Sales & Closing

Structure

LEAD Rapport Agenda Decision

(1 Min) (2 min) (2 mins)

RESULTS Results Reality Roadblocks

(Stretch the GAP)

HIRED Value Demonstration / 3QL Logistics

Principles
• People don’t want to buy from those who they can control
• I’m a man with a plan
• Stretch the gap – If the gap is not stretched neither will your bank account
• Don’t band-aid their wounds – don’t make them feel as if they don’t have a
problem
• If they want anti-biotics, don’t provide them with vitamins

Few notes

▪ Have constant check-ins with your clients – Keep them hooked!

▪ Seek permission – ALWAYS!
▪ The client should feel that this call is about them – they’d open much more
and more quickly
A - Leading the prospect

Your prospects have no idea about the call - they are looking for you for your
leadership.
Start strong - first create comfort then milestone the meeting with three-point agenda
and finally have them realize that collecting information is not going to solve their
problem.
How you start is how you finish

A1 – Rapport
(Max time – 1 min)
• Assume Rapport and demand trust (Not work for rapport and earn trust)
• Rapport is relationship of responsiveness > If they are responding they are in
rapport with you.
• Trust is following your lead
• Talk about human things or find a common ground

Script: (Blue is YOU)

▪ Hey, is this John?
▪ Yes
▪ Hey, John! This is Jamal from Islamabad, Pakistan/Stellar Consultancy. How’s it
going?
▪ Doing great. How about you?
▪ I’m doing good man! So where are you from?
▪ Newyork, USA
▪ Great! How’s the weather there? (If common ground – talk about something you
see in their background – or complement them for their shirt, beard, anything –
but don’t stretch it)
▪ (They will talk about the weather)
 ▪ Great! Well, Thank you for being on time for this call. I want to be super
respectful of our time coz I know you’ve booked 30 mins.
I’d be asking a bunch of questions and I’m sure, you’d have yours.

Then we then we will discuss whether or not we should work together.

If working together makes sense, we'll discuss the options for that.
If it doesn't, we will part ways as friends.

At that point, you can say yes or you can say no to a working relationship.
I don't mind hearing the word no. I can handle it. Are you OK with That?

A2 – Agenda
I’ve got a framework for these conversation which puts you in direct control
▪ So lets get started, shall we?
▪ Yeah
▪ Cool man, I’ve a small framework that I use for conversation like these – Just to
cover all the basics and you walk out of this conversation with an actionable plan
▪ Yeah
▪ Great, so there are three things that I really wanna cover –
o First, I want to know where do you want to go from here? What results do
you want us to achieve for you?
The clearer it is, the easier it will be for us to come up with a solid
plan together, is that cool?

o Cool! So the second is I want to know how is it going so far for your
business?/ Whats working and whats not / What traction you’ve achieved
in your business so far
So I know exactly what we’ve got to work with. Is that cool?

o Great man, so listen then once I know where you wanna go and how is it
right now then what I’d love to do is to work out all the roadblocks that
are getting in the way or slowing you down
So that we can put this plan together – does that sound okay with you?
 ▪ Can use this to make your client that they are important – “Btw if at point of this
conversation you think that we have missed anything important – please stop me
and let me know”

A3 – Decision

▪ Why Me?
▪ Why Now? – Get a good WHY NOW!! > Get them naked over here!

▪ So, before we get started – I am curious to know why getting this started right
now is important for you and what made you chose me?

