read this article Falcon AirSeller and answer these question on this file Sales Call Planning Guide (4)

 

 

 

 

 

 

Must be typed!- 2 copies

Sales Call Planning Guide €“ New Sales Rep

Student / Sellers Name: Student #

Seller’s Company:

Seller’s Industry:

Seller’s Products:

Buyers Company:

Buyers Primary business:

Prospective Buyer’s name: :

Define the Meeting Outcome. What is a reasonable outcome from your first meeting?

 

If the meeting goes well what is your logical next step? (I.e. Sale, product trial, another meeting )

 

Topics for rapport?

Know your product

List at least five features and benefits of your product you believe would be relevant to the buyer

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Plan your questions?

Good questions will uncover further information about your prospective buyers current situation.

List ten questions you could ask to identify buyer needs. Indicate what type of question they are problem/ survey, pain/ probing or pleasure/ need satisfaction. (include at least 2 of each) . Think of the order they should be asked

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Presentation of Solutions

What types of proof could you bring to the meeting to add credibility?

 

 

What materials could you could bring to the meeting?

 

 

 

How will you involve the buyer during the demonstration of product:

 

 

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Buyers will usually have concerns about a sale and a salesperson can anticipate that certain concerns may arise during the sales call (pg 326). What are some possible questions or concerns by prospective buyer and how could you respond to them. (how would you handle them, techniques from text book pg 328)

 

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Give an example of at least 5 trial closes and indicate some verbal or non-verbal clue which prompted you to try a trial close

Trial Closes

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Clues (verbal and non-verbal) you could look for to attempt a trial close:

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Give an example of 4 types of closes that your go do (pg 352) €“ indicate what type of close it is.

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SALES ROLE PROFILE: THE FALCON KING AIR

 

 

Many companies have grown dissatisfied with the cost and especially the inconvenience of commercial air travel. Commercial trips often involve time lost waiting for flights (even greater with delays), switching planes to make connections, and commuting from airports far from city centres. Costs rise even further if employees are forced to stay overnight because air service is limited. All this is compounded by ensuing ruined schedules, delayed meetings, and even deals blown in today’s fast-paced business world. Moreover, all this presumes that the final destination has an airport. Airline trunks serve only 250 airports nationwide. Through downsizing and efficiency programs, major carriers have clipped 65 airports off their schedules, and regional airlines even more.

 

When one looks more closely, the difference in trip time becomes more apparent for three reasons: (1) air carrier schedules may not be compatible with business appointments, (2) intermediate en route stopovers may be at distant hub-cities conveniently located for the airlines, not the executive, and (3) large, regional air terminals may be hours away from the executive’s business destination. The impact of these three factors on overall trip time is compounded on multiple leg trips. If one calculates the average value of a top executive’s time, assuming 1500 productive hours of work per year, savings can be significant.

 

To handle the needs of companies understandably desiring their own planes, the Falcon Co. has developed the King Air, an economical two-engined turbo-prop aircraft. The King Air has 607 cubic feet of cabin space, some 37 percent more than its direct competition €“ enough room for up to six passengers and their baggage. This extra cabin space also allows amenities not often found in smaller business aircraft, such as a pressurized, accessible baggage department, a galley, a private lavatory, a couch, conference/dining tables, and television. The range of the aircraft with a full load is up to 6680 km, sufficient for either long hauls or short hops. The plane cruises at 565 km per hour, competitive with all other turbo-prop business aircraft. At this speed you could schedule a 9 a.m. meeting 565 km away (say, Kamloops to Vancouver) and still get a good night’s sleep, because flight time would be only one hour. The commercial liner between Kamloops and Vancouver is scheduled for an hour and ten minutes, to allow time for taxiing, climbing to altitude, time in flight pattern, and so on. On longer trips, of course, the higher speed of the jet will work to advantage, but studies show that the length of the average business trip is only about 565 km. On such a trip, the most closely priced, comparably sized private jet competitor would get you there 11 minutes sooner, while consuming 255 L more fuel and offering a much smaller cabin. The King Air can help passengers reach customers or plants that more expensive executive aircraft cannot. It lands and takes off in under 900 metres, meaning it can land on 94 percent of the airstrips in the world, including unpaved strips. Often, this capability allows the executive to land closer to the actual site of the business trip than the typical regional airport. The King Air has been designed for maximum safety; it can safely fly and land with just one engine. Every King Air is flight tested for twelve hours. Every airframe, every wing, every system is tested and retested. Moreover, controls for the aircraft are simply designed and easily learned by any qualified pilot within a short period of time, even those without commercial airline experience. The King Air has a warranty of 12 months or 56 500 km, whichever comes first, and many components have their own special longer warranties. Additional Gold Card warranty protection on the entire plane can be purchased for two more years. The Falcon Company maintains a training school for flying and ground personnel. The school is virtually the entire year.

 

SALES ROLE PROFILE: THE FALCON KING AIR CONTD

 

The cost of the plane is $9 million, approximately $100 000 more than direct competitors, but considerably less than jet aircraft, which, while faster and less noisy, typically cost at least a million more. Moreover, the King Air uses about one-third less fuel than the average comparably sized business jet. In three years, the jet uses as much fuel as the King Air does in four, so, in comparison, the King Air flies every fourth year free. While slightly noisier than jets, everything has been designed to make the King Air the quietest turbo-prop on the market.

This is the result of four basic steps:

 

1. The engines have been moved nearly 15 cm forward.

 

2. Four-blade propellers turn more quietly.

 

3. The inner shell of the cabin is shock mounted to dampen sound and vibration.

 

4. The inner shell is wrapped in both thermal and acoustical insulation.

 

Should a company not want to purchase the King Air outright, financing is available from banks with a mortgage of up to 10 years. With proper maintenance, there really is no limit to the life of the plane, and studies show that a market for used turbo-props like the King Air always exist.

 

 

SALES REPRESENTATIVE’S PROSPECT INFORMATION:

THE BAKER PAPER COMPANY

 

You have identified the Baker Paper Company as a prospect for the King Air. From Dun and Bradstreet, you learned that Baker sells half a billion dollars worth of assorted paper products per year and that it has plants and sales offices nationwide. You recently heard from one of your existing customers, that Baker might be interested in purchasing their own aircraft; at present they have none. At a trade association meeting of pulp and paper executives, your customer was talking with the president of Baker, about Domtar’s recently purchased King Air. The president of Baker Paper agreed that recent experiences with commercial airlines could certainly cause one to think about buying a corporate aircraft. You know that any sales must begin with convincing the prospect to take a demonstration ride in the plane.