MANAGEMENT
How Can Joe Close More Large Accounts? SELLING POWER EDITORS
Bill Thornton, a sales manager of a large indus- trial company, made a joint call with Joe Fargo, a sales rep who had been with the company over three years.
Prior to the call, both sat down at breakfast. Bill, sensing Joe’s appre- hensions about the call, tried to put him at ease: “Listen, let’s get one thing straight. My role in this is to ob- serve. I won’t try to do your job. You’ll do yours and I’ll do mine. After we’ve completed the call, we’ll take a few moments and review what happened. I’ll try to give you an honest critique and will tell you how you possibly could improve your technique. Is that fair enough?”
“OK, that’s what I want you to do,”
replied Joe. He continued with a sigh. “You see, my problem lies with the bigger companies. I feel I haven’t got much power compared to these big shots. I’d like to learn how to crack some of the bigger accounts – that’s definitely an area I’d like to do better in. So, I really appreciate what you’re doing. I need all the help I can get.” During the sales call, Bill observed with satisfaction that Joe did well with breaking the ice, making the introduc-
12 | NOVEMBER 2016 SELLING POWER © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
tions, and moving on to a good dis- cussion about the buyer’s needs. The purchasing manager gave lengthy answers to Joe’s well-prepared ques- tions. But then, Joe lost his steam and let the prospect change the subject during the product presentation. He never got the prospect’s atten- tion back to the product benefits. The call ended with Joe’s promise to come back with additional informa- tion about the product.
POSITIVE CRITICISM
As Bill and Joe talked about the call, both agreed that Joe could have done a better job in presenting the product by talking more about ben- efits. Bill got Joe to agree to rework his presentation for the next call. In addition, Bill commented about
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