If the client only talks about why me and not why now – use this :
▪ So, listen what you’ve just said is great for my ego – but truthfully I’m so much
more interested to know as to what makes now the right time for us to have this
conversation for you to be getting help – That is what I wanna know!!
If the client slightly talks about why now – use this :
▪ Thankyou so much ! That was really helpful. What I’d really love to know is
what is happening in your business which made you say “I got to get this
handled”
B – DECISION

Notes –
• The purpose is to create GAP!
• Speak In your clients language

Conversion Categories
• Income
• Freedom
• Marketing
• Funding & Grant raise
• Market analysis & Knowledge
• Investor meetings
• Business strategy & internal road map
• Revenue
• Engagement
• CTR
• Conversation rates
• Lead generations
• CPA, Ad spend, ROAS
B1 – RESULTS - Where do you want to go!
1. Lets say we were having this conversation 12 months from now & you and
me are looking back on all that has happened. What would you really like to
happen with your ________________________ (conversion categories) for
you to feel happy with the progress!

This & That….

“Good, okay – what else” (This is to stretch the gap) > Listen, validate and
prolong the list

2. Suppose that (you get what you want (talking about categories), what would
be the best part about it for you
(This is to stretch the gap) > Listen, validate and prolong the list

3. Feedback
“Alright so please let me know if I’m missing anything. What “WE” want is ……..
(Conversation) . So, I got it all about right?

4. Transition
“ I think I’ve got a hold handle of where you want to go, now lets shift gears and
talk about how it is right now” – Is that cool?
B2 – Reality
“So, Ben, I really want to get clear with the current situation you’re in right now. So tell
me how’s the situation with ______ (conversation category) right now”
“Have you prepared the plan yourself”
“How does the cash position looks like”
“Do you have a solid strategic road map”
“Have you faced your investors before”
“Do you have any strategic partners”
“What is the income like right now”
“So, if this continues what would it be like”
Transition
“ I think I’ve got a hold handle of your current situation, now lets shift gears and
talk about the roadblocks that you’re currently facing so that WE may put a plan
together” – Is that cool?

• Stretch and then go deep!

• Make notes while they talk. Make a long list of what they want
• Listen for tonalities and know what is more important for your prospect. GO deep on
this with your prospect
• No validation for the good points – Make them realize their own pain
B3 – Roadblocks
Make a list of things which are
• Getting in your way
• Slowing you down
• Stopping you
Use categories to keep things on track!
“So, Ben, tell me few of the roadblocks which are coming in your way / Slowing you
down/ stopping you to __________________________________”
C – HIRED

C1- Value

A- Summarize
• Summarize the 3 Rs (Results, Reality & Roadblocks)
• Don’t change anything with their words
“Did I miss anything or is it about alright”

B- As for the insight

“So, what’s been valuable for you so far in this conversation?”
• Don’t change anything with their words

C- Take the charge

“Well, thanks for that wonderful insight. So, listen I’ve been asking all the questions and
I feel like I’ve got a really good handle on where you wanna go and what you need. So
lets switch the roles and let me hand you the mike and you be the asker – Where do
you think we should go from here”

• Client will project the solution on to you.

• 99.99% clients ask what to do? How do we work?
C2- 3QL & Demonstration

Probelm
2QL
_______________
Prescription
3QL

Promise
_________ 2QL

Model
3QL
Logistics
____
Price

• After showing the client demonstration of your work

• The sample should show the problem which the client was facing and how you
provided the results

• 3QL “Does this makes sense, are you comfortable with this so far? Where do you
think we should go far?
Problem > Prescription
“Based on everything you’ve told me, it sounds to be”
Problem Fix Benefits
Lack of clarity Strategic direction to follow So that.. you know what to
do
Lack of funding Preparing funding model & So that you get the desired
funding requirement funding and scale and
grow
Pricing model Come up with the pricing So that you can capture
Lack of skills strategy – skimming or the right market
cost leadership

“Does this makes sense, are you comfortable with this so far? Where do you think
we should go far?

Promise/Model (Demonstration)
One specific clear outcome
“Cool, so before we talk about how we usually work, its really important that we are
aligned in terms of our goals.
So, I work with clients who have a skin in the game and are serious about their business
and it seems like you’re on of those people and I got to tell you upfront that I got a really
clear goal for you . The goal that I got is that we are going to create a business plan
along with providing you the right strategies so that you can get clarity with your
business, get the desired funding and create the right pricing strategy for you.

