sales-call-review

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Review a Sales Call

销售通话复盘

Help the user review a sales call — score it against best practices, identify key moments, extract coaching insights, and plan follow-up actions.

帮助用户复盘销售通话——依据最佳实践进行评分、识别关键时刻、提取教练指导见解，并规划后续行动。

Step 1 — Gather context

步骤1 — 收集背景信息

Ask the user:

What type of call was this?
- A) Discovery / qualification call
- B) Demo / product presentation
- C) Negotiation / pricing discussion
- D) Follow-up / check-in
- E) Executive briefing
- F) Technical deep-dive
- G) Closing call
- H) Other — describe it
What feedback are you focused on?
- A) Overall call quality and coaching points
- B) Specific methodology scoring (MEDDPICC, SPIN, Challenger)
- C) Talk-to-listen ratio and engagement patterns
- D) Objection handling moments
- E) Next steps and commitment quality
- F) All of the above
Do you have a transcript or recording?
- A) Yes — I'll paste the transcript
- B) Yes — I'll describe what happened
- C) No — I want a general call review framework to use
- D) I have Salesloft Conversations data (scores, topics, etc.)
Who is providing/receiving feedback?
- A) Manager reviewing a rep's call
- B) Rep self-reviewing their own call
- C) Peer review / team coaching session
- D) Preparing feedback for a 1:1

If the user's request already provides most of this context, skip directly to the relevant step. Lead with your best-effort answer using reasonable assumptions (stated explicitly), then ask only the most critical 1-2 clarifying questions at the end — don't gate your response behind gathering complete context.

向用户询问：

本次通话属于什么类型？
- A) 发掘/资质确认通话
- B) 演示/产品介绍通话
- C) 谈判/定价讨论通话
- D) 跟进/回访通话
- E) 高管简报通话
- F) 技术深度交流通话
- G) 成交通话
- H) 其他——请描述
你重点关注哪方面的反馈？
- A) 整体通话质量与教练指导要点
- B) 特定方法论评分（MEDDPICC、SPIN、Challenger）
- C) 说听比与互动模式
- D) 异议处理时刻
- E) 后续步骤与承诺质量
- F) 以上全部
你是否有通话记录或录音？
- A) 有——我会粘贴通话记录
- B) 有——我会描述通话内容
- C) 没有——我需要一个通用的通话复盘框架
- D) 我有Salesloft Conversations数据（评分、话题等）
谁提供/接收反馈？
- A) 经理复盘销售代表的通话
- B) 销售代表自我复盘
- C) 同行复盘/团队教练指导会议
- D) 准备1对1沟通的反馈内容

如果用户的请求已提供大部分此类背景信息，可直接跳至相关步骤。先基于合理假设（需明确说明）给出最佳答案，最后仅询问最关键的1-2个澄清问题——不要因未收集完整背景信息而延迟回复。

Step 2 — Call scorecard

步骤2 — 通话评分卡

Use this scorecard as a framework — adapt the dimensions based on call type and what the user asked to focus on. Not every dimension applies to every call (e.g., objection handling may not come up in a first discovery call).

Dimension	Score (1-5)	Evidence	Coaching note
Opening & rapport		Did they earn the right to continue in the first 30 seconds?
Discovery depth		Did they uncover real pain, impact, and urgency? Or stayed surface-level?
Active listening		Did they paraphrase, ask follow-ups, and build on what the prospect said?
Value articulation		Did they connect capabilities to the prospect's specific situation?
Objection handling		Did they acknowledge, clarify, and address objections effectively?
Next steps		Did they secure a specific, time-bound commitment?
Talk-to-listen ratio		Target: 40-60% talk for discovery, 60-70% for demos
Longest monologue		Target: under 2 minutes. Long monologues lose prospects.
Filler words		Excessive "um", "like", "you know", "basically" erode credibility

Overall score: Average of all dimensions → Rating:

4.5-5.0: Exceptional — use as a coaching example
3.5-4.4: Strong — one or two areas to sharpen
2.5-3.4: Developing — clear coaching priorities
1.0-2.4: Needs significant improvement — focus on fundamentals

