Cold Call Scripts

cold-call-scripts.md

Cold Call Scripts

Scripts for the first 30 seconds of a cold call, voicemails, and the pushback that comes right after the opener. Internalize the structure and say it in your own words. Prospects can hear reading.

For where calls fit in a multichannel cadence (timing, attempts, which tiers get calls) and the rules on Do Not Call lists and AI voice, see the cold-email skill's multichannel cadence reference and the prospecting skill's compliance reference.

The first 30 seconds

Four beats: who you are, why them, permission, a question.

1. Name and company, plainly. No "How are you today?"
2. The reason for this call, specific to them: the signal, the trigger, or the problem their segment has.
3. Permission: acknowledge it's a cold call and ask for a short window.
4. One question about their situation, so the call becomes a conversation.

> Hi Priya, it's Sam from Acme. This is a cold call; can I take 30 seconds to tell you why I picked up the phone, and you tell me if it's worth continuing? > > [yes] > > You're hiring two SDRs this quarter. Teams scaling outbound like that usually find their bounce rate climbing before anyone notices, and it quietly hurts every inbox the new reps send from. How are you checking lists before they go into sequences today?

Openers to use and avoid

When they say yes to 30 seconds

Deliver the reason in two sentences and ask the question. Then listen. If there's a real problem, the goal of the call is a meeting, not a sale:

> Sounds like it's worth a proper look. Would 20 minutes on Thursday work to go through how you're doing it now?

Pushback in the first minute

Never argue past a second no. Log the reason; it's useful for the weekly sequence review.

Voicemail

20–30 seconds. The goal is to make the follow-up email recognizable. A callback is a bonus.

> Hi Priya, Sam from Acme. I'm calling because you're scaling the SDR team, and I had one idea on keeping new reps' lists clean before they start sending. I'll send a short email with it. Again, Sam from Acme.

Then send the email within minutes, with a subject line tying it to the call ("my voicemail").

Gatekeepers

Be direct and polite: name, company, who you're trying to reach, and a one-line reason. Ask the assistant for advice ("Is Priya the right person for outbound tooling, or is that someone else?"). They often know exactly who owns what.

Reviewing calls

Record calls where it's legal in both parties' locations (some US states and many countries require everyone's consent), and review a few each week:

• How long until the prospect spoke?
• Did the reason sound specific to them?
• Was there a clear next step?

Track dials, conversations, meetings, and the reasons people gave for saying no. The no-reasons tell you more about the offer than the meetings do.

Deck Frameworks

deck-frameworks.md

Sales Deck Frameworks

Detailed slide-by-slide guidance for building sales decks that tell a story and close deals.

The Storytelling Arc

Every great deck follows a narrative structure: Situation → Complication → Resolution.

• Situation (Slides 1-3): The world your buyer lives in. Establish shared understanding.
• Complication (Slides 2-3): Why the status quo is no longer sustainable. Create urgency.
• Resolution (Slides 4-11): Your approach, proof, and path forward.

The goal is not to present features. The goal is to make the buyer feel understood, then show them a better way.

Slide-by-Slide Template

Slide 1: Current World Problem

What to include:

• The challenge your buyer faces daily
• A stat or data point that quantifies the problem
• Visual: simple graphic or striking number

What to avoid:

• Starting with your company or product
• Generic industry trends that don't connect to pain
• More than one core problem

Copy prompt: "What is the one problem that, if you could describe it perfectly, would make your buyer say 'that's exactly my situation'?"

Slide 2: Cost of the Problem

What to include:

• Financial impact (revenue lost, costs incurred)
• Time impact (hours wasted, delays)
• Risk impact (what happens if they do nothing)
• Specific numbers wherever possible

What to avoid:

• Vague claims without data
• Fear-mongering without substance
• Too many metrics (pick 2-3 that hit hardest)

Copy prompt: "If your buyer does nothing for the next 12 months, what does it cost them?"