3QL“Does this makes sense, are you comfortable with this so far? Where do you
think we should go far?
“So Cool, Do you mind, if I share my screen with you and show you our recent works
and how we have been helping our clients?”
Your demonstrations shouldn’t be more than 2-3 mins.. Don’t talk features – talk
benefits and results and base them on your clients conversion points. This should be
your structure:

“Is this something which you’ve been looking for?”

➢ So, I’m curious, what took you so long to find me? (Optional)
➢ Where do you think we should go far?
C3 – Logistics
1. Discuss 3-5 step process that client needs to do for you guys to work together

2. Client asks for the price “So based on everything which WE have discussed, We
charge around 2500 for business plan, financial models and pitcheck which gets
you funded and sets a strategic direction
a. Propose Good Option - $1000
b. Better option (75% higher than good) - $1,750
c. Best Option (100% higher than good) - $2,000

“How do you feel about it?”

QUOTE YOUR PRICE AND SHUT YOUR MOUTH!!!!!

3. Client says
a. Yes > WIN
b. No > WIN
c. Yes, but…. > Handle Objection
d. Maybe > Inquire why> Handle Objection
99 Questions for Any Sales Situation

I. Qualifying the Prospect

This is the process of determining whether the inquiry is appropriate for your business in terms of size,

relevance, seriousness, and related factors. In other words, you don’t want to pursue a lead which can’t

result in legitimate—and worthwhile—business.

Questions:

1. Why do you think we might be a good match?

2. Is there budget allocated for this project?

3. How important is this need (on a scale of 1-10)?

4. What is your timing to accomplish this?

5. Who, if anyone, is demanding that this be accomplished?

6. How soon are you willing to begin?

7. Have you made a commitment to proceed, or are you still analyzing?

8. What are your key decision criteria in choosing a resource?

9. Have you tried this before (will this be a continuing endeavor)?

10. Is your organization seeking formal proposals for this work?

Key Point: You want to determine whether the potential work is large enough for your involvement,

relevant to your expertise, and near enough on the horizon to merit rapid responsiveness.

II. Finding the Economic Buyer

The economic buyer is the person who can write a check in return for your value contribution. He or she

is the ONLY buyer to be concerned about. Contrary to a great deal of poor advice, the economic buyer is

virtually never in human resources, training, meeting planning, or related support areas.

Questions

11. Whose budget will support this initiative?

12. Who can immediately approve this project?

13. To whom will people look for support, approval, and credibility?
14. Who controls the resources required to make this happen?

15. Who has initiated this request?

16. Who will claim responsibility for the results?

17. Who will be seen as the main sponsor and/or champion?

18. Do you have to seek anyone else’s approval?

19. Who will accept or reject proposals?

20. If you and I were to shake hands, could I begin tomorrow?

Key Point: The larger the organization, the more the number of economic buyers. They need not be the

CEO or owner, but must be able to authorize and produce payment. Committees are never economic

buyers.

III. Rebutting Objections

“Obstacles are those terrible things you see when you take your eyes off the goal,” said philosopher

Hannah More. Objections are a sign of interest. Turn them around to your benefit. Once you demolish

objections, there is no longer a reason not to proceed in a partnership.

Questions (in responding to an economic buyer’s objections)

21. Why do you feel that way? (Get at the true cause.)

22. If we resolve this, can we then proceed? (Is this the sole objection?)

23. But isn’t that exactly why you need me? (The reversal approach.)

24. What would satisfy you? (Make the buyer answer the objection.)

25. What can we do to overcome that? (Demonstrate joint accountability.)

26. Is this unique? (Is there precedent for overcoming it?)

27. What’s the consequence? (Is it really serious or merely an annoyance?)

28. Isn’t that low probability? (Worry about likelihoods, not the remote.)

29. Shall I address that in the proposal? (Let’s focus on value.)

30. Why does it even matter in light of the results? (The ROI is the point.)
Key Points: Don’t be on the defensive by trying to slay each objection with your sword, or you’ll eventually

fall on it. Embrace the buyer in the “solutions,” and demonstrate that some objections are insignificant

when compared with benefits (e.g., there will always be some unhappy employees in any change effort).

