| Course | MT202 Building Customer Sales and Loyalty |
|---|---|
| Unit | Unit 4 |
| Paper type | Sales call plan |
| Length | About 940 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Business Administration |
| Updated | October 2026 |
Free sample paper for MT202 Unit 4
Twenty Minutes With the Office Manager After the Move: A Unit 4 Sales Call Plan for Office Plant Care
[Student Name]
Purdue University Global
MT202: Building Customer Sales and Loyalty
Unit 4 Sales Call Plan
[Instructor Name]
[Date]
Fernwell Interior Plants, Ostrander and Pike CPAs, their staff and every figure are composite and illustrative; the sources cited are real.
Pre-Call Research
Mara Chen represents Fernwell Interior Plants, which leases and maintains plants for offices, with a technician visit every two weeks. Her target is Ostrander and Pike CPAs, a composite firm of forty-five people that moved to the ninth floor of a downtown Columbus building in March. The research she will use in the call is short. The firm's website shows a reception area with floor-to-ceiling windows on the west side. A LinkedIn post from the office manager, Paula Grant, celebrated the move with a photo of about twenty new potted plants. A building engineer Mara knows from another account mentioned that the ninth floor runs warm in the afternoon because of the west glass. And the firm's busy season runs January through April, when partners meet clients in the conference rooms most days.
Anything that will not shape the conversation stays out of the plan. The firm's revenue, its partners' biographies and its client list are interesting but useless for a twenty-minute call about plants.
Call Objectives
The primary objective is a scheduled walk-through of the floor with Paula and a Fernwell technician within two weeks, at which the technician will assess each plant and the light. A walk-through is the right primary goal because no office manager signs a lease after one meeting, and a site visit is the step that leads to a written proposal.
The fallback objective, if Paula will not commit to a walk-through, is permission to send a one-page care assessment for the reception plants based on photos she takes, plus the name of the partner who approves facility spending. A plan with only one objective leaves the representative with nothing to ask for when the first answer is no.
Opening
Mara will open with two sentences: "Paula, I saw your post about the move to the ninth floor, and those plants in reception looked great in March. I work with several firms on the west side of downtown buildings, and the afternoon sun through that glass is hard on most plants, so I wanted to ask how they are doing now."
The opening refers to something Paula did, names a specific condition of her floor and ends with a question. In the framework of Weitz et al. (1986), selling improves when the representative tailors behavior to the person across the desk, and the opening is the first chance to show that this call was prepared for her, not for any office.
Planned Questions
Mara has six questions, each tied to a need the research suggests. "Who looks after the plants now?" probes whether the care falls on Paula or an assistant. "How many have you replaced since March?" probes cost and frustration. "How do clients react to the reception area?" connects plants to the firm's image during busy season. "What happens to the plants when the office is closed for a long weekend?" probes the watering gap. "Has anyone on the team mentioned the afternoon heat?" probes whether the light problem is known. "If the plants took care of themselves, what would that free up for you?" lets Paula state the value in her own words.
Rackham (1988) found that questions that let the buyer state the payoff of a solution were among the strongest predictors of success in larger sales, which is why the last question is held to the end and phrased around her time.
Anticipated Objection
The most likely objection is that the plants cost almost nothing, since Paula bought them herself at a garden center for about $600, while a lease and care contract for a floor this size would run about $290 a month. Mara's response will acknowledge the difference, then ask how many plants have already been replaced and how many hours a month the watering takes. If Paula has replaced eight plants and spends two hours a month on them, the comparison shifts from $600 against $290 to the cost of her time and of a reception area that looks neglected in front of clients. Mara will not argue that the current arrangement is wrong; she will let the numbers Paula supplies make the case.
The plants were cheap in March; the question is what they cost Paula every week since.
The Advance
Mara will ask for the commitment in these words: "Would Thursday the 18th or Tuesday the 23rd work for me to walk the floor with our technician? It takes about thirty minutes, and you will get a written assessment of every plant whether or not you lease anything." Offering two dates makes saying yes easy, and the promise of a free assessment lowers the risk of agreeing.
Dwyer et al. (1987) proposed that a business relationship grows in phases, starting with awareness and exploration before any commitment. A walk-through fits the exploration stage, where each side tests the other with small steps.
Post-Call Record
The plan leaves space for what happens after the call, to be completed within an hour of leaving: the advance obtained, any new need Paula raised, the name of the approving partner, the objection she actually gave and the date of the next contact. Recording the actual objection matters, because the planned one may not be the one she raises.
