to make it relevant, personal, and engaging. For example, match your language to the language of your prospect’s specific industry and business. Show how your product will work in their unique environment. And describe how your solution alone is positioned to solve the problems you uncovered during in the discovery phase.
Fair warning: You should eventually expect to hear objections. These can be about topics such as price (“The cost is too high”), timing (“We’re not ready to decide yet”), or lack of urgency (“We’re sticking with what we have.”). This is totally normal. To overcome an objection, ask follow-up questions to understand the root of their concerns, and respond with details that address their concerns. (Our article on objection-handling techniques has more guidance.)
5. Proposal
You’ve led a successful demonstration and the prospect wants afghanistan phone number list to move forward. In a small business, that might be the end of the sales cycle – you close the deal right then and there. But in a more complex sale, you’re not over the last hurdle. You still need to draft a formal proposal to get buy-in from all stakeholders and decision-makers, especially those in finance who cut the checks.
Because your quote needs to make a business case to these executives, it should cover the total cost of your solution, including initial implementation, onboarding, and ongoing maintenance. Your quote should also show a clear return on investment (ROI).
Three critical questions to answer in your proposal are: Why does the customer need to change? Why now? What’s the financial impact? I recommend showing the cost of delay, too, which shows the monthly cost of waiting and can drive urgency.
6. Negotiation
After reviewing the proposal, stakeholders will often want to negotiate a better price. In enterprise companies, this usually happens with a procurement or purchasing department that’s set up to negotiate directly with vendors. The legal department will also scrutinize your deal and the terms of the agreement.