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8/18/2019 Sales Call Ride Along - Official.pdf
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UCF Professional Selling Program
“Sa l es Ca l l R i de A l on g”
Steve McLean | M a r k et i n g M a n a g er - W o r l d w i d e Sa l es Josh Weisman | A cco u n t M a n a g er - F l or i d a D i st r i c t
L i o n e l G a l v ez
P r o f ess i o n a l Se l l i n g P r o g r a m M em b er
U n i v e r s i t y o f Cen t r a l F l o r i d a
M a r ch 2 0 16
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Mentor Project #2 - Sales Call Ride Along
This project contains information of two UPS sales meetings that were conducted on
Monday, March 7, 2016. Steve McLean helped to coordinate them and paired me with Joshua
Weisman, UPS Account Manager and 2006 former UCF PSP member. Josh and I met at the
Starbucks on Orange and Michigan at 8:45 am, went over the first four questions of this
assignment, and discussed topics relative to sales and UPS opportunities.
1.
Give the name, job title and company of the person being called on. What product lines/
services do they offer? Briefly outline the history with this client.
Call 1:
Our first appointment was at 10:00 am and it took place at the Greater Orlando Aviation
Authority, located inside the Orlando International Airport. Officially, they are the
governmental entity that operates the airport. At this meeting, we had the honor to meet with
Alice Young, Records Management Specialist. GOAA is tasked with the operation,
maintenance, and administration of all public airports in Orange County, Florida, including
any public airports which may be built in Orange County in the future.
Call 2:
Our second appointment was at 11:30 am and it took place at UTC Overseas, located
right off the airport, heading towards Tradeport Drive. UTC Overseas, Inc. is an international
freight forwarder and logistics provider with offices around the globe. At this meeting, we
had the honor to meet with Carlos Manresa, Vice President Air Freight.
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2. What is the goal of the sales call? Evaluate it in terms of the criteria for a good
objective: specific, realistic and measurable. What is the probability of closing the
business during this meeting and what led to this conclusion?
Call 1:
The goal for this sales meeting with Greater Orlando Aviation Authority was to follow up
on Joshua’s last presentation, an introduction of a new agreement to Alice Young and gain
commitment to transition to UPS. GOAA is operating most of their shipment through FedEx.
The probability is good because they had worked on other business projects in the past. Their
relationship is well-established and Alice trust him, but she cannot make all the decisions by
herself. Besides, it was a good opportunity to introduce the benefits of UPS custom-made
envelopes and packages. Joshua’s goal was to convince Alice that a collective meeting with
the decision group is necessary.
Call 2:
UTC Overseas currently is doing business with FedEx. The goal for this sales call was to
review the new agreement with Carlos Manresa and gain commitment to transition to UPS.
The probability is good because Josh had met with Carlos before and had gained his trust.
The occasion for this meeting was to review UTC’s capital budgeting settings and go over
the terms and conditions. Besides, it was a good opportunity to introduce the benefits of UPS
custom-made envelopes and packages, also, to touch based on the features and benefits they
will get if they partner with UPS.
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3. What are the anticipated objections? What are the planned responses for these?
Call 1:
A few anticipated objections were that GOAA needs to test UPS shipments services
before making a commitment to move their whole transportation subdivision into UPS. In
2012, a group training session was done, which did not work. GOAA believes that UPS is
unable to control all shippers. Joshua’s responses were to illustrate that splitting the volume
within FedEx and UPS can hurt them on the long-run, costing them more money than if they
only work with UPS.
Call 2:
A few anticipated objections were that UTC Overseas would have to exceed their
spending limits if they wanted to implement their freight and logistics services with UPS.
The responses that Josh stressed were the features, and benefits of UPS “smart pick-up”
service, formulate a plan to use what the provider have available and break it down base on
how much volume they move. Ultimately, winning their entire business.
4. Explain, with specifics, how your mentor planned for this sales call? What types of
information did he need/research? What sources did he use? How much time was spent
preparing? What materials did he make sure to bring for the call?
