Explanation:
When a prospect is actively evaluating a specific product and asks about features, the fastest and most credible way to build confidence is to let existing happy customers speak on your behalf. Product references (customer testimonials, case studies, or direct reference calls) provide third-party validation of the features in real-world use, reduce perceived risk, and often accelerate the evaluation process more effectively than another demo.

Correct Option:

A. Supply product references.
References prove that the features work as promised in production environments similar to the prospect’s.

Salesforce teaches that well-chosen references shorten sales cycles by 20–30% during the evaluation stage.

Reps should offer 2–3 references matched by industry, size, and use case, plus written success stories or ROI case studies.

This is the recommended first step in Salesforce’s “Validation” or “Proof” stage.

Incorrect Option:

B. Schedule new product demo.
A second demo is useful later if specific feature gaps remain, but it is not the first or most effective step. The prospect already knows the product is in consideration; they now need proof and trust, not another scripted walkthrough.

C. Dispatch service technician.
Service technicians are post-sale implementation/delivery resources. Sending one during evaluation is premature, expensive, and signals poor process. Technical validation is done via solutions engineers or proof-of-concept (POC), not field service personnel.

Reference:
Salesforce Trailhead: “Help Buyers Evaluate Your Solution” (Sales Representative → Validation Stage)

Salesforce Trailhead: “Provide References and Proof” – explicitly lists supplying references as the primary validation tactic

Salesforce Sales Programs: Customer Reference Best Practices (internal playbooks and Trailhead “Close the Deal” module)

Explanation:
When a sales representative faces an objection, the first and most effective step is to avoid immediately offering a rebuttal or solution. Instead, they should first acknowledge the customer's concern to validate their feelings and build rapport. Following this, asking follow-up, clarifying questions is crucial. This helps the rep fully understand the root cause and true nature of the objection, which is often different from the initial statement. Only with this deeper understanding can the sales rep offer a relevant and effective solution.

Correct Option: C

Acknowledge the objection and ask follow-up questions.
Acknowledge: Beginning with a phrase like, "I understand why you'd feel that way," shows empathy and builds trust, making the prospect more receptive to the subsequent discussion.

Follow-up Questions (Clarification): This step ensures the sales representative is addressing the real concern. For example, if a prospect says, "It's too expensive," the rep might ask, "Compared to what?" or "What specific feature do you feel doesn't justify the price?" This converts a broad objection into a manageable, solvable problem.

This disciplined approach prevents the rep from wasting time addressing a superficial or misunderstood objection.

Incorrect Options: A & B

A. Provide an additional demonstration based on the objection.
Providing a demonstration as the first step is premature. If the rep hasn't asked clarifying questions, they may demonstrate the wrong feature, inadvertently reinforce the prospect's concern, or miss the underlying business challenge. Understanding why the objection exists must precede any action or demonstration.

B. Explain policies and procedures that solve the objection.
Immediately explaining company policies or procedures can come across as defensive or impersonal. The prospect is interested in solving their business problem, not hearing about internal rules. This approach fails to validate the customer's feelings and risks creating an adversarial relationship before the true objection is understood.

Reference:
This technique is known as Listen, Acknowledge, Question, Respond (LAQR) or a similar variation in most sales training methodologies. It is a fundamental principle of handling objections taught in the Salesforce Sales Foundations curriculum, emphasizing active listening and empathy.

Explanation:
A successful cold-calling campaign begins with accurate, targeted data. Before scripting messages, identifying pain points, or dialing, the sales rep must first build or obtain a clean list of prospects that fit the Ideal Customer Profile (ICP), including correct names, titles, phone numbers, and company details. Salesforce stresses that poor contact data is the #1 reason cold-calling campaigns fail.

Correct Option:

C. Gather prospect contact information.
This is the foundational first step in any outbound campaign.

Sources include LinkedIn Sales Navigator, ZoomInfo, purchased lists, or existing Salesforce accounts/contacts.