以此评分卡为框架——根据通话类型和用户关注重点调整评估维度。并非所有维度都适用于每通电话（例如，首次发掘通话中可能不会出现异议处理环节）。

评估维度	评分（1-5分）	依据	教练指导建议
开场与关系建立		通话前30秒是否成功获取继续沟通资格？
发掘深度		是否挖掘到真实痛点、影响和紧迫性？还是仅停留在表面？
积极倾听		是否进行意译复述、追问并延伸潜在客户的发言内容？
价值传递		是否将产品能力与潜在客户的具体场景关联？
异议处理		是否有效认可、澄清并回应异议？
后续步骤		是否确定了具体、有时间限制的承诺？
说听比		目标：发掘通话为40-60%的发言占比，演示通话为60-70%
最长独白时长		目标：2分钟以内。过长的独白会失去潜在客户的注意力。
填充词		过多使用“嗯”“比如”“你知道”“基本上”等填充词会损害可信度

整体评分：所有维度的平均分 → 评级：

4.5-5.0：优秀——可作为教练指导案例
3.5-4.4：良好——有1-2个需要提升的领域
2.5-3.4：待发展——有明确的教练指导优先级
1.0-2.4：需大幅改进——重点关注基础能力

Methodology-specific scoring layers

特定方法论评分层

MEDDPICC layer (if applicable):

Element	Addressed?	What was uncovered	What's still missing
Metrics
Economic Buyer
Decision Criteria
Decision Process
Paper Process
Implicate the Pain
Champion
Competition

SPIN layer (if applicable):

Question Type	Count	Quality (1-5)	Best example
Situation
Problem
Implication
Need-Payoff

Challenger layer (if applicable):

Did they teach something the prospect didn't know? (Teach)
Did they tailor the message to this specific stakeholder? (Tailor)
Did they maintain control of the conversation and process? (Take Control)

MEDDPICC层（如适用）：

要素	是否已覆盖？	已挖掘到的内容	仍缺失的内容
Metrics（指标）
Economic Buyer（经济决策者）
Decision Criteria（决策标准）
Decision Process（决策流程）
Paper Process（审批流程）
Implicate the Pain（痛点影响）
Champion（内部支持者）
Competition（竞争对手）

SPIN层（如适用）：

问题类型	数量	质量（1-5分）	最佳示例
Situation（现状问题）
Problem（问题型问题）
Implication（影响型问题）
Need-Payoff（需求效益型问题）

Challenger层（如适用）：

是否向潜在客户传授了其未知的信息？（Teach）
是否针对该特定利益相关者定制了沟通内容？（Tailor）
是否掌控了对话和沟通流程？（Take Control）

Step 3 — Key moments analysis

步骤3 — 关键时刻分析

Identify and analyze the most important moments:

识别并分析最重要的时刻：

Best moment

最佳时刻

What was the single best thing the rep did on this call? Quote it if possible and explain why it worked.

销售代表在本次通话中做得最好的一件事是什么？如有可能请引用原话，并解释其有效性。

Missed opportunity

错失的机会

What was the biggest moment they could have capitalized on but didn't? What should they have said or done instead?

最大的可利用但未抓住的机会是什么？他们本该说什么或做什么？

Objection moments

异议处理时刻

For each objection that came up:

Objection	How it was handled	Better approach	Rating (1-5)

针对出现的每一个异议：

异议内容	实际处理方式	更佳处理方式	评分（1-5分）

Buying signals

购买信号

List any positive signals the prospect gave (verbal or behavioral):

Asking about implementation timeline
Mentioning other stakeholders who should see this
Asking about pricing/packaging
Describing their current process in detail (shows trust)

列出潜在客户发出的所有积极信号（口头或行为）：

询问实施时间线
提及其他需要了解产品的利益相关者
询问定价/包装
详细描述其当前流程（表明信任）

Risk signals

风险信号

List any warning signs:

Vague commitment to next steps
"We'll get back to you" without a specific date
Avoiding budget/authority questions
Comparing to a competitor without being asked

列出所有警示信号：

对后续步骤的承诺模糊
未给出具体日期的“我们会回复你”
回避预算/权限问题
主动提及竞争对手

Step 4 — Coaching recommendations

步骤4 — 教练指导建议

Provide 3-5 specific, actionable coaching recommendations:

For each recommendation:

What to improve: Specific skill or behavior
Why it matters: Impact on deal outcomes
How to practice: Concrete drill or exercise
Example: What "great" sounds like for this specific situation

