Sales Executive
Consultative selling and closing questions
178 questions on Consultative selling and closing for sales executives, easiest first.
Easy 61
- Open questions in discoveryeasy
- Ending a sales calleasy
- Selling benefits, not featureseasy
- First step with an objectioneasy
- Lead, prospect or opportunity?easy
- What SPIN stands foreasy
- Spot an implication questioneasy
- Prepare for a demoeasy
- Use a trial closeeasy
- What is an assumptive close?easy
- Recognise a buying signaleasy
- Name the objectioneasy
- Talking vs listeningeasy
- Acknowledge an objectioneasy
- Suggest an add-on in retaileasy
- After the meetingeasy
- When you do not know the answereasy
- Reduce demo no-showseasy
- Why buyers ask for referenceseasy
- Speaking to the CFOeasy
- A reference site visiteasy
- Spot a need-payoff questioneasy
- Research before a first calleasy
- Summarising what you heardeasy
- The problem with leading questionseasy
- Who is the economic buyer?easy
- Showing every featureeasy
- Who will attend the demoeasy
- Arguing with the buyereasy
- When the buyer says yeseasy
- Consultative or transactional?easy
- Paraphrasing the buyereasy
- Asking for a recent exampleeasy
- What they tried beforeeasy
- The takeaway closeeasy
- Preparing for a video demoeasy
- Spot a problem questioneasy
- Agreeing the agenda up fronteasy
- Pausing after a questioneasy
- A good use of closed questionseasy
- Working with a gatekeepereasy
- Checking in during a demoeasy
- A clear next stepeasy
- The summary closeeasy
- Stating your priceeasy
- A strong value statementeasy
- Quoting GST correctlyeasy
- Who else is affectedeasy
- How they will measure successeasy
- Asking for the businesseasy
- Price, cost and valueeasy
- Too many situation questionseasy
- Mirroring the buyer's wordseasy
- The M and E in MEDDICeasy
- Tell-show-tell in a demoeasy
- Feel, felt, foundeasy
- After you ask for the ordereasy
- What a recap email includeseasy
- Adding UAE VATeasy
- Writing down the buyer's wordseasy
- A 1-to-10 readiness questioneasy
Medium 67
- Competitor is cheapermedium
- Giving a concessionmedium
- Structure a demomedium
- "I need to think about it"medium
- "My boss has to approve it"medium
- The alternative choice closemedium
- Find a compelling eventmedium
- Add value instead of cutting pricemedium
- "I will check online first"medium
- Average transaction valuemedium
- Payback period in a business casemedium
- The cost of waitingmedium
- Teaching a commercial insightmedium
- "It needs board approval"medium
- Why implication questions mattermedium
- Cost of waiting three monthsmedium
- Comparing total cost of ownershipmedium
- Breaking a price into daily costmedium
- Stall or real objection?medium
- 'We will build it ourselves'medium
- 'You are too small for us'medium
- Setting up a proof of conceptmedium
- Mapping the decision processmedium
- Going over your contact's headmedium
- The Challenger approachmedium
- Setting traps for a competitormedium
- The zone of possible agreementmedium
- Three pricing optionsmedium
- Moving a deal to the next stagemedium
- Three questions every buyer asksmedium
- Timing a one-hour demomedium
- A stakeholder missed the demomedium
- 'We don't have time to implement'medium
- What your champion gainsmedium
- Symptom or root cause?medium
- Computing first-year ROImedium
- Sales velocitymedium
- Isolating the price objectionmedium
- Finding hidden objectionsmedium
- Raising an objection firstmedium
- Start the demo with the resultmedium
- Finding the decision criteriamedium
- Champion or just friendly?medium
- Many people in the decisionmedium
- Leading with insightmedium
- Deciding whether to answer an RFPmedium
- Using payment termsmedium
- Emailing the proposalmedium
- When you hear 'lost on price'medium
- Opening the demo with a recapmedium
- Letting the buyer take controlmedium
- Turning an objection aroundmedium
- 'We need IT to review this'medium
- Finding the triggermedium
- Putting a number on the problemmedium
- Monthly versus annual pricemedium
- 'Call me next quarter'medium
- The LAER modelmedium
- When the demo breaksmedium
- What a CFO wants to hearmedium
- Table stakes or differentiator?medium
- When to offer a reference callmedium
- A buyer asks for a personal favourmedium
- Linking value to a KPImedium
- Using the buyer's own datamedium
- 'We don't want to be locked in'medium
- Small steps toward the decisionmedium
Hard 50
- Too many no decision losseshard
- Defending a price increasehard
- Keeping a complex deal on trackhard
- No reference in their industryhard
- A competitor spreads a rumourhard
- Your champion needs a business casehard
- Payback for the CFOhard
- After you lose a dealhard
- Pricing above a rivalhard
- Three-year cost comparisonhard
- One division ready, another nothard
- Criteria written for a rivalhard
- The effect of a middle optionhard
- Building a credible ROIhard
- Fake deadlineshard
- Presenting the premium firsthard
- Letting the buyer try ithard
- Challenging a senior buyerhard
- Letting go of a dead dealhard
- An objection from a non-deciderhard
- Value of fewer order errorshard
- The sharp angle closehard
- When your product is not the right fithard
- Doubts right after signinghard
- Comparing three quotes fairlyhard
- A first-year discount and renewalshard
- Testing a championhard
- Net benefit over three yearshard
- A 20-minute meeting with the CEOhard
- Choosing a value metrichard
- Asking for the order too earlyhard
- Spotting renewal riskhard
- Value in a lowest-price tenderhard
- Is the volume discount worth it?hard
- Access to powerhard
- Value of reducing churnhard
- 'We tried this before and it failed'hard
- Turning a soft benefit into a numberhard
- When the price objection appearshard
- Including switching costshard
- A sceptical technical evaluatorhard
- What a quick discount signalshard
- Discovery that is too shallowhard
- The pros-and-cons closehard
- Customer lifetime valuehard
- Two attendees want different thingshard
- Value of hours savedhard
- Giving a clear recommendationhard
- Value-based or cost-plus pricinghard
- Proving value at renewalhard