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 successfulk the sales callreally was, or how it could have been improved. One way in which salexs managers can greatly improv e the performance of members of their sales teamss is by accompanying individualx onsales calls. During the a more accurate picture ofthe salesperson’s performancre can be obtained than simply relying on what the individualk says at weekly sales meetings. It’s not that salespeopld intentionally try todeceive anyone, but their explanationse are colored by their interpretationn of situations.
Those elements will be removesby first-hand observations, putting the managee in a better position to identify deficiencies and areas for improvement and then providde the most appropriate help. Another reason to accompany salespeople on calls is to confirmthe company’s interestr in prospective accounts or to show appreciation for existintg accounts. By “bringing the managerf in,” the salesperson strengthens the bond with the clientyor prospect.
Additionally, bringing in the managed means there is a greater chancr of meeting other members ofthe client/prospect company’s managemeny team who normally would be insulated from the These calls give the opportunityh to not only strengthen, but also deepe n the relationship. Here is a five-step process for getting the most from joinfsales calls. • Overall goals and account-specific goals and objectivesa should be determinedin advance. Detailx should include specific tasks tobe completed, actionz to be taken and resultsa to be achieved.
This information should be shares with the salesperson far enough in advanc e that the individual knows what will be expected of him or her duringy the planned calls and has time to make thenecessarhy arrangements. • Observation: During salezs call meetings, the manager should assume the roleof observer, notingg the salesperson’s general demeanor and specific actionse and reactions, especially those that relate to the predeterminef goals and objectives for the The manager must also listen intently to the prospect’as questions and answers and observe his or her actions and The manager must take accurate notes for later evaluationn and discussion and must not rescue the call even if the salespersomn is doing a poor job, as this does nothinh to help the salesperson lear and generally only strokes the ego of the sales The reality is that a poorly performinf salesperson is failing most of the time so one more time likely won’r hurt but could possibly help the salesperson learn how to handlew the situation next time and possibl become a better performer.
Evaluation: Observations are shared with the inputs are obtained regarding his or her actionz andthought processes, and results are comparedf with the planned Based on the comparison, areas for improvement can be The analysis may call for changes in strateghy or tactics or refinement of specific