 - Planning the Sales Call

a. The worst time of day to call on each individual.

A college bookstore manager (to sell water bottles).

Mid morning to mid afternoon.

A manager at an automotive glass replacement company (to sell a new tool to remove broken
glass shards).
From 9:00 am to 4 pm.

An apartment complex manager (to sell a new lawn watering system).

From 8-10 am, and from 4 pm onward.

A heating contractor (to sell a new model of heating system).

From 8 – 10 am, and from 3-5 pm.

b. The worst time of year to call on each individual.

A college bookstore manager (to sell water bottles).

The start of each new semester or quarter.

A manager at an automotive glass replacement company (to sell a new tool to remove broken
glass shards).
Mid summer, when more people probably have broken or cracked windshields since the
incidence of driving is greater in summer months.

An apartment complex manager (to sell a new lawn watering system).

In early fall, since that can be a time when many apartments are changing hands.

A heating contractor (to sell a new model of heating system).

In the middle of the heating season.

10. Suppose you have graduated, and that you belong to the alumni association of your
school. Your association plans to raffle off a number of donated items to raise funds for a new
multi-media center at your school. To be a success, the event will need many donated raffle
prizes.

a. Which sources will you use to identify potential sponsors?

• Learn who had provided donated prizes in the past for raffles (from newspapers, work-of-
mouth, etc.)

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Chapter 07 - Planning the Sales Call

• The prospect you talk to may be able to identify other potential prospects even if they can’t
support it themselves (endless-chain-method).
• Identify one local leader (center-of-influence) who might supply names. This person might be
a religious leader, chair of the Chamber of Commerce, a government leader, or someone who
has solicited in this way many times before.
• Use telemarketing by having organization members each contact 5 local businesses to see if
they are interested.

b. What information do you need to qualify them properly?

• Do they have a need (e. g. positive PR benefits) or want (e. g. desire to be helpful in the
university) to participate in such an endeavor?
• Do they have the authority and can they be contacted?
• Do they have the financial resources which would allow them to donate something?
• What other charitable activities are they currently considering?
• What is the attitude toward the new multi-media center? Toward our method of raising funds?

Suggested Answers to Case Problems

Case 7-1: Presidential Aviation (Part A)
1. What kind of information should Santiago gather about Juan before their meeting?

The text lists the kinds of things that Santiago should learn. Some examples include:

• What are his aspirations?

• What is his social style?
• What is his attitude toward salespeople, and toward multimedia stations?
• Who are his important reference groups?
• Has he already established a relationship with the seller from a competitor product?
• How will he make his decision?

2. What kind of information should Santiago gather about the REGENT SEVEN SEAS CRUISES
before his meeting there?
Again, the text lists many things that Santiago should learn. Examples include:

• How often does the REGENT SEVEN SEAS CRUISES fly employees per year?
• Do they have the resources to enter an agreement?
• Are they forward thinking, and willing to try new ideas or do they just stick with the "tried
and true"?

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 Chapter 07 - Planning the Sales Call

• What features would be most important to this group?

• Who else are they considering for air transportation?
• Have they ever purchased anything like this before? If so, how did it work?
• Who will be involved in this purchase decision, as gatekeeper, influencer, decision maker,
and so forth?
• What are the REGENT SEVEN SEAS CRUISES's policies and procedures about
salespeople, sales visits, and purchasing decisions?
• Will it be a bid process? How will that work?

3 Which sources can Santiago use to gather that needed information?

There are lots of potential sources. Some of the most obvious would include the following:
• Santiago should find a focus of receptivity (a receptionist, etc.) to help gather information
from.
• Santiago can talk to REGENT SEVEN SEAS CRUISES staff.
• Santiago can talk to someone in the accounting area to learn about bid processes and
purchasing rules.

Case 7-2: Underground Construction Magazine

Questions

1. Assume you are Andres Orrino. List your call objectives for your first call with the marketing
director for Takeuchi. Develop a three-call follow-up schedule, and list the objectives for each
call.

