Sales Dialogue Template for Canon Instruments Inc.

This sales dialogue template provides information about the prospect, customer value proposition, sales call objective, linking buying motives, benefits, support information, and competitor analysis for Canon Instruments Inc.

Exhibit 6.4
Sales Dialogue template
1. Prospect Information
A. Company Name: Canon Instruments Inc. Type of Business: Sales
Key-Person Information
B. Prospect’s Name (Key Decision Maker): Justin Lam. Job Title: Senior Vice-President
and General Manager, Canon, Imaging Tech Sales Group, Marketing Division and Strategy
Marketing Division.
C. Other People Involved in the Purchase Decision:
Names/Job Titles Departments Role in Purchase Decision
Maria Tesla Corporate Relations,
Corporate Legal & Planning
Maintains Legal
infrastructure of the sales
campaign and also the
corporate relations with the
Stakeholders.
Subhas Seelochand Imaging systems Group
sales Service
Manoeuvres the individual
sales teams
Nick Tomotsugu Corporate Logistics
Department
Responsible for the
management of all
international and domestic
shipments and deliveries.
Ted Egawa Executive Head of all sales Operations
Patrick D’Souza Professional Printing Customer Assistance

Solutions
2. Customer value Proposition: A brief Statement of how you will add value to the
prospect’s Business by meeting a need or providing an opportunity. Include a brief
description of the product or service:
A. Product/Service that delivers value:
Canon headquarters have released that the high sales value of the Interchangeable Lens
Camera have generated value for the company during the previous year when there was a
record 17.5% drop down in the percentage of sales was recorded in Canon. The sales of all
models of compact cameras was one of the primary reasons for the dearth in revenue
collection. In the overall camera market sales of Compact camera have receded about 22%. In
this condition, Canon’s G series is exceptional and outstanding. The point of sales did not go
below 88.2% owing to the balance in overall sales that was brought in by the 32% higher
sales of the G series products. The EOS 80D with M3 as well as the M10 interchangeable
sales in Asia and American market contributed to 49% of the total revenue return for the
company. Including the sales value contributed by the sale of these models the total revenue
return of 84% was possible (estimated previously to be 70% maximum). In the upcoming
years also, Canon Sales is estimated to remain largely dependent on the sales of their
interchangeable imaging solutions depending on the static rise in sales of these products by
7% annually. The reduction in the price value of the shipment rates of the SLR products by
17% also helped to increase the industry wide ILC products supply and demand.
B. Value Proposition Statement:
1. Single Point of Contract

Canon have localised presence in more than 200 active markets. In the American region there
are 3 regional headquarters. The single point of Contract enables business entities to flourish
with the help of the Global service team of the company.
2. Global Consistency
Canon have a policy of maintaining an equally well spread service framework for customers
from global enterprises. The team of global services in Canon adapts to the specific local
conditions in markets in order to compliment the high end business strategies and business
goals of the individuals or enterprises they serve. In the volatile Business conditions in
Canada, Canon’s Team of Global services can easily enter in to strategic partnership with the
small and micro business models in order to drive business innovation and thus facilitate
global procurement and ensure smooth administration suited to the local levels of business
execution.
In this Context, the major strengths of the service framework of Canon in the global market
can be summed up as follow:
 Active and in-depth presence in 3 three sub continental regions and hovering actively
in 220 countries parallely.
 A highly experienced as well as dedicated team of Global management that can adapt
to the micro or Nano business models
 Realisation of the value proposed by the successful global documentation strategy.
 Utilisation and availability of cutting e3dge technologies enabled and tailor made to
serve the business needs of the unique3 requirements of the customers all around the
globe.
 Rapid optimisation of the Bottom Line globally in a fast changing business
environment.