IV. Establishing Objectives

Objectives are the outcomes which represent the client’s desired and improved conditions. They are

never inputs (e.g., reports, focus groups, manuals) but rather always outputs (e.g., increased sales,

reduced attrition, improved teamwork). Clear objectives prevent “scope creep” and enable a rational

engagement and disengagement to take place, resulting in much greater consulting efficiency and profit

margins. (Note that items IV, V, and VI—objectives, measures, and value—are the basis of conceptual

agreement.)

Questions

31. What is the ideal outcome you’d like to experience?

32. What results are you trying to accomplish?

33. What better product/service/customer condition are you seeking?

34. Why are you seeking to do this (work/project/engagement)?

35. How would the operation be different as a result of this work?

36. What would be the return on investment (sales, assets, equity, etc.)?

37. How would image/repute/credibility be improved?

38. What harm (e.g., stress, dysfunction, turf wars, etc.) would be alleviated?

39. How much would you gain on the competition as a result?

40. How would your value proposition be improved?

Key Points: Most buyers know what they want but not necessarily what they need. By pushing the buyer

on the end results you are helping to articulate and formalize the client’s perceived benefits, thereby

increasing your own value in the process. Without clear objectives you do not have a legitimate project.

V. Establishing Metrics

“Metrics” are measures of progress toward the objectives, which enable you and the client to ascertain

the rate and totality of success. They assign proper credit to you and your efforts, and also signify when

the project is complete (objectives are met) and it is proper to disengage.

Questions

41. How will you know we’ve accomplished your intent?

42. How, specifically, will the operation be different when we’re done?

43. How will you measure this?

44. What indicators will you use to assess our progress?

45. Who or what will report on our results (against the objectives)?

46. Do you already have measures in place you intend to apply?

47. What is the rate of return (on sales, investment, etc.) that you seek?

48. How will we know the public, employees, and/or customers perceive it?

49. Each time we talk, what standard will tell us we’re progressing?

50. How would you know it if you tripped over it?

Key Points: Measures can be subjective, so long as you and the client agree on who is doing the

measuring and how. For example, the buyer’s observation that he or she is called upon less to settle “turf”
disputes and has fewer complaints from direct reports aimed at colleagues are valid measures for the

objective of “improved teamwork.”

VI. Assessing Value

Determining the value of the project for the client’s organization is the most critical aspect of conceptual

agreement and pre-proposal interaction. That’s because when the buyer stipulates to significant value,

the fee is placed in proper perspective (ROI) and is seldom an issue of contention. Conversations with the

buyer should always focus on value and never on fee or price.

Questions

51. What will these results mean for your organization?

52. How would you assess the actual return (ROI, ROA, ROS, ROE, etc.)?

53. What would be the extent of the improvement (or correction)?

54. How will these results impact the bottom line?

55. What are the annualized savings (first year might be deceptive)?

56. What is the intangible impact (e.g., on repute, safety, comfort, etc.)?
57. How would you, personally, be better off or better supported?

58. What is the scope of the impact (on customers, employees, vendors)?

59. How important is this compared to your overall responsibilities?

60. What if this fails?

Key Points: Subjective value (stress alleviated) can be every bit as important as more tangible results

(higher sales). Never settle for “Don’t worry, it’s important.” Find out how important, because that will

dictate the acceptable fee range.

VII. Determining the Budget Range

Too much guessing takes place in the absence of a general understanding about how much the prospect

intends to invest (prior to understanding the full value proposition). In many cases, the budget is fixed and

entirely inappropriate, and in others it represents a better understanding of the ROI than that of the

consultant! (Don’t forget, this presupposes you’re talking to an economic buyer.)