Objectives for the first call:

Minimum call objective: Introduce myself to the buyer and have the buyer accept my business
card and a sample copy of Underground Construction Magazine.
Primary call objective: Have the buyer agree to look at three sample Underground Construction
Magazines and agree to meet again in a week to discuss possible advertising.
Optimistic call objective: Have the buyer agree to place a half-page advertisement in one of the
next three issues of Underground Construction Magazine.

Three call follow-up schedule (depends on results of first call):

• Call 2- Have the buyer agree to place a ¼ page ad in Underground Construction Magazine
at a reduced price to try it out.
• Call 3- Have the buyer agree to place a full page ad in Underground Construction Magazine
at the regular price.

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Chapter 07 - Planning the Sales Call

• Call 4- Review the buyer’s response to the effectiveness of the ad and agree to place five ads
over the next 12 months.

2. What kind of information would you like to have before your first meeting? How could you obtain
that information?

For information needed, see the list in the chapter. Certainly, we would want to learn about
Takeuchi's current purchasing practices, who is involved in the buying situation, the policies and
procedures as they relate to our product, and our competitors.
This information could be obtained from secretaries/administrative assistants and a focus of
receptivity at Takeuchi.

End of Chapter Role Play

For the Instructor:

This activity requires students to set objectives for calls they are going to make. Students have all
information they need in the textbook itself.
You may want to take the objectives up and grade them as an exercise. The most difficult issue students
seem to have is that they think about their call objectives as something they should do, rather than
something they want the customer to do.
For example, they may write as an objective “I want to introduce the buyer to NetSuite” but they could do
that to anyone on the street and few would consider that a successful sales call. Students also seem to
have difficulty with primary versus secondary. It is unlikely that there will be many who have secondary
objectives, but if they do, make sure that these are not just lesser versions of the primary objective.

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Chapter 07 - Planning the Sales Call

EXERCISE 7-1 USING THE TELEPHONE TO MAKE APPOINTMENTS

In this exercise you are going to test, and hopefully improve, your skills at using the telephone to set up
an appointment.

1. First, reread the section in the textbook which describes how to effectively use the telephone to
make appointments.
2. Team up with one other member from your selling class.
3. Member number one (#1) calls member number two (#2) and attempts to make an appointment
during the next week. The purpose of the visit is to introduce #2 to the products and services
available at the art supplies section of your bookstore. (This is where poster board, pens, pencils,
rub-ons, portfolio materials, templates, paint, paint brushes, etc. are sold). Hopefully, after the
sales visit #2 will use the art supplies section to help him/her prepare for upcoming sales
presentations in class. Assume that #1 works at the bookstore. Remember: The goal is to gain an
appointment, not to give a presentation over the phone!
4. After #1 has finished, #2 should complete the evaluation form.
5. Now, reverse the roles. #2 will now try to call #1 to make an appointment during the next week.
The purpose of the salesperson’s (#2) visit is to demonstrate to #1 a new financial calculator that
Texas Instruments just released. Ultimately, #2 hopes to sell #1 a calculator.
6. After #2 has finished, #1 should complete the evaluation form below.
(Note: you should be prepared to turn in an evaluation of your phone call. If no one is available
from class, have someone else evaluate your telephone selling skills.)

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Chapter 07 - Planning the Sales Call

EVALUATION FORM
Seller’s Name

A. Salesperson identified him/herself clearly?

Comments:

B. Salesperson checked to make sure this was convenient time to talk?

Comments:

C. Salesperson clearly stated the purpose of the interview?

Comments:

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Chapter 07 - Planning the Sales Call

D. Salesperson handled objections or problems well?

Comments:

E. Salesperson obtained commitment effectively?

Comments:

F. Salesperson restated the scheduled time and place of the meeting?

Comments:

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Chapter 07 - Planning the Sales Call

G. Other comments or constructive criticism for the salesperson:

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