提供3-5条具体、可执行的教练指导建议：

每条建议需包含：

待改进点：具体技能或行为
重要性：对交易结果的影响
练习方法：具体训练或练习
示例：该场景下的“优秀”表现示例

Practice drills

训练方法

Discovery depth drill: Take a surface-level answer and practice asking 3 layers deeper. "You mentioned X. Help me understand — what's the impact of that on [metric]? If that continues for another quarter, what happens?"
Monologue breaker drill: Practice delivering any point in under 60 seconds, then asking a question. Set a timer.
Objection sparring: Role-play the top 3 objections from this call. Practice acknowledge → clarify → respond → check.
Next steps drill: Practice ending every conversation with "Based on what we discussed, the logical next step is [specific]. Does [specific date/time] work for you to [specific action]?"

发掘深度训练：针对表面回答，练习追问3层。“你提到了X。请帮我理解——这对[指标]有什么影响？如果这种情况持续到下一季度，会发生什么？”
独白打断训练：练习在60秒内传达任意观点，然后提出问题。设置计时器。
异议模拟对抗：针对本次通话中出现的前3个异议进行角色扮演。练习“认可→澄清→回应→确认”的流程。
后续步骤训练：练习以“基于我们的讨论，合理的下一步是[具体内容]。[具体日期/时间]适合你完成[具体行动]吗？”结束每一次对话。

Step 5 — Follow-up action items

步骤5 — 后续行动项

Extract concrete action items from the call:

从通话中提取具体行动项：

Commitments made

已做出的承诺

List everything both sides committed to doing, with owners and deadlines.

列出双方承诺完成的所有事项，包括负责人和截止日期。

Unanswered questions

未解答的问题

List questions the prospect asked that weren't fully answered, plus questions the rep should have asked but didn't.

列出潜在客户提出但未得到充分解答的问题，以及销售代表本该提出但未提出的问题。

Stakeholders to engage

需要对接的利益相关者

Who was mentioned on the call that needs to be brought into the process? What's the plan to reach them?

通话中提及的需要纳入流程的人员有哪些？对接计划是什么？

Draft follow-up email

后续邮件草稿

Write a follow-up email the rep can send within 24 hours:

Recap what was discussed (in the prospect's language, not yours)
Confirm next steps and dates
Attach anything promised
Add one piece of value not discussed on the call
Keep it under 200 words

撰写销售代表可在24小时内发送的后续邮件：

用潜在客户的语言（而非你的语言）回顾讨论内容
确认后续步骤和日期
附上承诺提供的所有资料
添加一个通话中未提及的价值点
字数控制在200字以内

Next call agenda

下次通话议程

If a follow-up call was booked, draft a proposed agenda:

Recap and confirm any changes since last call
[Topic based on what was left unresolved]
[New topic to advance the deal]
Confirm next steps and timeline

如已预约后续通话，草拟建议议程：

回顾并确认自上次通话以来的所有变更
[基于未解决事项的话题]
[推动交易进展的新话题]
确认后续步骤和时间线

Related skills

Gotchas

注意事项

Don't score a call without a transcript or detailed description. Claude will confidently generate scores from thin air if given only "it was a discovery call." Push back and ask for specifics — what was said, how it ended, what objections came up.
Don't focus only on negatives. Claude tends to generate long lists of improvements. Always lead with the best moment and what went well before coaching points. Reps shut down if feedback feels like a list of failures.
Don't apply MEDDPICC scoring to a first discovery call. MEDDPICC elements like Paper Process and Competition are rarely uncovered in a first meeting. Score only the elements that were reasonable to address at this deal stage.
Don't ignore talk-to-listen ratio. This is one of the most objective and actionable metrics. If the user provides a transcript, estimate the ratio. If they describe the call, ask about it directly.
Don't treat the scorecard as a final verdict. A single call is a snapshot. Frame scores as "on this call" not "this rep is a 2/5 at discovery." Context matters — a rough call with a hostile prospect is different from a rough call with a warm lead.

