{"id":1903,"date":"2026-01-13T16:25:01","date_gmt":"2026-01-13T15:25:01","guid":{"rendered":"https:\/\/eveneum.com\/?post_type=product&p=1903"},"modified":"2026-05-29T11:07:20","modified_gmt":"2026-05-29T09:07:20","slug":"how-to-have-good-evaluation-conversations-in-the-sales-department","status":"publish","type":"product","link":"https:\/\/eveneum.com\/en\/product\/how-to-have-good-evaluation-conversations-in-the-sales-department\/","title":{"rendered":"How to have good evaluation conversations in the sales department?"},"content":{"rendered":"
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\n Key benefits of training <\/h2>\n <\/div>\n\n \t\t
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Understanding the relevance of coaching versus managerial approaches in conversations<\/p>\n <\/div>\n <\/div>\n <\/div>\n

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Development of an interview model, with tools to be used from the next evaluation interview within the team<\/p>\n <\/div>\n <\/div>\n <\/div>\n

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Understand how to use the tools presented, to effectively manage your sales funnel and sales strategy<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n

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\n Description of training <\/h2>\n
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How to have good evaluation conversations in the sales department?<\/strong><\/p>\n

Many years ago, in the late 1980s and early 1990s, a leading technology company at the time, now also one of the largest, started to lose market share very quickly. In the initial phase, the corporation's managers were unable to identify the problem, so they reacted in a fairly standard way. In order to prevent further market share degradation, they started to introduce solutions to, for example, motivate employees to increase the number of customer visits. Unfortunately, an increase in the number of customer visits did not translate into better sales results at all. None of the solutions introduced for this purpose and the attempts to increase sales through the number of visits made did anything.<\/p>\n

Eventually, the company decided to look much deeper into the problem. It turned out that the problem was not in the input of the sales representatives, but more in the understanding of the purchasing processes on the customer side, but most of all the problem stemmed from the Managers\u201e approach to interviewing their employees. Managers were focusing on reporting the quantity rather than the quality of visits, forgetting, for example, the parameter of the \u201dCustomer Purchasing Cycle'.<\/p>\n

The busy sales department was not doing a good job of reading customer signals, focusing on the number of visits and not very much on their importance in terms of moving the sales process forward. Managers did not ask the right questions of their subordinates during conversations, did not stimulate the progress of the sales process, did not ask about the customer's readiness to make a transaction. As a result, no one in the company was able to effectively and on an ongoing basis assess either the customer's potential, let alone identify which stage of the \u201ebuying cycle\u201d the customer was at. As a result, driven by a lack of relevant data, managers made the wrong decisions, such as focusing on customers who were ultimately not interested in buying the company's services at all.<\/p>\n

So what is the \u201eCustomer Purchasing Cycle\u201d?<\/strong><\/p>\n

We will consider this in much more depth during the workshop, but in brief it is a set of factors that, as a sum, determine a customer's willingness to purchase goods or services at a given point in time, or in the near, foreseeable future.<\/p>\n

Zastan\u00f3w si\u0119, jak przek\u0142ada si\u0119 ilo\u015b\u0107 wizyt u klienta, na Twoj\u0105 faktyczn\u0105 sprzeda\u017c? Czy znajdujesz si\u0119 w sytuacji, kiedy wci\u0105\u017c co\u015b zmieniacie ale osi\u0105gacie ten sam rezultat i nie bardzo wiecie dlaczego tak si\u0119 dzieje i jak to zmieni\u0107? Kluczem jest prowadzenie odpowiednich rozm\u00f3w ewaluacyjnych i umiej\u0119tno\u015b\u0107 zadawania pyta\u0144, kt\u00f3re maj\u0105 znaczenie, a tak\u017ce pozwalaj\u0105 dobrze kontrolowa\u0107 post\u0119p procesu sprzeda\u017cowego.<\/p>\n

Imagine how much more profit your company could make if the effectiveness of the sales representatives on your team increased from, say, 30% to 40% customers won vs. customers visited. If you are interested in this issue, this workshop is for you.<\/p>\n

Consider with us what elements can influence the \u201eCustomer Purchase Cycle\u201d in your area. What elements should you take into account to assess the customer's readiness to buy in the first place, and how to qualitatively evaluate your own sales funnel. In the course of the workshop, we will help you to develop a model of structured conversation patterns within your sales team, such that every conversation held brings you closer to your common goal.<\/p>\n <\/div>\n <\/div>\n<\/div>\n\n\n\n

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\n Key Programme Topics <\/h2>\n <\/div>\n
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\n Part 1 <\/div>\n\n
\n Objectives and role of evaluation interviews in the sales department <\/div>\n <\/div>\n
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The importance of evaluation conversations in internal communication and their impact on employee and sales team development.<\/p>\n <\/div>\n \n

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\n Part 2 <\/div>\n\n
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Develop a common communication model that can be applied in the organisation immediately after the training, based on the theory presented and client examples.<\/p>\n <\/div>\n \n

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\n Part 3 <\/div>\n\n
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Workshop work on solutions using techniques such as Silent Brainstorming, Affinity Diagramming and other tools drawn from the Design Thinking process.<\/p>\n <\/div>\n \n

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\n Development of managerial competences (extended option) <\/div>\n <\/div>\n
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Possibility to extend the training with group or individual sessions to support communication skills, mentoring and coaching for managers conducting evaluation interviews.<\/p>\n <\/div>\n \n

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