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when a salesperson prefers to spend practically all his or her time analyzing the situation and gathering information instead of making sales calls |
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buyer's subordinates who plan and schedule interviews for their superiors; also called screens |
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timely, useful information that a seller provides to buyer. This information might have nothing to do with the seller or seller's product. The goal is to help make friends with the buyer and cement the relationship |
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the person in the organization who is most likely to perceive problems and dissatisfactions; leads to the focus of power |
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the person in the organization who can approve, prevent, and influence action |
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the person in the organization who will listen receptively and provide a seller with valuable information; leads to the focus of dissatisfaction |
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individuals in the buyer's organization who carry great influence and are opposed to the salesperson's product or service |
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minimum that a salesperson hopes to accomplish in an upcoming sales call |
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optimistic call objective |
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the most optimistic outcome the salesperson thinks could occur in a given sales call |
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actual goal the salesperson hopes to achieve in an upcoming sales call |
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online databases that include many sources of information in one place that the salesperson might need |
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secondary call objectives |
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goals a salesperson hopes to achieve during a sales call that have somewhat less priority than the primary call objective |
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sending the customer important and useful items or information prior to the meeting |
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a team that consists of all people in the selling organization who participate in a selling opportunity |
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a written statement that clearly states how purchasing your product or service can help add shareholder value |
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meetings in which people are not physically present in one location but are connected via voice and video; seems to be growing in usage |
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webcasting or virtual sales call |
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videoconferencing in which the meeting is broadcast over the internet |
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