To improve sales calls, managers need to get out of the office - Minneapolis / St. Paul Business Journal:

viningocouqyl1601.blogspot.com
Unfortunately, it doesn’t give many clues as to how successfukl the sales callreallyg was, or how it could have been improved. One way in whic h sales managers can greatly improve the performance of memberes of their sales teams is by accompanying individualas onsales calls. During the a more accurate picturse ofthe salesperson’s performance can be obtained than simpl y relying on what the individual says at weekly sales It’s not that salespeople intentionally try to deceive but their explanations are colorerd by their interpretation of situations.
Those elements will be removexby first-hand observations, putting the manager in a bettet position to identify deficiencies and areas for improvemenft and then provide the most appropriatew help. Another reason to accompany salespeople on callws is to confirmthe company’s interest in prospectivre accounts or to show appreciation for existing By “bringing the manager the salesperson strengthens the bond with the client or Additionally, bringing in the manager meanx there is a greater chance of meeting other members of the client/prospecty company’s management team who normally woulde be insulated from the salesperson.
These calls give the opportunityh to notonly strengthen, but also deepenh the relationship. Here is a five-step process for getting the most from jointsaled calls. • Preparation: Overall goals and account-specific goals and objectivew should be determined in Details should include specific tasks tobe completed, actions to be takem and results to be This information should be shared with the salesperso n far enough in advances that the individual knows what will be expecte d of him or her during the plannedf calls and has time to make the necessary arrangements.
• Observation: During sales call meetings, the manage r should assume the roleof observer, noting the salesperson’es general demeanor and specific actions and reactions, especially those that relate to the predeterminedd goals and objectives for the call. The manager must also listen intentlyt tothe prospect’s questions and answers and observ his or her actionsd and reactions. The manager must take accurat e notes for later evaluation and discussion and must not rescuwe the call even if the salespersomn is doing apoor job, as this does nothing to help the salesperso learn and generally only strokes the ego of the salezs manager.
The reality is that a poorly performint salesperson is failing most of thetime anyway, so one more time likelyt won’t hurt but could possibly help the salesperso n learn how to handle the situation next time and possiblyh become a better performer. Evaluation: Observations are shared with the salesperson, inputss are obtained regarding his or her actionw andthought processes, and results are compare d with the planned objectives. Based on the comparison, areas for improvement can be identified. The analysis may call for change in strategy or tacticzs or refinement ofspecific skills.