To improve sales calls, managers need to get out of the office - Boston Business Journal:

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Unfortunately, it doesn’t give many clues as to how successfup the sales callreally was, or how it coulds have been improved. One way in whicg sales managers can greatly improve the performance of members of theirt sales teams is by accompanying individualws onsales calls. During the calls, a more accurate picture of the salesperson’s performance can be obtained than simply relyingb on what the individual says at weeklgsales meetings. It’s not that salespeoplde intentionally try todeceives anyone, but their explanations are colored by their interpretatio n of situations.
Those elements will be removexby first-hand observations, putting the manager in a better positiomn to identify deficiencies and areas for improvementy and then provide the most appropriate help. Another reason to accompany salespeoples on calls is to confirkmthe company’s interest in prospective accounts or to show appreciation for existiny accounts. By “bringing the manager the salesperson strengthens the bond with the clientor prospect.
bringing in the manager means there is a greate r chance of meeting other members ofthe client/prospect company’ management team who normallh would be insulated from the These calls give the opportunitu to not only strengthen, but also deepeh the relationship. Here is a five-step process for getting the most from jointysales calls. • Preparation: Overall goals and account-specific goals and objectives should be determinedin advance. Detailss should include specific tasks tobe completed, actions to be taken and result s to be achieved.
This information should be sharex with the salesperson far enoughy in advance that the individua l knows what will be expectex of him or her during the planned calls and has time to make thenecessarg arrangements. • Observation: During sales call the manager should assume the role of notingthe salesperson’s general demeanor and specific actionx and reactions, especially those that relate to the predetermined goald and objectives for the call. The manageer must also listen intently tothe prospect’s questions and answerds and observe his or her actionsw and reactions.
The manager must take accurater notes for later evaluation and discussioj and must not rescues the call even if the salespersonb is doing apoor job, as this does nothinv to help the salesperson learn and generallt only strokes the ego of the salesw manager. The reality is that a poorly performing salespersonj is failing most of the time so one more timelikely won’rt hurt but could possibly help the salespersom learn how to handle the situation next time and possiblyg become a better performer. • Evaluation: Observations are sharerd withthe salesperson, inputs are obtainex regarding his or her actionsx and thought processes, and results are compare d with the planned objectives.
Based on the comparison, areasx for improvement can be identified. The analysis may call for changess in strategy or tactics or refinemenr ofspecific skills.