Sales and booking executive: how to train and review the role
Handles enquiries from buyers of flats, plots or commercial space, conducts site and sample flat visits, explains pricing and payment plans, and converts bookings. Works with channel partners, reports to the sales manager and hands over to customer relations after booking.
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Share your requirementsWho usually fills this role
Mostly graduates with some sales background from real estate, banking or retail. Some are channel partner staff turned employees. Test their ability to listen, explain a payment plan honestly, and follow up. Role play a buyer with doubts about delays and observe if the candidate overpromises.
Skills ladder
Stage 1
New joiner
- Receives enquiries politely and records them in the lead register
- Shows the sample flat and project site
- Explains the broad price list and amenities accurately
Stage 2
Independent
- Qualifies buyers by need, budget and timing
- Explains payment plans and booking steps clearly
- Follows up leads regularly and records conversations
- Coordinates with accounts and legal for booking forms
Stage 3
Senior or lead
- Handles complex buyers such as NRIs and investors
- Negotiates within approved limits
- Trains new executives on project facts
- Manages channel partners fairly
Training path
First weeks
- 1
Project knowledge
The sales manager takes the joiner through plans, specifications, approvals shown to buyers and construction status. A short oral quiz checks the facts.
- 2
Honest selling rules
The manager explains what may and may not be promised on delivery dates, returns and approvals. The joiner signs a one-page conduct note and discusses cases.
- 3
Lead register and follow-up
The joiner learns the lead sheet or CRM and shadows calls. The manager checks that every enquiry has a next step.
First year
- 1
Site visit conduct
Senior executives are observed conducting visits, then the joiner is observed and given feedback on route, safety and clarity of explanation.
- 2
Payment plan and documents
Accounts and legal explain booking forms, receipts and statements. The executive fills sample forms and is corrected.
- 3
Handling objections
The manager role plays common objections about price, delay and location. The executive responds, and responses are discussed against facts.
Towards senior
- 1
Complex buyers
The executive handles an NRI or investor case with the manager supporting. Checks cover document accuracy and communication.
- 2
Partner management
The executive learns to brief brokers on project facts and payment rules. Wrong claims by partners are tracked and corrected.
- 3
Coaching new executives
The executive shadows and trains a new joiner using a call checklist. Feedback notes are reviewed.
Performance review
Monthly one-to-one with the sales manager reviewing lead records and call quality, plus a written half-yearly review. Avoid reviewing on bookings alone.
What to measure
| Measure | How it is seen |
|---|---|
| Lead handling | Check lead register for follow-ups and notes |
| Accuracy of information | Listen to calls and site visits for correct claims |
| Conversion quality | Review bookings for complete documents and fewer later cancellations |
| Buyer experience | Check buyer feedback and complaints |
| Process discipline | Check forms, receipts and handover to accounts |
| Teamwork | Observe cooperation with partners, accounts and customer relations |
Evidence to bring
- Lead register or CRM export
- Site visit notes
- Booking forms and receipts
- Buyer feedback
- Cancellation or complaint notes
Questions to ask in the review
- Which leads were lost, and why?
- What promise did a buyer ask that you could not give?
- How do you explain delay risk honestly?
- Which partner gives wrong information?
- Which documents often come back incomplete?
- What did you learn from a cancelled booking?
- What help do you want from the project team?
Pitfalls
- Rewarding bookings without checking promises made
- Training only on selling and not on project facts
- Letting partners brief buyers without control
- No feedback on honesty and accuracy
Questions about this role
Yes. Include accuracy and buyer feedback in review, and confirm incentive design with your adviser.
Use clear rules, role plays and listening to real calls. Correct overpromising quickly.
The sales manager, with written rules. Confirm agreements with your adviser.