A strategic prospecting plan should fit the individual needs of the salesperson. As illustrated in Figure 5.2, the focal point of a prospecting plan should be the goal stating the number of qualified prospects to be generated. Formalized goals serve as guides to what is to be accomplished and help to keep a salesperson on track. The plan should also allocate an adequate and specific daily or weekly time period for prospecting. Having specific time periods set aside exclusively for prospecting helps to prevent other other activities from creeping in and displacing prospecting activities. A good tracking system should also be a part of the prospecting plan. A tracking system can be as low-tech as a set of 3- by 5-inch note cards or employ one of the many computerized and online contact management or customer relationship management software applications. An example of a simple, but effective, paper and pencil tracking form can be found in Exhibit 5.1. The tracking system should record comprehensive information about the prospect, trace the prospecting methods used, and chronologically archive outcomes from any contacts with the prospect. A fourth element of the prospecting plan is a system for analyzing and evaluating the results of prospecting activities. Continuous evalution should be employed to assure the salesperson is meeting prospecting goals and using the most effective prospecting methods. The fifth and final element of a prospecting plan should be a program to review and stay up to date on product knowledge and competitor information to emphasize and underscore that the salesperson’s products and services offer the best solutions to customer need and problems. Self-confidence is critical to succrss in selling and a base of comprehensive knowledge and understanding is the key to believing in one’s self.