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

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Unfortunately, it doesn’t give many clues as to how successfupl the sales callreally was, or how it could have been improved. One way in whicu sales managers can greatly improve the performance of members of theidr sales teams is by accompanying individuald onsales calls. During the a more accurate picture ofthe salesperson’s performance can be obtaineed than simply relying on what the individuao says at weekly salexs meetings. It’s not that salespeople intentionally try to deceive but their explanations are colored by their interpretationof situations.
Those elements will be removerby first-hand observations, putting the managert in a better position to identify deficienciesa and areas for improvemenrt and then provide the most appropriate help. Another reasonn to accompany salespeople on calld is to confirmthe company’z interest in prospective accounts or to show appreciationh for existing accounts. By “bringing the managefr in,” the salesperson strengthense the bond with the clien tor prospect.
Additionally, bringing in the manager means there is a greatet chance of meeting other members ofthe client/prospect company’es management team who normally woulde be insulated from the These calls give the opportunity to not only but also deepen the relationship. Here is a five-step process for getting the most from jointsales • Preparation: Overall goalas and account-specific goals and objectives should be determined in advance.
Details shoul include specific tasks tobe completed, actions to be takej and results to be This information should be shared with the salesperson far enougyh in advance that the individuap knows what will be expected of him or her duringb the planned calls and has time to make the necessar y arrangements. • Observation: During saled call meetings, the managerf should assume the role of notingthe salesperson’s general demeanor and specific action s and reactions, especially those that relatre to the predetermined goals and objectivese for the call. The manager must also liste n intently tothe prospect’s questionse and answers and observe his or her actionds and reactions.
The manager must take accuratde notes for later evaluation and discussionn and must not rescu the call even if the salesperson is doint apoor job, as this does nothinfg to help the salesperson learn and generally only strokes the ego of the sales manager. The realityt is that a poorly performing salesperson is failingb most of thetime anyway, so one more time likelyu won’t hurt but could possibly help the salesperson learn how to handle the situation next time and possibl become a better performer. • Evaluation: Observation are shared with the salesperson, inputes are obtained regarding his or her actions andthough processes, and results are compared with the planned objectives.
Based on the comparison, area s for improvement can be The analysis may call for changes in strategy or tacticss or refinement ofspecific skills.