Call 1:
This meeting was planned through previous engagements and was secured via e-mail and
phone. The purpose of this meeting was to introduce a new agreement, eventually
transferring GOAA entire transportation subdivision into UPS. Josh has been working with
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them for several years. He has met with everyone involved with shipping and gathered data
from many sources. He went in knowing that the services that were discussed in the previous
meetings were regarding similar topics. He did his research based on reviewing previous
meetings with reference to GOAA’s needs. In this round, Josh spent about an hour preparing
for this meeting. He brought in sell-sheet literatures and a copy of the new agreement.
Call 2:
Josh secured this appointment via e-mail and phone. The purpose of this meeting was to
review some pricing concerns and introduce a new proposal based on UTC’s budget. Josh
said he used the customer’s website and the information provided by Carlos to prepare for
this meeting. He also looked at their competitor’s website. The preparation was to search for
their competitor’s prices and services, addressing any oppositions regarding FedEx. Josh
spent an hour preparing for this meeting. He brought in a revised pricing proposal.
5.
How, specifically, did the salesperson begin the presentation? (approach / rapport
building/attention getting) What did he say? What did the buyer say?
Call 1:
In this sales meeting, Josh opened the sales call by using the question approach, asking
how business is going. As Mrs. Young, Records Management Specialist, describes some
changes/implementations that the airport is doing, Josh followed the opportunity to build
rapport based on the changes, mutually enhancing a two-way communication. Mrs. Young
illustrated that they are removing many of the moving walkways and replacing them and
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adding tables and couches with plugs and USB dispensers for those who are traveling with
flight connections.
Call 2:
Before entering the room, Josh was aware of bringing value, using the four A’s
(acknowledge, acquire, advise, and assume) as it is described to be part of the selling
process. He began the sales call by introducing me, and asking how business is going, which
allowed him to find the opportunity to use both: the benefit and the product approach. The
attention-getting was introducing a new delivery service called “smart pick-up.” At that
moment, Josh engaged the buyer’s interest. Other rapport topics that were discussed were
Carlos telling us that he recently got into a car accident and injured his shoulder at a point
that needs surgery.
6. How, specifically, did the salesperson uncover needs? What did he say? What did the
buyer say? Discuss how he probed for more information. What needs were identified?
What did the seller do to confirm that needs were understood?
Call 1:
Josh uncovered the buyer’s needs by asking opened-ended and close-ended questions.
Some questions that I can remember were: “What kind of value-added components are you
looking for? How can we help improve your freight and logistics services?” The buyer
responded to every question with sincerity and acknowledged that she needs to transit to
UPS. All information was probed properly by offering the features and benefits of the “smart
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pick-up” service. Mrs. Young asked questions, and Josh agreed on sending her additional
information to address his point and for GOAA to review.
Call 2:
This meeting relied on a follow-up proposal for shipping services. Carlos and Josh
worked together on understanding UTC needs, introducing what would benefit them as a
freight forwarder and logistics provider, and initially breaking down the implementation cost.
Although, the meeting was very complex, Josh uncovered the buyer’s need by using the spin
method very effectively. From all these selling methods that I have learned, I could say
without reservation that spin is the most efficient method.
7. How did the seller present the product? What features did he present? How were
those tied to one of the buyer’s needs? How were benefits presented? What visual aids
did he used to support his presentation?
Call 1:
Josh presented the “smart pick-up” service by explaining the features and benefits
between using ground and freight delivery. Routinely, ground is delivered before the end of
the business day (3:00 pm); and freight is delivered by air arriving the next business day or if
it’s Friday over the weekend. Since Josh knew GOAA has a high volume in shipments, he
tied this by introducing the UPS custom-made envelopes. He described to Alice that they
could customize and design their own envelopes and packages using their own logo or any
other feature. Josh used the sell-sheet literatures and the new agreement to support his
presentation.
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Call 2:
Josh presented the “smart pick-up” service by allocating a proposal that can be suitable to
UTC’s budget. Features were presented by describing the pros that comes with the service:
software to send bills electronically, BOL’s, printable return labels, etc., and of course, the
custom-made envelopes and packages. He tied these together by addressing that UPS does
one time pick-up daily, normally after business hours. In addition, Josh mentioned that the
purchaser does not have to separate packages; “we will take care of organizing them for
you!” The benefits addressed were that UPS would be saving them half of their cost and time
sorting their packages, making their work more productively. Josh supported his presentation
by using testimonials and samples to engage some source of excitement.