Salesforce recommends verifying direct-dial numbers and decision-maker titles before any calls are made.

Only after having accurate contact data should the rep move to messaging, pain points, or loading into a dialer.

Incorrect Option:

A. Identify prospect pain points.
Pain points are critical for scripting, but you cannot accurately define them without first knowing which specific companies and personas you are targeting. Pain-point research happens after list building.

B. Enter prospect leads into an auto dialer.
You cannot load leads into a dialer until you have gathered and validated the contact records (names, titles, phone numbers). Starting with the dialer skips the essential data-quality step and leads to wasted calls and low connect rates.

Reference:
Salesforce Trailhead: “Plan an Outbound Prospecting Campaign” (Sales Development Representative → Cold Calling)

Salesforce Trailhead: “Find the Right Prospects” – explicitly lists gathering accurate contact data as step 1

Salesforce Best Practices: Outbound Success Playbook – 40–60% of cold-call success depends on list quality before the first dial

Explanation:
For contacts at strategic accounts (high-value accounts with significant revenue potential), a more aggressive and persistent follow-up schedule is generally recommended to maintain momentum and ensure your outreach doesn't get lost in the noise. A recommended gap of two business days between call attempts balances persistence with respect for the prospect's time. This tight cadence demonstrates focus and commitment, which is appropriate for complex, high-stakes accounts where decision-making can move quickly once interest is established.

Correct Option: A

Two business days
Maximizing Persistence: A two-day gap allows the sales representative to remain top-of-mind without becoming overly intrusive. It is part of a high-cadence, multi-channel strategy essential for penetrating large, strategic accounts where multiple touches are required.

Maintaining Momentum: Strategic accounts often involve long sales cycles. A short follow-up period helps sustain momentum and prevents the initial contact's context or urgency from fading before the next attempt.

Appropriate for High-Value: Given the high potential revenue of strategic accounts, the investment in a more frequent contact schedule is justified to maximize the chances of securing engagement with key decision-makers.

Incorrect Options: B & C

B. Four business days
A four-business-day gap is generally considered too long for primary attempts when targeting strategic accounts. This cadence risks the prospect forgetting the previous outreach, making it harder to build continuity and momentum, which is crucial for high-priority targets.

C. Twenty-five business days
A twenty-five-business-day (about five weeks) gap is far too infrequent for active prospecting at any account level. This long pause would ensure the sales representative's previous efforts are completely forgotten, indicating a lack of priority or persistence, and effectively killing the opportunity to initiate a successful sales conversation.

Reference:
This recommendation is based on common best practices in Sales Cadence and Prospecting Strategies for Account-Based Sales (ABS) or Strategic Account Management, which are covered in the Salesforce Sales Foundations curriculum.

Explanation:
This question assesses understanding of the appropriate meeting type based on the sales cycle's progression. The scenario specifies an initial session following preliminary research, indicating the rep is at the beginning of the engagement where the primary goal is to learn, not to transact.

Correct Option:

C. Discovery:
This is correct because the first collaborative session after initial research is a Discovery meeting. Its purpose is to transition from assumptions based on external research to a confirmed understanding of the prospect's unique challenges, goals, and decision criteria through direct conversation, forming the foundation for any future solution.

Incorrect Options:

A. Negotiation:
A negotiation session occurs much later in the sales process, typically in the "Confirm" stage, after a proposal has been presented and agreed upon in principle. It focuses on final terms, pricing, and contracts, not on initial information gathering.

B. Renewal:
A renewal session is relevant for existing customers near the end of their contract term. It is not an initial session with a new prospect. The scenario clearly describes a first engagement with a prospect, making this option irrelevant.

Reference:
This aligns with the standard "Connect, Collaborate, Confirm" process. The initial "Collaborate" phase is centered on Discovery to understand needs. Trailhead modules on sales methodologies emphasize that effective discovery is critical for building a tailored value proposition.