References
Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships. Journal of Marketing, 51(2), 11-27. https://doi.org/10.1177/002224298705100202
Rackham, N. (1988). SPIN selling. McGraw-Hill.
Weitz, B. A., Sujan, H., & Sujan, M. (1986). Knowledge, motivation, and adaptive behavior: A framework for improving selling effectiveness. Journal of Marketing, 50(4), 174-191. https://doi.org/10.1177/002224298605000404
MT202 Unit 4 instructions, in plain terms
Unit 4 usually asks for a written plan for a single sales call, prepared before the meeting. Typical elements include pre-call research, call objectives, an opening, planned questions, an anticipated objection and a response, and the advance, meaning the specific commitment you will ask the buyer to make. Many sections expect a primary and a fallback objective, because one goal leaves nothing to ask for if the buyer says no. The research should include only facts the call will use. Questions can be fewer than in a full needs analysis, each tied to a need the research suggests. Some prompts also want a short rationale citing the course text, and some want a blank post-call section for recording results. Two to three pages is common. Use clear labels for each part and APA 7 for any sources.
Inside the MT202 Unit 4 example
The plan opens with research and explains why company revenue and partner biographies were left out. Objectives come in two tiers, a walk-through with a technician as the main goal and a photo-based assessment plus the name of the approving partner as the fallback. The opening is written out in two sentences that refer to the move and the afternoon sun, and Weitz and colleagues support tailoring it to this buyer. Six questions follow, each linked to a need, ending with a need-payoff question drawn from Rackham. The objection section expects the office manager to compare $600 of garden center plants with a $290 monthly contract and shows how her own replacement count and watering hours change the comparison. The advance is scripted with two dates, Dwyer and colleagues place it in the exploration stage, and a post-call record closes the plan.
MT202 Unit 4 rubric: what earns full points
An MT 202 call plan is usually marked on how well each part points toward the advance. Research earns credit when every fact will change something the representative says. Objectives should be specific and realistic for one meeting, and a fallback shows the writer understands that first calls often end short of the main goal. The opening is judged on whether it engages this buyer in particular. Questions should connect to needs, and one that lets the buyer state the value tends to impress graders. The objection response works best when it lets the buyer's own figures make the case. The advance must be an actual request in words, not a hope that the buyer will move forward. Weitz and colleagues, Rackham, and Dwyer and colleagues appear in APA 7 form on the references page.
Common MT202 Unit 4 mistakes, and how to avoid them
Call plans most often fall short by setting an objective such as building rapport, which cannot be requested or confirmed. Another weak point is research padded with background the call will never use. Some plans list objections in general terms instead of preparing for the one this buyer is most likely to raise. Others script the whole call, which suggests the representative cannot listen. The advance is frequently left vague, as in following up next week, with no date or commitment. Watch the opening too: a line about the weather or the vendor's history wastes the first thirty seconds. If you are not in sales, a product you know well and a buyer you can picture will still produce a convincing plan. Our team can help you research the buyer, set two objectives and write an advance that asks for something specific.
Get an MT202 Unit 4 example written to your instructions
Tell us the product or service, who the buyer is, and what should happen by the call's end, then attach the Unit 4 instructions and rubric. The call plan is set out in labeled sections, with research, tiered objectives, a scripted opening and the advance in words. It arrives in 24-48h, and the first custom sample is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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MT202 Unit 4 questions, answered
What is the difference between an objective and an advance?
The objective is what the plan aims to achieve during the call, and the advance is the specific commitment the buyer agrees to that moves the sale forward, such as a meeting date or a trial. Many texts treat the advance as the measurable form of the objective. Your plan should name both, with the advance written as an actual request.
Should the plan include a full script?
Usually not. Most sections want the opening and the advance scripted, with questions listed and the rest outlined, because a full script suggests the call cannot respond to the buyer. If your prompt asks for dialogue, keep the buyer's lines realistic and include at least one answer that changes the direction of the conversation.
How much research is enough for the plan?
Enough to shape the call. Three to six facts that each change what the representative will say or ask are more useful than a page of company history. Public websites, news coverage and professional networking profiles are common sources. Cite them if your section expects it, and leave out anything the call will not use.
Where can I find a free MT202 Unit 4 sample paper?
This page contains a complete MT202 Unit 4 sales call plan for an office plant care service meeting an accounting firm's office manager. It includes research, two objectives, a scripted opening, questions, an objection response, the advance and margin notes.
What commitment does the sample plan ask for?
A thirty-minute walk-through of the floor with a technician on one of two named dates, with a written assessment of every plant promised either way. A small, low-risk step suits a first meeting better than asking for a signed lease.