Slide 3: The Shift Happening

What to include:

• Market trend or technology change creating a new opportunity
• Why "the old way" no longer works
• Why now is the right time to act

What to avoid:

• Hype-driven trends without substance
• Making it about your product yet
• Overly technical explanations

Copy prompt: "What has changed in the market that makes the old approach unsustainable?"

Slide 4: Your Approach

What to include:

• Your philosophy or unique point of view
• How your approach differs from conventional solutions
• The "aha" insight that led to your product

What to avoid:

• Feature lists (too early)
• Jargon or acronyms
• Claiming to be "the only" or "the first" unless provably true

Copy prompt: "What do you believe about solving this problem that most people get wrong?"

Slide 5: Product Walkthrough

What to include:

• 3-4 key workflows that map to the pain from Slide 1
• Screenshots or product visuals
• Brief description of what each workflow accomplishes

What to avoid:

• Showing every feature
• Dense UI screenshots without callouts
• Talking about technology instead of outcomes

Copy prompt: "Walk through 3 things the buyer would do in your product in their first week."

Slide 6: Proof Points

What to include:

• Customer logos (aim for recognizable names in their industry)
• Key metrics: "X% improvement," "Y hours saved," "Z% increase"
• Analyst recognition, awards, or certifications if relevant

What to avoid:

• Unsubstantiated claims
• Too many logos without context
• Vanity metrics that don't relate to the buyer's pain

Copy prompt: "What are 3 numbers that prove your product works?"

Slide 7: Case Study

What to include:

• One customer story told well: challenge, solution, results
• Specific metrics (before and after)
• Customer quote if available
• Choose a customer similar to the prospect

What to avoid:

• Multiple case studies crammed into one slide
• Generic outcomes without specifics
• Customers from irrelevant industries

Copy prompt: "Tell the story of one customer who went from struggling to succeeding with your product."

Slide 8: Implementation / Timeline

What to include:

• Clear phases with timeline (e.g., Week 1: Setup, Week 2-3: Integration, Week 4: Live)
• What's required from their side vs. yours
• Support resources available

What to avoid:

• Overcomplicating the process
• Hiding time requirements
• Skipping the "what do I need to do?" question

Copy prompt: "How does a customer get from signing to live? What does each week look like?"

Slide 9: ROI / Value

What to include:

• Expected return based on their inputs or industry benchmarks
• Payback period
• Total value over 1-3 years
• Comparison to cost of inaction

What to avoid:

• Unrealistic projections
• ROI without showing your math
• Generic numbers not tied to their situation

Copy prompt: "If they buy today, what does the next 12 months look like in dollars and hours?"

Slide 10: Pricing Overview

What to include:

• Pricing tiers or structure
• What's included at each level
• Recommended plan for their situation

What to avoid:

• Burying the price or being cagey
• Too many options (3 tiers max)
• Surprising them with hidden costs

Copy prompt: "What does it cost, what do they get, and which plan is right for them?"

Slide 11: Next Steps / CTA

What to include:

• Specific next action with timeline ("Start a pilot next week")
• What happens after they say yes
• Your contact information

What to avoid:

• Vague CTAs ("Let's stay in touch")
• Multiple competing next steps
• Ending without energy

Copy prompt: "What is the one thing you want them to do after this meeting?"

Persona Customization Guide

Technical Buyer Deck

Add:

• Architecture diagram slide after Product Walkthrough
• Security and compliance details
• Integration ecosystem and API capabilities
• Technical implementation requirements

Remove or minimize:

• ROI calculations (they care about capability, not cost)
• High-level market trends (they want specifics)

Adjust tone: Precise, no fluff, respect their expertise. Avoid marketing superlatives.

Economic Buyer Deck

Add:

• Detailed ROI slide with calculations shown
• Total cost of ownership comparison
• Risk mitigation and compliance
• Executive summary slide up front

Remove or minimize:

• Technical details and architecture
• Feature-level walkthroughs
• Implementation specifics (they'll delegate)

Adjust tone: Business-focused, outcome-driven. Speak in dollars and percentages.

