The Sales Call Audit Form is meticulously crafted to bolster the efficiency of sales managers in their field coaching endeavors with sales representatives. It serves as an essential checklist, anchoring a comprehensive sales development system focused on real-life sales activities, acknowledging the field as the prime venue for representative growth. This document encourages managers to navigate through common coaching pitfalls, such as taking over sales calls, intervening prematurely in challenging situations, or saving feedback for a single, overwhelming session. Instead, it promotes ongoing, balanced feedback and the strategic use of the "sandwich" technique to ensure constructive communication. Daily planning and a host of evaluation criteria, ranging from pre-call preparation to general evaluation and recommendations for future development, establish a structured approach to assess and enhance the sales capabilities of representatives. Each aspect of a sales call is scrutinized, including greeting manners, planning, utilization of sales aids, handling objections, and closing techniques, to foster a culture of continuous improvement and professional growth within the sales team.
| Question | Answer |
|---|---|
| Form Name | Call Audit Form |
| Form Length | 5 pages |
| Fillable? | No |
| Fillable fields | 0 |
| Avg. time to fill out | 1 min 15 sec |
| Other names | absence call in form, printable audit forms, sales audit form sample, call light audit form |
SALES CALL AUDIT FORM
IMPLEMENTATION PROCEDURE
The Sales Call Audit Form is a checklist designed for use by sales managers to enhance their field coaching activities with sales representatives. The most effective location for representative development is in the field. The most effective managers consistently coach their representatives in real life sales activities.
Use the Sales Call Audit Form as a checklist to provide the nucleus of a field activity sales development system. Please note, a list should be completed for each day in the field with a sales representative. Use these to help you avoid some of the common mistakes managers make when coaching.
MISTAKES TO AVOID
A. Don't do all the selling for the sales representative. You were probably promoted to the position of manager due to your superior selling skills. Granted, there are some benefits to you handling sales calls as demonstration for your representative, but if you do all the selling, your field day will not be a developmental day. The only skill you will allow your sales representative to practice is their ability to drive a car!
B. Resist the temptation to save a representative in a dangerous or negative situation. The best managers are capable of watching a representative get very close to losing or jeopardizing an order, yet are able to rescue them before the final negative decision can be made. A representative tends to learn the most when they recognize their inability to pursue the sale any further, before a manager intercedes and saves the day. Although it is very natural to want to assist your representatives prematurely, please resist this temptation. This is a judgmental exercise that will require additional practice on your part to perfect.
C.Do not save all your coaching, counseling, and advice for one lump session after a days’ worth of sales calls. Debrief the representative, no matter how
quickly, as soon as possible after each sales call. Find a convenient coffee shop to dispense your coaching and counseling. Don’t do it while traveling to the next account.
D.Do not dwell on negative information. A negative debriefing will distance you
from your representative and make it virtually impossible to produce any constructive activity through the course of the day. Instead, utilize the "sandwich” technique. This technique is based on the principle of prefacing bad news with some good news, and then immediately following the bad news with some more good news. This sandwich of information allows the representative to walk away from the
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debriefing with at least some positive feelings about their performance. Very few sales representatives do everything incorrectly in a field sales environment. With
these thoughts in mind, you should utilize the following checklist to evaluate your sales representatives’ day in the field with you.
DAILY PLANNING
∙Did the representative present you with a
∙Did the daily plan maximize
∙Did the representative present a daily plan that included all necessary sales support materials, tools, proposals, etc.?
∙Was the representative on time for your
∙Was the representative dressed appropriately for the sales call?
∙Did the representative display an enthusiastic and optimistic view towards the upcoming events of the day?
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SALES CALL AUDIT FORM
INSTRUCTIONS: Rate the following on a scale of 1 through 5 (1 = Failed, 5 = Excellent)
Greeted each contact in a friendly manner.
Each call was
Effectively used a
Used reflective questions to probe for information.
Called on the correct person.
Appropriately emphasized USP’s (Unique Selling Propositions).
Displayed a professional and positive image to the customer.
Related benefits to the prospect for further action.
Introduced the concept of closing for all of the account’s business, rather than just one product line or service.
THE CALLS
Presented benefits and related them to the prospect’s needs.
Collected valid
Followed the
Dealt with objections openly and confidently.
Used trial closes smoothly and frequently.
Responded confidently to competitive challenges.
Answered prospect’s questions with selling statements.
Collected information regarding customer’s future plans.
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Used sales aids smoothly.
Obtained referrals.
Ended each call with a commitment to future action.
Smoothly clarified any improper information.
Displayed good listening skills.
Maintained control of the meeting.
Properly qualified each prospect.
Clearly understood the prospect’s needs and goals.
Closed at every opportunity.
Developed a sound understanding of the prospects.
Sold your company (as well as its products).
GENERAL EVALUATION
Presentations followed a smooth, logical flow.
Displayed strong industry and product knowledge.
Accurately established customer/prospect expectations.
Displayed a complete knowledge of competitors.
Showed enthusiasm.
Shared success stories.
Displayed a helpful, cooperative attitude.
Used the Opportunity Evaluation Form
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RECOMMENDATIONS
Recommended action for future development (manager may suggest the sales representative participate in developmental activities):
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