Sales Presentation Skills: How to Measure and Evaluate Your Salespeople

If your salespeople are not effective suppliers, they will never reach their full potential, even if they are already very active. That is why it is important to understand and monitor this important skill.

See how to measure and evaluate sales presentation skills, whether you want to motivate a poorly performing sales representative, increase decent closing rates, or evaluate potential sales candidates before hiring.

What makes a sales offer effective?

Before evaluating presentation skills, you need to know what constitutes a good presentation.

You can get an intuitive idea of what works and what doesn’t, but if you want to measure performance quantitatively, you need a method for recording presentations numerically. Remember the following “7C’s”:

  1. Kindness: Does the seller create a friendly and positive environment?
  2. Clarity: are the ideas presented clearly? Is there unnecessary filler content?
  3. Personalization: to what extent does the presentation meet the potential customer’s wishes?
  4. Understanding: is the presentation in a language that is easy to understand?
  5. Obligation: are the arguments convincing? Are appropriate emotional calls used?
  6. Trust: people want to work with people they think are confident. How effective is the seller in conveying that impression?
  7. Collaboration: When the conversation becomes a two-way rather than one-way presentation, message retention doubles based on a 40% peak sales.

Each of these factors can be recorded on a scale of 1 to 5 so that you can identify specific opportunities and track improvements over time.

How to Measure Sales Presentation Skills

You have several options for assessing the presentation skills of your sales representatives. For example, you can do the following:

  • Ask representatives to judge themselves.
  • Monitoring of customers to request feedback on the quality of the offer after the sale.
  • Make false presentations.
  • Participate in sales offers in real-time.
  • Record sales lists in real-time for later analysis.

Each option has its pros and cons. It is unlikely that asking representatives to do a self-assessment will produce really effective data. Or customer identification may not be appropriate in all circumstances, depending on the relationship created.

Consider as much direct selling offers as possible. This will give you a better understanding of the performance of each salesperson, although you should consider the likelihood that the salesperson will respond to undue pressure on a salesperson in a way that produces negative results.

Don’t think too much about the scores you give. Follow your instinct. The important thing is to monitor trends over time, without asking whether the clarity of the salesperson really guarantees a score of 4 instead of 3.

If you are concerned about bias, consider including scores from multiple reviewers. It can also be useful to clarify to the team what a successful presentation really is.

Improve underperforming suppliers

If you are using a rating system, you should be able to quickly identify opportunities for each sales representative. In the example above, Evan’s presentation managed to be clear, confident, and cooperative, but he fought the sympathy and created a convincing argument.

This may mean involving Evan in sales training courses that improve his weakest areas. But it can also involve strengthening your strongest areas. Allocating Evan to sales prices with potential customers who apparently do not require a high degree of sympathy can also create an ideal environment for success.

Remember that even successful salespeople can become less efficient over time if they consistently fail to meet the highest quality standards for presentations.