8. Discuss the objections raised by the customer, how the salesperson handled them and
whether or not the buyer felt each was overcome to his satisfaction. What methods
were used? How does the list of actual objections compare to the list of anticipated
objections?
Call 1:
Some objections raised by Mrs. Young from GOAA were related to the product. Clearly,
she could not make all the decisions by herself, but she needed more information to review
with the rest of the decision group. Josh agreed to send her some additional information and
left with her a copy of the agreement along with a pricing sheet. Josh used the compensation
method to address her concerns, and explained to her that she’s spending more money and
that it would affect them in the future. Josh did very well pointing out the perks of
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transferring their entire shipment subdivision into UPS. The actual objections and the
anticipated objections were roughly similar due to previous engagements.
Call 2:
Some objections raised by Carlos were related to price and product. Knowing that Carlos
has a deadline, which is March 26, to make a decision, I noted he was very calm and did not
want to go crazy before committing to transition to UPS. He honestly asked Josh to send him
some shipping samples and that he would like to discuss further details with the other
members that plays part of the decision. Josh agreed to send him an e-mail and left him a
copy of the pricing proposal. During this part I noticed two methods used by Josh, the
compensation and the pass-up method . Josh pointed out the perks from using the “smart
pick-up” service and explained to him that his competition (FedEx) does multiple pick-ups a
day and that they do not separate their packages for them. He clarified the advantages of UPS
by establishing value, telling Carlos that one of the things he always looks for is quality and
service. Anticipated and actual objections were closely similar.
9. Did you hear any trial closes? What where they? Were they effective?
Call 1:
I think since the relationship between Alice and Josh is well-established, Alice told him
that if she was the only one making all the decisions, she would said yes, but unfortunately
she has to rely on other members. I did hear some trial closes from Josh and those were: “can
we do a collective meeting for next Wednesday? Can you ensure every decision member
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would be attending this meeting?” I believe this was an effective and smart move because he
got Alice to agree.
Call 2:
Definitely in this meeting! Josh was very direct and upfront. He knew that Carlos is going
to do something about it to meet UTC needs sooner rather than later, and he believes UPS
services would fulfill them. So Josh asked Carlos what frame time do they want to work on,
then listed and defined decision dates for all of the small decisions they need to make, like
when they want a proposal, when they want the shipping samples. That is how they came out
with the March 26 deadline. His technique was definitely very effective!
10. What did your mentor do to close? What method(s) did he use? How did the buyer
respond? If the buyer hesitated, how did your mentor handle it? Were the goals of the
sales call met? Keep in mind that closing isn’t always asking for money or “the
business” at the end of the sales call. It could be asking for any number of
commitments from the buyer (next meeting, agreement to try out the product, etc.).
Call 1:
Josh closed the meeting by gaining an upfront commitment to meet with Alice and the
rest of the decision members by next Wednesday. The method used in this closing was the
direct request . The next meeting would consist of an informational and collective session that
would help clarify any concerns that may be faced regarding UPS’s inability to control all
shippers. I believe the goal of this meeting was met because Josh got the next meeting with
all of the decision members.
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Call 2:
During the whole time in this meeting Josh was using closing trials to gain a commitment
to a next meeting. The methods used by Josh were the benefit summary, and the balance
sheet. As mentioned in the previous questions, Josh demonstrated interest in helping UTC by
setting deadlines so that they don’t feel like he just wants to win their business but instead to
keep their relationship. He also illustrated the implementation cost and worked together with
Carlos to come up with a plan that best suits them. Although, I am not entirely sure if I
completely understood the thematic closing part, both seemed to agree a next meeting is
essential.
11. Explain the follow up that is required as a result of the sales call.
Call 1:
As a result of this meeting, Josh should follow-up with Alice Young at the end of the
week to ensure the meeting with the decision group of Greater Orlando Aviation Authority is
still on. Another requirement that Josh should consider is to send her the information that she
requested to review, including samples of the UPS custom-made envelopes and issues
strategies; additionally, prepare a little more and, bring more supportive documents to
convince the executive board that UPS can handle and control all of their shipment sectors.
