I'm not quite sure what you are asking, but here is what I do currently. I also manage sales reps and I have discovered two possible approaches to this...
1. Keep an agenda item for each rep's project - meaning one task entry with their name and project on it like Bob Smith/XYZ Corp. Inside the note for that task, list any questions or concerns about that project. Keep this task in your @agenda category until you communicate with the rep and the next action is decided. Then move the task to the next appropriate action category (pigpog method). Usually this means moving it to the Waiting for category.
2. If you keep a separate projects list, then make ONE agenda item per rep and attach all the questions and concerns you have for that one person in the attached note and keep it in your @agenda category at all times. If you have a 'waiting for' for that person, keep it at the bottom of the agenda list so it is in front of you while you have their attention. No need to shuffle through lists on your palm - everything is neatly in one place. Sometimes I note the waiting for in both the agenda and the waiting for list, but only if the waiting for has a critical due date and tracking it is very important. Otherwise, a simple note in the agenda works perfectly.
I use a combination of the above for my agendas with reps. We have a weekly sales meeting and I prepare by reviewing my agenda list and making updates to it as needed based on information I may have collected. I jot down notes during the meeting and then update the agenda list so I can review those same clients and new data with the rep at the next meeting. If the rep has a particularly long list, I use a dashed line to separate the client list from other administrative questions I might want to ask. The client list serves mainly as a trigger list of what is active. I do not list all the clients they are contacting in a week. The ones I list are the ones that are hot prospects or that are in negotiations to close a sale. If I want to give them a few names to contact, I put in another dashed line and make that list separate from the others so that I can differentiate their status. I used to think all this was a waste of time and just double entry, but it really is very handy and I don't have to mess with databases being up to date at all times. Our database gets updated about once a week by time all the data gets synced and input by hand so my notes are usually more up to date than the database.
As for keeping track of what they have done, why not keep a memo category setup and make a note for each rep and use that as a completion log. You can even divide it up by month or year to create more space. Personally, I use our sales database as a record of what has been done.
I used to use the sales database to track things, but I find that integrating the sales steps into my GTD system is the best way to go. I use the database only for pasting in my history once the sale is complete. I treat each sale as a project and move it through my GTD system until it ends. This can be difficult to manage because you cannot dictate the outcome, but I try to simplify it and make the outcome something I can actually accomplish whether the customer buys or not. Once I come to a completion point, I log the history and details into our sales database and move on. I put all follow up reminders in my GTD system. My sales database contains NO actions whatsoever. I want to look only in one place to manage actions. This has been a big help for me.
I hope this is helpful. I have noticed that there isn't a lot of response when it comes to managing sales within the GTD system.