Champion Deck

Add:

• "Internal selling" slide — key points for them to present to their team
• Quick-win slide — what success looks like in 30 days
• Peer proof — companies like theirs who succeeded
• Objection pre-handling — common pushback they'll face internally

Remove or minimize:

• Deep technical or financial detail
• Anything that requires context they can't relay

Adjust tone: Empowering, equipping. Make them look smart to their boss.

Anti-Patterns

The Feature Dump

Every slide is a feature with a screenshot. No story, no "so what," no connection to the buyer's world. Reps click through it; prospects tune out.

The Wall of Text

Slides with 200+ words. Nobody reads them during a presentation. If the slide requires reading, it belongs in a leave-behind.

The Missing Story Arc

Slides exist in isolation — no narrative flow from problem to solution to proof. The deck feels like a brochure, not a conversation.

The Generic Screenshot

Product screenshots without callouts, annotations, or context. The prospect can't tell what they're looking at or why it matters.

The Premature Demo

Jumping to product features before establishing the problem. The buyer has no frame of reference for why your features matter.

The Kitchen Sink

Trying to address every persona, every use case, every feature in one deck. The result is a 40-slide monster that nobody wants to sit through.

Demo Scripts

demo-scripts.md

Demo Script Templates

Scene-by-scene templates for different call types, with timing, talk tracks, and interaction guidance.

Discovery Call Script

Duration: 30 minutes Goal: Qualify the opportunity, understand pain, map the buying process.

Scene 1: Opening (3 min)

Talk track: > "Thanks for taking the time, [Name]. I've done some research on [Company] but I'd love to hear from you directly. My goal for today is to understand what you're working on and see if there's a fit — and if there's not, I'll tell you that too. Sound good?"

What to establish:

• Set the agenda and time expectation
• Position yourself as a peer, not a pitch person
• Get permission to ask questions

Scene 2: Situation Questions (7 min)

Questions to ask:

• "Can you walk me through how your team handles [relevant process] today?"
• "What tools are you currently using for this?"
• "How many people are involved in this workflow?"
• "How long has this been in place?"

What you're listening for:

• Current process and tools
• Team size and structure
• How established (and how entrenched) the current approach is

Scene 3: Pain Identification (10 min)

Questions to ask:

• "What's the biggest challenge with that process today?"
• "When that breaks down, what happens?"
• "How much time does your team spend on [specific task] per week?"
• "What have you tried to fix this?"
• "If you could wave a magic wand, what would change?"

What you're listening for:

• Specific, quantifiable pain points
• Emotional frustration (not just logical problems)
• Failed attempts to solve this (shows urgency)
• The "magic wand" answer reveals their ideal state

Interaction tip: Take notes visibly. Repeat back what you hear: "So if I understand correctly, the biggest issue is [X], which costs you about [Y] per month. Is that right?"

Scene 4: Impact & Priority (5 min)

Questions to ask:

• "Where does solving this sit on your priority list this quarter?"
• "What happens if you don't solve this in the next 6 months?"
• "Who else is affected by this problem?"
• "Is there budget allocated for solving this?"

What you're listening for:

• Priority level (nice-to-have vs. must-solve)
• Urgency and consequences of inaction
• Organizational breadth of the problem
• Budget signals

Scene 5: Buying Process (3 min)

Questions to ask:

• "If you decided this was the right solution, what does the evaluation process look like?"
• "Who else would be involved in the decision?"
• "Have you evaluated solutions for this before?"
• "What's your timeline for making a decision?"

What you're listening for:

• Decision-making process and stakeholders
• Past evaluation experience (and why they didn't buy)
• Timeline for decision

Scene 6: Close (2 min)

Talk track: > "Based on what you've shared, I think there's a strong fit — specifically around [pain point 1] and [pain point 2]. What I'd suggest as a next step is a 30-minute demo where I can show you exactly how we'd address those. I'll customize it to your workflow. Does [specific date/time] work?"