Call 2:
As a result of this meeting, Josh should follow-up with Carlos Manresa to coordinate a
date and time to meet again. Right after the meeting, Josh should had sent an e-mail to Carlos
touching base on everything that was discussed along with the shipping samples that Carlos
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requested. He should also make sure everyone who plans to be part of the important process
attends the next meeting. Additionally, he should prepare a non-disclosure agreement and get
the signature if UPS can work with UTC’s budget.
12. What was the buyer’s social style? What clues led you to this conclusion? What did the
sales rep do to adapt?
Call 1:
Based on my own observations, Alice Young, Records Management Specialist at Greater
Orlando Aviation Authority, is an analytical person. She appears to be concerned with the
past as an indication of future events. Alice is approachable, friendly, and enthusiastic.
Because she is strongly motivated to make the right decisions, she’s cautious in a deliberate
and disciplined manner. Additionally, she wants to test services before committing to
transition to UPS. Josh used solid, tangible evidence like the sell-sheet to adapt to the buyer’s
social style.
Call 2:
Based on my observations, Carlos Manresa, Vice President Freight Air at UCT Overseas,
is an expressive person. He is approachable, intuitive, and competitive. He seem interested in
personal relationships. Although he wants to take risks and make a fast, quick decision, he
knows that he needs to set deadlines and seek factual statements. Josh adapted to the buyer’s
social style by demonstrating how UPS services will help UTC achieve their business status.
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13. What nonverbal communication did you notice during the sales call on the part of the
buyer and seller? What do you think was being communicated by these nonverbal?
Call 1:
In this case, both the buyer and the seller enable some source of active listening by
demonstrating an interest in what was being communicated. They continually repeated
important highlights, clarified them, and concentrated on the solution. Another nonverbal
signal I noticed from Josh was that he tolerated silence in order to give Mrs. Young time to
think whether the decision is right. On the other hand, Mrs. Young emphasized interest by
sitting at a straight angle, putting her arms on the table, and facing Joshua’s tenacious
approach, likewise, using interest signals, like an eager tone of voice.
Call 2:
From the seller side, Joshua’s professional appearance determines that he was positive,
which gets the customer to trust him. Another nonverbal communication I observed was
concentrating on the ideas being communicated , which means working together to
accomplish the same objective. They both used hand movements, especially the open hands
communication, indicating openness and receptivity. From the buyer side, I detected some
self-touching gestures giving positive signals, indicating interest in what Josh was saying.
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14. Who were the influencers of this decision, inside or outside of the sales call? Did the
buyer make mention of any other individuals (inside his company, from a competitor of
yours, etc.) and if so, in what context (need to check with them, heard they had a better
deal, etc.)?
Call 1:
At our first meeting with GOAA, Alice Young was somewhat the decision-maker. Her
responsibility is to provide access to accurate records for a range of operational and strategic
purposes and ensure that legal obligations are met. On the contrary, when there is a complex
situation like the implementation of a new shipping and logistics provider, then she needs to
consult with the rest of the decision members and see if this is something they want to
pursue. Josh knew Alice could not make a decision right away, and that is why he got Alice
to agree that a collective meeting is required.
Call 2:
At the meeting with UTC Overseas, the decision maker was Carlos Manresa, VP Air
Freight. His role is to manage and administer the corporate supply chain, set up and grow
new businesses, providing both domestic and international shipping solutions. The anxieties
or concerns that Carlos needs to analyze with his team are price, the operational/functional
expertise, and the provided system support.
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15. What feedback did your mentor give you after the call was over? Was this indicative of
a typical call? If not, how was it different?
Call 1:
As we were heading to the next meeting, Josh pointed out some UPS sales positions,
indicating that each one is specialized in different shipping services and areas. For example,
Josh is in charge of managing air freight deliveries in the Central Florida District. He
suggested to sit with Steve and discuss further opportunities. The piece of advice I took from
this call was to never give up, regardless of how complex the situation is, because we never
know when they might need our services, even if it’s just stopping by their office and say hi.
Call 2:
The feedback that Josh offered me after this meeting was that wherever I go to do
business, recognize that my prospect is already doing business with someone else- “be direct,
don’t use tricks, and help them buy the way they want to.” And the only way to get my
competition fired is to find the possibilities on price and product being unlikely upon service.
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