| One of the most effective tools for progressing your | | | | herself in negotiations. Only by doing this can you later |
| sales people is still a joint customer visit. Field coaching | | | | correct them during the de-briefing conversation. If you |
| is great way to follow up from any sales training that | | | | are addressed by the customer then tactfully pass the |
| the sales person would have received. It also helps to | | | | question back to the salesperson to handle. |
| ensure that the learning points are implemented in | | | | Do not solve problems yourself, however tempting this |
| meetings with customers. But if your sales people are | | | | may be. Remember this is a training session and every |
| to benefit from this on the job training you must not go | | | | gain you make for your image is a loss of standing for |
| with them as their sales manager, but simply as a | | | | your salesperson. Let your salesperson have the |
| mentor, developer and friend. | | | | experience of success. Orders which are achieved |
| These are the following recommendations on this | | | | during joint trips should always be recognised as |
| subject of on the job training for sales people. For on | | | | achievements of the salesperson. The sales manager |
| the job training to be effective you must accompany | | | | does the ground work, the sales person closes the |
| the salesperson regularly. And by regularly I mean one | | | | gate. Do not start the postmortem right away with a |
| to two days every six weeks. Only by doing this can | | | | roadside conference. Only mention the positive side of |
| you help the field salesperson. | | | | this meeting. Wait to have the real postmortem later, |
| It is important that you choose the visits. Ask the | | | | perhaps during a lunch break. When giving feedback |
| salesperson to give you a rough weekly schedule and | | | | start with praise to build up the salesperson, then move |
| choose interesting visits at short notice, otherwise you | | | | to technical criticism and finally to questions about what |
| will be presented with unchallenging meetings. After all, | | | | the salesperson would like to improve in the future: |
| you want to get to know the normal day's work. | | | | How do you want to go about things in the future to |
| Prepare yourself and the field salesperson thoroughly. | | | | optimise ... ? |
| Before you go into the client, discuss the customer's | | | | Agree two goals at the end of the day. Close the day |
| current situation with the salesperson. Also talk about | | | | with a summary. Work through the main points for |
| the person you are both meeting, the reason for the | | | | improvement jointly with the salesperson. Agree at |
| visit, and the aim of the meeting. Also settle with your | | | | most two goals with them and set a date for this |
| salesperson in advance the discount that they can | | | | within a maximum of four weeks. In conclusion tell your |
| concede to the customer using the right negotiating | | | | field salesperson once again what you liked about their |
| tactics. | | | | work. |
| At the customer's premises, do not play the boss. This | | | | Check up on improvement at the next meeting. Do this |
| begins as early as introductions. Keep yourself in the | | | | jointly with the salesperson. Also follow-up on any |
| background as much as possible so that you can | | | | action plans from sales training received. Praise any |
| really experience how your salesperson conducts him | | | | improvements and recognise their achievements. |