e went back to the office to debrief and get him ready for the appointments. I would not be able to go on those appointments with him.

When we started the review of the calls he had one of the appointments written down, he remembered two of the others, but the first two were a total blank in his mind. You see he thought he could remember anything of significance that happened when Prospecting. He couldn't. Fortunately, I had kept a few notes and we were able to reconstruct the meetings we had had and then th

Studies have shown that in commercial and industrial sales, the initial sale doesn't come until after the fourth or fifth call. Therefore, we must assume that you have to make at least four or five calls on a new prospect in order to get a sale. Now that may seem simple logic and not require saying, but the conduct of many sales professionals belies that logic.

When I am in the field making cold calls (I call them BLITZ CALLs®) with a sales professional, I always tell them to keep good notes on the calls so we know how and when to follow up. They often look at me like I must be nuts, because they know what to do.

"If we get an appointment or a request for information, I will simply do what needs to be done."

That sounds reasonable, but it does not show up in reality.

When I start training a sales team to make Prospecting a regular part of their weekly activities, I find several things.

• The first thing I find is that they suddenly have plenty of time to do the Prospecting that is needed. One of the standard excuses for not Prospecting is, “I simply don't have the time." Our Prospecting system was developed for that specific situation, so that problem is eliminated.

• The second thing I find is that the sales person is not used to Prospecting on a regular repeatable basis and therefore is not very well prepared to handle the requirements of their new found proactive endeavors. The result too often is delayed follow up or no follow up at all.

I was Prospecting with a salesman in Toronto a couple of years ago with the specific assignment to get him some new customers. He had just been made a salesman, and had not been able to get any new customers in almost 60 days on the job.

I said to him that I would make all of the Prospecting calls; he was to watch me and be sure to keep good records. My mistake was to assume that his understanding of good records and mine were the same.

We spent about 4 hours in the field and made 13 cold calls, which resulted in 5 appointments and several call backs. Then we went back to the office to debrief and get him ready for the appointments. I would not be able to go on those appointments with him.

When we started the review of the calls he had one of the appointments written down, he remembered two of the others, but the first two were a total blank in his mind. You see he thought he could remember anything of significance that happened when Prospecting. He couldn't. Fortunately, I had kept a few notes and we were able to reconstruct the meetings we had had and then the

know how and when to follow up. They often look at me like I must be nuts, because they know what to do.

"If we get an appointment or a request for information, I will simply do what needs to be done."

That sounds reasonable, but it does not show up in reality.

When I start training a sales team to make Prospecting a regular part of their weekly activities, I find several things.

• The first thing I find is that they suddenly have plenty of time to do the Prospecting that is needed. One of the standard excuses for not Prospecting is, “I simply don't have the time." Our Prospecting system was developed for that specific situation, so that problem is eliminated.

• The second thing I find is that the sales person is not used to Prospecting on a regular repeatable basis and therefore is not very well prepared to handle the requirements of their new found proactive endeavors. The result too often is delayed follow up or no follow up at all.

I was Prospecting with a salesman in Toronto a couple of years ago with the specific assignment to get him some new customers. He had just been made a salesman, and had not been able to get any new customers in almost 60 days on the job.

I said to him that I would make all of the Prospecting calls; he was to watch me and be sure to keep good records. My mistake was to assume that his understanding of good records and mine were the same.

We spent about 4 hours in the field and made 13 cold calls, which resulted in 5 appointments and several call backs. Then we went back to the office to debrief and get him ready for the appointments. I would not be able to go on those appointments with him.

When we started the review of the calls he had one of the appointments written down, he remembered two of the others, but the first two were a total blank in his mind. You see he thought he could remember anything of significance that happened when Prospecting. He couldn't. Fortunately, I had kept a few notes and we were able to reconstruct the meetings we had had and then th

e standard excuses for not Prospecting is, “I simply don't have the time." Our Prospecting system was developed for that specific situation, so that problem is eliminated.

• The second thing I find is that the sales person is not used to Prospecting on a regular repeatable basis and therefore is not very well prepared to handle the requirements of their new found proactive endeavors. The result too often is delayed follow up or no follow up at all.

I was Prospecting with a salesman in Toronto a couple of years ago with the specific assignment to get him some new customers. He had just been made a salesman, and had not been able to get any new customers in almost 60 days on the job.

I said to him that I would make all of the Prospecting calls; he was to watch me and be sure to keep good records. My mistake was to assume that his understanding of good records and mine were the same.

We spent about 4 hours in the field and made 13 cold calls, which resulted in 5 appointments and several call backs. Then we went back to the office to debrief and get him ready for the appointments. I would not be able to go on those appointments with him.

When we started the review of the calls he had one of the appointments written down, he remembered two of the others, but the first two were a total blank in his mind. You see he thought he could remember anything of significance that happened when Prospecting. He couldn't. Fortunately, I had kept a few notes and we were able to reconstruct the meetings we had had and then th

years ago with the specific assignment to get him some new customers. He had just been made a salesman, and had not been able to get any new customers in almost 60 days on the job.

I said to him that I would make all of the Prospecting calls; he was to watch me and be sure to keep good records. My mistake was to assume that his understanding of good records and mine were the same.

We spent about 4 hours in the field and made 13 cold calls, which resulted in 5 appointments and several call backs. Then we went back to the office to debrief and get him ready for the appointments. I would not be able to go on those appointments with him.

When we started the review of the calls he had one of the appointments written down, he remembered two of the others, but the first two were a total blank in his mind. You see he thought he could remember anything of significance that happened when Prospecting. He couldn't. Fortunately, I had kept a few notes and we were able to reconstruct the meetings we had had and then th

e went back to the office to debrief and get him ready for the appointments. I would not be able to go on those appointments with him.

When we started the review of the calls he had one of the appointments written down, he remembered two of the others, but the first two were a total blank in his mind. You see he thought he could remember anything of significance that happened when Prospecting. He couldn't. Fortunately, I had kept a few notes and we were able to reconstruct the meetings we had had and then the appointments. Imagine how it would have been if he had not shown up for those appointments!

Since that experience I have been amazed to see how many sales people rely on their memories for so many important facts. And almost universally they forget too many details.

Follow up is one of the most important factors to successful Prospecting. Simply making those four or five Prospecting calls a week can get you many more customers. That is why you prospect. If you don't keep good records, however, and don't follow up, your Prospecting will result in a lot of wasted time for you and a bad reputation for your company.

There are a host of resources for record keeping and follow up available to the sales professional today ranging from index card boxes to day planners, personal organizers, to computer tracking and contact management programs. There is no reason for shoddy record keeping and follow up.

When you record what was discussed, focus on the Prospect’s wants and needs, the products you have to meet those needs and what ever else you may feel is important. Also, immediately record a date to follow up that is timely for both you and the Prospect. Then simply follow up as is appropriate.

In a very short time you'll know why we put so much emphasis on the plan, "keep good records and follow up."

Sell Well and Often,

Bill Truax Bill@BlitzCall.com

© Copyright 2006 WJ Truax