无通话记录时请勿评分。 如果仅给出“这是一通发掘通话”，Claude会凭空生成评分。请要求提供具体信息——比如通话内容、提出的异议、通话结尾和达成的协议。
不要只关注负面内容。 Claude倾向于生成一长串改进点。在给出教练指导建议前，务必先从最佳时刻分析入手，肯定做得好的地方。如果反馈只是一堆问题，销售代表会关闭心防。
请勿在首次发掘通话中使用MEDDPICC评分。 MEDDPICC中的部分要素（如审批流程、竞争对手）在首次会议中很少会被挖掘到。仅对当前交易阶段合理的要素进行评分。
不要忽视说听比。 这是最客观、最可执行的指标之一。如果用户提供了通话记录，请估算说听比；如果用户描述了通话内容，请直接询问说听比情况。
不要将评分卡作为最终结论。 单通电话只是一个快照。评分需表述为“本次通话中”，而非“该销售代表的发掘能力为2/5分”。背景至关重要——与充满敌意的潜在客户的糟糕通话，和与意向客户的糟糕通话是不同的。

Examples

示例

Example 1: Manager reviewing rep's discovery call

示例1：经理复盘销售代表的发掘通话

User says: "Review this discovery call — I talked for 70% of it, asked about their process, showed a quick demo, and ended with 'I'll send you info and we can reconnect next week.'" Skill does:

Scores the call on all 9 dimensions (flags high talk ratio, surface discovery, vague next steps)
Identifies the missed opportunity to dig deeper when the prospect described their process
Provides 3 coaching recommendations with practice drills
Drafts a follow-up email and next call agenda Result: Structured coaching feedback the manager can use in their 1:1

用户提问：“复盘这通发掘通话——我发言占比70%，询问了他们的流程，做了快速演示，结尾说‘我会给你发送资料，我们下周再联系。’” 技能执行：

对所有9个维度进行评分（指出高发言占比、发掘深度不足、后续步骤模糊等问题）
识别出潜在客户描述其流程时未深入挖掘的错失机会
提供3条带训练方法的教练指导建议
草拟后续邮件和下次通话议程结果：经理可在1对1沟通中使用的结构化教练指导反馈

Example 2: MEDDPICC scoring

示例2：MEDDPICC评分

User says: "Score my rep's call using MEDDPICC — they confirmed pain and got metrics, but didn't ask about decision process or economic buyer." Skill does:

Creates a MEDDPICC extraction table showing Metrics and Implicate the Pain as partially addressed
Flags Decision Process, Economic Buyer, and Champion as critical gaps
Provides specific questions for the next call to fill each gap Result: Clear MEDDPICC gap analysis with an actionable next-call plan

用户提问：“用MEDDPICC模型给我团队的通话评分——他们确认了痛点并获取了指标，但未询问决策流程或经济决策者。” 技能执行：

创建MEDDPICC提取表，显示Metrics和Implicate the Pain已部分覆盖
指出Decision Process、Economic Buyer和Champion是关键缺口
提供下次通话可填补每个缺口的具体问题结果：清晰的MEDDPICC缺口分析及可执行的下次通话计划

Troubleshooting

故障排除

No transcript available

无通话记录可用

Solution: Have the rep describe what happened in detail — key moments, objections raised, how the call ended, and what was agreed. The skill can still provide a useful review from a narrative description, though transcript-based reviews are more precise.

解决方案：让销售代表详细描述通话内容——关键时刻、提出的异议、通话结尾和达成的协议。即使没有通话记录，该技能仍可基于叙述性描述提供有用的复盘，不过基于通话记录的复盘会更精准。

Rep is defensive about feedback

销售代表对反馈有抵触情绪

Solution: Use the "best moment" analysis first to lead with what went well. Frame coaching points as "opportunities" not "mistakes." Focus on 1-2 highest-impact areas rather than listing every issue. The self-review mode (Step 1, option B) helps reps build self-awareness before receiving external feedback.

解决方案：先从“最佳时刻”分析入手，肯定做得好的地方。将教练指导建议表述为“机会”而非“错误”。重点关注1个影响最大的领域，而非列出所有问题。自我复盘模式（步骤1，选项B）有助于销售代表在接收外部反馈前建立自我认知。

Scoring feels subjective

评分感觉主观

Solution: Ground every score in specific evidence from the call. Use the methodology layers (MEDDPICC, SPIN, Challenger) for more objective, criteria-based assessment. Compare scores across multiple calls to calibrate — a single call review is a snapshot, not a verdict.

解决方案：每一项评分都需基于通话中的具体依据。使用方法论层（MEDDPICC、SPIN、Challenger）进行更客观、基于标准的评估。对比多通电话的评分进行校准——单通电话的复盘只是一个快照，而非最终结论。