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First impressions last forever! Often this initial meeting sets the impression buyers will have about the salesperson and his or her company. For this reason, the introduction cannot be taken lightly. The introduction consists of these steps, the first three of which are presented in part I: assess the environment and prospect personality type; introduce the salesperson to include name, company name, reason and anticipated length of time for the call; establish first‐name terms. State the rules: business philosophy and payment terms. Request permission to ask questions. Reposition the salesperson ‐ remove physical barriers. To understand what constitutes a successful introduction, we also need to know what the goals or objectives of the introduction stage are and how they can be achieved. A successful introduction should enhance a fair and level “playing field” between the buyer and the seller.

Organisations must adapt to change more rapidly than ever, with fewer managers. Practical leadership tools for fast‐paced “on‐the‐fly” interactions are not widely available. The Microskills System provides a model for leading which permits leaders to employ simple skills in various combinations to fit the needs of the dynamic situations which they encounter.

First impressions last forever! Often this initial meeting sets the impression buyers will have about the salesperson and his or her company. For this reason, the introduction cannot be taken lightly. The introduction consists of these steps, the first three of which were presented in part I: assess the environment and prospect personality type; introduce the salesperson to include name, company name, reason and anticipated length of time for the call; establish first‐name terms; state the rules, business philosophy and payment terms; request permission to ask questions; reposition the salesperson ‐ remove physical barriers. To understand what constitutes a successful introduction, we also need to know what the goals or objectives of the introduction stage are and how they can be achieved. A successful introduction should enhance trust and establish a fair and level “playing field” between the buyer and seller.

Compared with their predecessors, today’s sales professionals have many more advanced technological tools available to them than ever. The age of computer automation has drastically impacted their lives. Most importantly, sales automation software has revolutionized the manual aspects of a suspecting and prospecting filing system (often referred to as a tickler file). In addition, the use of networks and access to Inter/intranets have bridged the gap between representatives operating in remote environments and their home office. This case study concentrates on these issues by focusing on Dictaphone Corporation’s sales organization’s use of current technology.

Many industrial salespeople and sales managers think that to close a sale they need to employ manipulative closing techniques during the closing stage of the sales process. That is a mistake. Successful sellers make prospects aware of their needs in the "needs awareness" stage and create a sense of urgency to satisfy those needs. This paper discusses how corporate policies, goal setting (financial and activity) and employing effective information systems can create or diminish the sense of urgency for industrial salespeople.

Establishing an appointment with a potential industrial or commercial client is typically an unnerving experience. In fact, this author believes it is the most important and the most difficult step in the entire sales process. One reason why it is so important is because it is the first sale in a series of negotiations leading to a contract. Speaking candidly, if one cannot sell an appointment, one cannot sell. Often, this is the acid test for hiring an industrial salesperson. Suggests certain rules and attitudes as well as illustrates practical techniques to overcome objections enhancing the probability of getting face to face with a prospect.

E‐mail is the most used of the electronic media. It is a cheap and quick means of communicating with clients and customers. It is also a means of collecting information on customers. This study analyses the response rates of a targeted and non‐targeted group to a financial questionnaire. The targeted group provided more complete and useful data than the non‐targeted group. The conclusions indicate strategies for using e‐mail to gather customer information.

This issue is a selected bibliography covering the subject of leadership.