What to do:

• Summarize the 2-3 key pain points
• Propose a specific next step with a date
• Send a calendar invite before you hang up

First Demo Script

Duration: 30-45 minutes Goal: Show how your product solves their specific pain. Advance to evaluation/pilot.

Scene 1: Opening & Recap (5 min)

Talk track: > "Last time we spoke, you mentioned [pain point 1], [pain point 2], and [goal]. I've put together a demo focused on those three areas. If I've missed anything, flag it and we'll adjust. Sound good?"

What to do:

• Recap discovery findings to show you listened
• Confirm priorities haven't changed
• Set expectation for what they'll see

Scene 2: Workflow 1 — Primary Pain Point (10 min)

Structure:

1. Restate the pain: "You mentioned [specific problem]..."
2. Show the solution: Walk through the workflow step by step
3. Highlight the outcome: "This means [specific benefit]..."

Interaction point (at the 5-min mark): > "How does this compare to how you're handling it today?"

What to avoid:

• Showing every feature of this section
• Getting lost in settings or configuration
• Talking for more than 3 minutes without asking a question

Scene 3: Workflow 2 — Secondary Pain Point (8 min)

Structure: Same as Workflow 1 — restate pain, show solution, highlight outcome.

Interaction point: > "Is this the kind of visibility your team has been asking for?"

Scene 4: Workflow 3 — Differentiator (7 min)

Structure: Show something they can't do today and can't get from competitors.

Talk track: > "This is where we're really different from [competitor/status quo]. [Explain the unique capability]. For example, [Customer] uses this to [specific outcome]."

Interaction point: > "How would your team use this?"

Scene 5: Proof Point (3 min)

Talk track: > "Let me share a quick example. [Customer similar to them] was in a similar situation — [brief challenge]. After implementing, they saw [specific metrics]. Their [role] said [quote]."

What to do:

• Choose a case study that matches their industry, size, or use case
• Keep it brief — this is reinforcement, not a presentation

Scene 6: Close (5 min)

Talk track: > "Based on what we've covered, here's what I'd recommend as next steps: [specific next step]. This typically takes [timeline]. Who else on your team should be involved? I can set up a [follow-up meeting type] for [date]."

What to do:

• Propose a specific next step (not "let me know")
• Identify additional stakeholders to involve
• Set a follow-up date before ending the call
• Send recap email within 2 hours

Technical Deep-Dive Script

Duration: 45-60 minutes Goal: Satisfy technical evaluation criteria. Address architecture, security, and integration concerns.

Scene 1: Opening (3 min)

Talk track: > "I know your goal today is to understand the technical details — architecture, security, integrations, and how this fits your stack. I'll walk through each area and leave plenty of time for questions. What's your top priority for this session?"

Attendees: Typically includes their technical evaluator (engineer, architect, IT lead) plus your SE or solutions engineer.

Scene 2: Architecture Overview (10 min)

Cover:

• High-level architecture diagram
• Infrastructure and hosting (cloud provider, regions)
• Data flow and storage
• Scalability approach
• Uptime SLA and reliability track record

Interaction point: > "How does this compare to your current infrastructure requirements?"

Scene 3: Security & Compliance (10 min)

Cover:

• Certifications (SOC 2, ISO 27001, HIPAA, etc.)
• Data encryption (at rest, in transit)
• Access controls and authentication (SSO, RBAC)
• Audit logging
• Data residency and privacy (GDPR, CCPA)
• Penetration testing cadence

Interaction point: > "What are your must-have security requirements? I want to make sure we address them specifically."

Scene 4: Integrations & API (15 min)

Cover:

• Native integrations relevant to their stack
• API capabilities (REST, GraphQL, webhooks)
• Authentication methods
• Rate limits and data sync frequency
• Live demo of relevant integration

Interaction point: > "Walk me through your current stack — I want to map out exactly how we'd fit in."

