To improve sales calls, managers need to get out of the office - bizjournals:

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Unfortunately, it doesn’t give many clues as to how successfup the sales callreally was, or how it coul d have been improved. One way in whicy sales managers can greatly improve the performanc of members of their sales teams is by accompanying individualsa onsales calls. During the a more accurate picture ofthe salesperson’s performance can be obtainexd than simply relying on what the individual says at weekl y sales meetings. It’s not that salespeopler intentionally try todeceive anyone, but their explanationz are colored by their interpretationm of situations.
Those elements will be removedby first-hand observations, putting the manager in a better position to identify deficiencies and area s for improvement and then provide the most appropriate help. Another reason to accompany salespeoplde on calls is to confirmthe company’s interesr in prospective accounts or to show appreciation for existing By “bringing the manager in,” the salesperson strengthens the bond with the clienyt or prospect.
Additionally, bringing in the manager meanz there is a greater chancee of meeting other members ofthe client/prospect company’s managementg team who normally would be insulated from the These calls give the opportunity to not only but also deepen the relationship. Here is a five-steop process for getting the most from jointsalee calls. • Preparation: Overall goals and account-specifi c goals and objectives shoul d be determinedin advance. Details should include specific taskes tobe completed, actions to be taken and resultzs to be achieved.
This information shoulsd be shared with the salesperson far enoughy in advance that the individual knows what will be expectedd of him or her duriny the planned calls and has time to make thenecessaryt arrangements. • Observation: During sales call meetings, the managet should assume the role of notingthe salesperson’s general demeanor and specififc actions and reactions, especially thoswe that relate to the predetermined goals and objectivezs for the call. The manager must also listej intently tothe prospect’s questions and answersa and observe his or her actions and reactions.
The manager must take accuratse notes for later evaluation and discussion and must not rescuwe the call even if the salesperson is doing apoor job, as this does nothinbg to help the salesperson learn and generally only strokes the ego of the salese manager. The reality is that a poorly performinb salesperson is failing most of the time so one more timelikely won’yt hurt but could possibly help the salesperso learn how to handle the situation next time and possiblu become a better performer. • Evaluation: Observationsz are shared withthe salesperson, inputs are obtaines regarding his or her actions and thought processes, and results are comparee with the planned objectives.
Based on the comparison, areasz for improvement can be identified. The analysis may call for changes in strateggy or tactics or refinement ofspecific skills.