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11-18. Reviewing the Network Now entries, which three accounts do not now have a network,
but appear to be ready for moving the sales process to the next stage and what will be your
11-19. Which accounts appear to be planning to buy without a needs discovery or product
configuration/proposal? What risks does this pose?
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Chapter 12—Creating Value with the Consultative Presentation
Regional Accounts Management Case Study—Custom-Fitting the Demonstrations
Questions
12-17. Using the table you prepared for chapter 11, add another column to record the metrics
regarding the likelihood of closing each account. Lee Bizon recorded this information in the
Contact Screen.
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12-14. Which account with many sites will need a demonstration of NewNet’s ability to put
together a complex solution? With many sites will this be an account you need to spend a lot of
time on soon? Explain.
Which medium-sized account seeking a low price needs a testimonial of NewNet’s value-added
ability to help customers maximize the power of their network? What is the likelihood of
Which medium-sized account with a fairly short close date needs a demonstration of
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Chapter 13—Negotiating Buyer Concerns
Regional Accounts Management Case Study—Negotiating Resistance
Questions
13-20. Using the report you prepared for Chapter 12, add another column titled Forecasted Sales
as shown below. In this column, multiply the Dollar Sales Amount times the Likelihood
percentage of closing the sale and record the metrics for a forecasted sale for each account.
13-21. Reviewing the account and notes screens which fairly small account might voice a time
objection and say, “We want to put off our decision for now,” and how would you propose
dealing with this objection?
13-22. Reviewing the notes screens which very large account has voiced a price objection citing
budget issues and how should you respond? What is the closing date, likelihood, and
forecasted sales for this account? Reviewing the “Creating Value During Formal
Negotiations” unit in this chapter, which of the “do’s and don’ts will likely be most effective
in negotiating the price problem?
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Copyright © 2018 Pearson Education, Inc.
in over two budget periods. You can propose that by getting started right now Brad’s
company can begin enjoying network productivity gains without work interruptions
and large budgetary outlays. The closing date is soon, 1/31; the likelihood is 70%,
and the forecasted sale is large at $175,000. The best “do” strategies from the
“Creating Value During Formal Negotiations” unit would be to point out the
relationship between price and quality and explain and demonstrate the difference
between price and cost. Pointing out the relationship between price and quality will
be especially important regarding the 20% return on investment condition. Being a
new account manager, you probably would not be successful trying to add yourself to
the cluster of satisfactions strategy. You might be successful using Joe because he is
one of your best technical sales support team members. You could also bring up the
outstanding work of Charlene and Camilla and add them to the team with Joe.
13-23. Reviewing the notes screens, which medium-sized account with 100 workstations may be
citing the price objection because they don’t need all your value-added features or it may be a
cover for credit problems. What is the closing date, likelihood, and forecasted sales of this
account? Reviewing this chapter’s section on “Specific Methods of Negotiating Buyer
13-24. Reviewing the notes screens, which medium sized account might you anticipate might
voice the source concern “we want to shop around for a good solid supplier.” Reviewing the
section in this chapter on “Common types of Buyer Concerns” which of the four ways to deal
with the loyalty or source objection might be most effective? What other strategies could you
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combine with this method? What are the closing date likelihood and forecasted sales of this
13-25. Describe how the closing date, likelihood, and forecasted sales might affect you
Chapter 14—Closing the Sale and Confirming the Partnership
Regional Accounts Management Case Study—Forecasting the Close
Questions
14-18. Using the following report format, prepare a metrics report showing what your potential
commission income would be for each of Lee Bizon’s accounts with a 10% commission if
you closed them as Lee forecasted. Be sure to figure in the likelihood percentage that was in
the forecasted projections. Show what your commissions would be for each of the months
shown in Lee’s forecast and the total commission you can expect.
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Copyright © 2018 Pearson Education, Inc.
6/30
Lakeside Clinic
0.20
25,000
5,000
500
June Commissions
4,250
8/31
Modern Designs
0.50
200,000
100,000
10,000
August Commissions
10,000
11/30
Bryan Enterprises
0.99
75,000
74,250
7,425
November Commissions
7,425
Designers Associates
0.00
0
0
0
Total Sales, Forecast
Commissions to 11/30
1,855,000
1,232,000
123,200
14-19. What kind of special concession might be necessary to close the sale with Quality
Builders? What is the closing date, likelihood of closing and forecasted sales for this
14-20. What kind of close seems appropriate to get an order from Computerized Labs? What is
the closing date, likelihood and forecasted sales for this account?
14-21. Should you anticipate a closing problem with Lakeside Clinic’s manger, Dr. Jeff Gray’s
lack of knowledge about networks? What kind of close should you prepare to overcome this
problem, if it occurs?
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Copyright © 2018 Pearson Education, Inc.
Dr. Gray of Lakeside Clinic highly values information. He obviously wants to know, as a
manager, how a network should be used but he doesn’t want to sit through the typical
operator training. This offers your students an opportunity to Preparing to use the negotiating
the single-problem close you could propose that NewNet offers a special network course for
Dr. Gray. Perhaps arrange for a NewNet network instructor to conduct a special course at the
convenience of Dr. Gray. Arranging for a special course might be called an “executive
overview” or something similar. This could give Dr. Gray the perspective and information he
needs and might be offered in exchange for his order.
14-22. Refer to chapter 14’s section titled “Adapting to the Customer’s Communication Style.”
With this information describe your closing strategy using communication style flexing with
each of your contacts for: A. Quality Builders, B. Computerized Labs and C. Lakeside
Clinic.
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Chapter 15—Servicing the Sale
Regional Accounts Management Case Study—Servicing the Sale with CRM
Your students have taken over a number of accounts of another salesperson, Lee Bizon. Most of
these accounts are prospects, which mean that they have not yet purchased from NewNet. Two
accounts did purchase networks from Lee: Ms. Karen Murray of Murray D’Zines, and Ms. Judith
Albright, owner of Piccadilly Studio. You now want to be sure that these sales will be well
serviced.
Questions
15-17. Whom should you speak, within NewNet, before following through and contacting Karen
Murray and Judith Albright? What would you need to discover?
15-18. What will be your follow-up strategy for each customer?
15-19. Does the fact that these customers initiated their orders (they were not sold the products,
they bought them) influence your follow-up strategy?