Questions

61. Have you arrived at a budget or investment range for this project?
62. Are funds allocated, or must they be requested?

63. What is your expectation of investment required?

64. So we don’t waste time, are there parameters to remain within?

65. Have you done this before, and at what investment level?

66. What are you able to authorize during this fiscal year?

67. Can I assume that a strong proposition will justify proper expenditure?

68. How much are you prepared to invest to gain these dramatic results?

69. For a dramatic return, will you consider a larger investment?

70. Let’s be frank: What are you willing to spend?

Key Points: There is nothing wrong with exceeding the budget expectation if you muster a strong enough

value proposition. But don’t even proceed with a proposal if the prospect has a seriously misguided

expectation of the investment need, or simply has an inadequate, fixed budget.

VIII. Preventing Unforeseen Obstacles

As comedienne Gilda Radnor used to say, “It’s always something.” Inevitably, it seems, the best laid

plains are undermined by objections, occurrences, and serendipity from left field. Fortunately, there are

questions to establish some preventive actions against even the unforeseen.

Questions

71. Is there anything we haven’t discussed which could get in the way?

72. In the past, what has occurred to derail potential projects like this?

73. What haven’t I asked you that I should have about the environment?

74. What do you estimate the probability is of our going forward?

75. Are you surprised by anything I’ve said or that we’ve agreed upon?

76. At this point, are you still going to make this decision yourself?

77. What, if anything, do you additionally need to hear from me?

78. Is anything likely to change in the organization in the near future?

79. Are you awaiting the results of any other initiatives or decisions?

80. If I get this proposal to you tomorrow, how soon will you decide?

Key Points: Make sure that your project isn’t contingent upon other events transpiring (or not transpiring).

If the buyer is holding out on you, these questions will make it more difficult to dissemble. Build into your

proposal benefits to outweigh the effects of any external factors.

IX. Increasing the Size of the Sale

Once conceptual agreement is gained, it makes sense to capitalize on the common ground and strive for

the largest possible relationship. Most consultants don’t obtain larger contracts because they don’t ask for

or suggest them. You can’t possibly lose anything attempting to increase the business at this juncture.

Questions

81. Would you be amenable to my providing a variety of options?

82. Is this the only place (division, department, geography) applicable?

83. Would it be wise to extend this through implementation and oversight?

84. Should we plan to also coach key individuals essential to the project?
85. Would you benefit from benchmarking against other firms?

86. Would you also like an idea of what a retainer might look like?

87. Are there others in your position with like needs I should see?

88. Do your subordinates possess the skills to support you appropriately?

89. Should we run focus groups/other sampling to test employee reactions?

90. Would you like me to test customer response at various stages?

Key Points: If you don’t ask, you don’t get. Don’t throw everything including the kitchen sink into your

proposal in an attempt to justify your fee. Instead, “unbundle” what you’re capable of providing and add

them back in at additional fee.

X. Going for the Close

Home stretch, but not across the finish line. Runners who slow up at the approaching tape lose to

someone else with a better late “kick.” Run through the tape at full speed by driving the conversation right

through the close of the sale and the check clearing the bank.
Questions

91. If the proposal reflects our last discussions, how soon can we begin?

92. Is it better to start immediately, or wait for the first of the month?

93. Is there anything at all preventing our working together at this point?

94. How rapidly are you prepared to begin once you see the proposal?

95. If you get the proposal tomorrow, can I call Friday at 10 for approval?

96. While I’m here, should I begin some of the preliminary work today?

97. Would you like to shake hands and get started, proposal to follow?

98. Do you prefer a corporate check or to wire the funds electronically?

99. May I allocate two days early next week to start my interviews?

Key Points: There is never a better time than when you’re in front of the buyer and he or she is in

agreement and excited about the project. Even without a proposal, beginning immediately “pours cement”

on the conceptual agreement and greatly diminishes the possibility of being derailed by surprise.