3. Sales Call Objective (must require customer action, such as making a purchase,
supplying critical information, etc):
The ultimate motive of sales calling in Canon is making the international sales staff more
efficient and prolific in terms of adapting to the business environment. Call sheets are
prepared in proper queue by the sales representatives and by dates fixed as per the cold
calling discussions with the customers, either by hard copy or through on line. This helps the
managers to actively understand the progress of the reviews, problems as well as the
opportunities which surfaces bovver times in context of the clients and/or the prospects. Two
types of service customers are associated with the process. The first is the “Client Attendees”
and the other is the “Attendees of staffing service”. One major objective of the Calling plan is
extension of the planning worksheets and this extension prompts the sales callers to explore
the further list of customers in the sheet.
The first step in this respect is the Cold calling that is the first step of approaching every
customer. Analysing the prospect of the customer or the customer group, the call planner
prepares a sales prospect for the respective client. The managers make sure in this context
that every sales call is well complimented by the sales purpose and is accompanied with a
well framed portfolio of customer appraisal.
The next step is the advanced anticipated action for sales. This involves unveiling the
customers’ full data (who would be using Canon product for any purpose) as also unveiling
the sales margin that any competitor have gained from any respective client who have been
called for already by the competitive companies prior to Canon. This also helps Canon to
identify the contingent staffing requirements in any business sector that have potential target
customers.

The last step is analysis of the customer’s problem. The customer’s problem is the other face
of the business prospect of Canon. The critical factors that are necessary to implement the
solution to the business problem of the client are addressed by the senior sales representative
of the company. It should be kept in mind that the sales solutions that canon offers should be
unique in comparison to that of their competitors.
The lucidity of the worksheet structure is a very important issue for the organisation. Canon
do not focus on the deliverance of financial incentive from any Sales calling. Rather the
higher management of the sales team concentrates on delivering of solutions that are
mutually beneficial for the development of the business structure of the client as well as
profitable for the market expansion of canon also.
4. Linking the Buying Motives, benefits, Support Information and other Methods of
reinforcements
A. Buying Motives
1. Strategic prospects of the company are very essential for Canon. The main fields of
concern are cost competitiveness and enhancement of service capabilities in comparative
context to the other companies.
2. Quality assurance is the key competitive advantage of the company. That is why the
company is aligned to maintain the product quality unaltered.
3. The third category includes the rational motives like business expansion in the American
subcontinent.
4. Fear and status decide the last factor of concern for Canon.
B. Benefits to buying

1. Canon makes imaging instruments that are best suited to the purpose of all kinds of
customers.
2. The low priced cameras of Canon have various features of professional devices that makes
them an automatic choice of the buyers.
3. The interchangeable lenses make the products more feasible to multifaceted use.
4. The high précised products of other alternatives of Canon like Sony or Nikon are mostly
high priced and non-interchangeable.
C. Support Claims of Each Benefits
1. The variable product line automatically increases the customer base.
2. The multi featured products of Canon attracts the individual customers towards the
products of Canon. Hence canon cameras are an obvious choice of beginners of photography.
This dependence on the brand makes Canon popular among the professionals also.
3. The product’s features are exclusive and they have high pixel sizes numbers.
4. In terms of Market competition in countries like Canada, companies like Sony and others
are losing market gradually since the fourth quarter of 2017.
5. Strengths and Weaknesses of the key competitors
Competitors Strengths Weaknesses
Sony The end quality of the
pictures are better than
Canon.
The products are more
priced.
Nikon Nikon cameras are light
weighted.
Nikon cameras’ picture
resolutions and pixel display

are poor compared to Sony
or Canon.
Pentax Pentax cameras have high
focus and capturing quality
is better than many other
frontline brands.
Beginners and Amateurs
face difficulty in using
Pentax cameras.
Olympus The compact cameras of
Olympus are precise and
have many features.
The brand promotions and
the supply chain of the
company is poor and
Olympus have poor
presence in the international
market.
6. Prospect Questions with Responses
Q1. How easy is it to use Canon DSLR and SLR for the beginners?
About 76% of the buyers opined that Canon cameras have the feasibilities to use the available
features with much ease. Hence it is a suggestible product for the beginners.
Q2. What are the most popular models of Canon and why?
The most popular Canon cameras among the selected customer base are the EOS 6D Mark 2
and the DSLR 6D 24 to 105. The reasons are the best quality of focus and screen adjustment
according to the outside brightness level.
8. Earning Prospect Commitment

The prospects of the sales and marketing team of Canon would conduct a review of the of the
market demands among the imaging solutions in the selected customer base.
9. Building value through follow up action
The analysis of the customer motives should be followed up by the inspection of the
products’ specifications. In the latter part the company would include some customisations
within the products and release a new model line for the selected customer base.

Olympus