Scene 5: Implementation & Migration (5 min)

Cover:

• Implementation timeline and phases
• Data migration process
• Configuration requirements
• Training and onboarding
• Ongoing support model

Interaction point: > "What does your team's capacity look like for implementation? That helps me scope the right timeline."

Scene 6: Q&A and Close (10 min)

Talk track: > "What questions do I need to answer for you to feel confident about the technical fit?"

What to do:

• Answer directly — if you don't know, say so and follow up
• Document all questions for follow-up
• Propose next step (security review, proof of concept, pilot)
• Send technical documentation summary within 24 hours

Executive Overview Script

Duration: 20-30 minutes Goal: Get executive buy-in on the business case. Advance to budget approval or decision.

Scene 1: Opening (2 min)

Talk track: > "Thanks for your time, [Name]. [Champion] has been evaluating [your product] and the results look strong. I'll keep this focused on the business impact and what a partnership looks like. I know your time is valuable so I'll aim to leave 10 minutes for questions."

What to do:

• Be concise — executives punish rambling
• Reference the champion and work done so far
• Set a clear agenda

Scene 2: The Problem & Cost (5 min)

Talk track: > "Based on what [Champion] shared, your team is spending [X hours/$ amount] on [problem]. That's [annual cost]. It's also creating [secondary impact: risk, delays, churn]. This isn't unique to you — it's an industry-wide challenge, and the companies solving it are seeing [outcome]."

What to do:

• Use their numbers, not generic benchmarks
• Connect to metrics they care about (revenue, cost, risk)
• Keep it to 2-3 key points

Scene 3: The Solution & Differentiation (5 min)

Talk track: > "Here's what we do differently. [One-sentence explanation]. For your team specifically, this means [specific benefit 1] and [specific benefit 2]. [Champion]'s team has already seen [early result or reaction from evaluation]."

What to do:

• High-level, not feature-level
• Tie to their strategic priorities
• Reference the champion's evaluation

Scene 4: ROI & Business Case (5 min)

Talk track: > "Here's the business case. Based on your team's numbers: [walk through ROI calculation]. Expected payback period is [X months]. Over 3 years, the total value is [$ amount]. [Customer similar to them] saw [specific result] within [timeframe]."

What to do:

• Show the math, not just the conclusion
• Use conservative estimates (executives discount inflated numbers)
• One strong case study, not three weak ones

Scene 5: Q&A and Decision (5-10 min)

Talk track: > "What questions do you have? And — assuming the business case holds up, what does the decision process look like from here?"

What to do:

• Listen more than talk
• Answer concisely
• Get a clear next step and timeline
• Thank the champion in front of the executive

Interaction Point Guidance

When to Ask Questions During Demos

• After showing each workflow — "How does this compare to your current process?"
• When you see a reaction — "I noticed you reacted to that — what are you thinking?"
• Before moving to the next section — "Any questions on this before we move on?"
• When showing a differentiator — "How would your team use this?"
• At the midpoint — "Are we covering the right things, or should we adjust?"

Questions NOT to Ask During Demos

• "Does that make sense?" (patronizing)
• "Are you still with me?" (implies they're lost)
• "Isn't that cool?" (salesy)
• Rhetorical questions that don't invite real dialogue

How to Handle "Can You Show Me X?"

When a prospect asks to see something during the demo:

1. If it's quick — show it now, then return to your flow
2. If it's a tangent — "Great question. Let me note that and show you after the main flow so we stay on track."
3. If it's not possible — "We don't do that today. Here's how customers handle it: [alternative]."

Never say "I'll get back to you" without writing it down and following up within 24 hours.

Objection Library

objection-library.md

Objection Library

Common B2B SaaS objections with response frameworks. Organized by category for quick reference.

Quick-Reference Table

For live calls. Find the objection, scan the response, reference the proof.

Detailed Objection Responses

Price Objections

"It's too expensive"

Why they say it: May be genuine budget constraint, sticker shock, or negotiation tactic. Often means they don't yet see enough value to justify the cost.

Response approach:

1. Don't defend the price immediately. Ask "Compared to what?"
2. Reframe from cost to investment — what does the problem cost them today?
3. Walk through the ROI calculation together
4. If budget is real, explore smaller starting points

Talk track: > "I hear that. Let me ask — what's the cost of the problem we discussed? You mentioned your team spends [X hours] on [task] every week. At your team's loaded cost, that's roughly [$ amount] per year. Our solution runs [$ price] — so the question is whether eliminating that problem is worth the investment."

Proof point: ROI calculator or case study showing payback period.

Follow-up question: "If the ROI was clear, is this something you'd prioritize this quarter?"

"We don't have budget for this"

Why they say it: Budget may genuinely be allocated. Or they haven't identified budget because priority isn't established.

Response approach:

1. Validate — budget constraints are real
2. Understand timing — when does budget cycle reset?
3. Explore alternatives — pilot, smaller scope, different budget line
4. Help them build the business case to create budget

Talk track: > "Totally understand. Two questions: When does your next budget cycle open? And — if we could show clear ROI with a limited pilot, is that something you could fund from a different line item? Sometimes teams fund this from the efficiency savings it creates."

Proof point: Customer who started with a small pilot and expanded after proving ROI.

Follow-up question: "Would it help if I put together an ROI brief you could share with your finance team?"

"Competitor X is cheaper"

Why they say it: They're comparing prices, possibly without comparing capabilities. May be using competitor price as leverage.

Response approach:

1. Acknowledge the price difference — don't pretend it doesn't exist
2. Shift to total cost of ownership and value delivered
3. Highlight what they lose at the lower price point
4. Share proof from customers who evaluated both

Talk track: > "You're right, [Competitor] is less expensive. Here's what I've seen from teams who evaluated both: [Competitor] works well for [their strength]. Where it falls short is [specific gap]. Customers like [name] actually switched to us after starting with [Competitor] because [specific reason]. The question is whether [specific capability] is worth the difference for your team."

Proof point: Customer who switched from the competitor, with specific reasons.

Follow-up question: "What's most important to your team — the lowest price or the best fit for [their specific need]?"

Timing Objections

"Not the right time"

Why they say it: Competing priorities, organizational change, genuine capacity constraint, or lack of urgency.

Response approach:

1. Understand what's competing for their attention
2. Quantify the cost of waiting
3. Explore low-commitment next steps that keep momentum
4. Set a concrete follow-up date

Talk track: > "I get it — timing matters. Can I ask what's taking priority right now? The reason I bring up timing is that every month of [problem], based on our earlier conversation, costs your team roughly [$ amount]. A 3-month delay is [$ amount]. What if we mapped out a start date that works with your calendar so you're not losing that value?"

Proof point: Cost-of-delay calculation based on their specific numbers.

Follow-up question: "What would need to change for this to move up in priority?"

"Maybe next quarter"

Why they say it: Genuine scheduling, or a polite way of saying "not interested enough right now."

Response approach:

1. Accept the timeline gracefully
2. Propose a small action now that maintains momentum
3. Get a specific date for follow-up
4. Send value in the meantime (content, benchmarks, insights)

Talk track: > "Next quarter works. To make sure we hit the ground running, would it make sense to do [small next step] now? That way when Q[X] starts, you're not starting from scratch. I'll also send over [relevant content] in the meantime. Can we lock in [specific date] to reconnect?"

Proof point: Customer who started the evaluation process early and was live by their target date.

Follow-up question: "Is there anything I can send between now and then that would be helpful?"

Competition Objections

"We already use X"

Why they say it: They have an existing solution and switching has real costs. May be satisfied, or may have frustrations they haven't voiced.

Response approach:

1. Don't trash the competitor — ask how it's working
2. Probe for specific pain points with their current solution
3. Position as complementary if possible, replacement if not
4. Offer a side-by-side comparison or trial

Talk track: > "How's that working for you? Specifically, when it comes to [area where you're stronger] — is that meeting your needs? The reason I ask is that most teams who come to us from [Competitor] tell us [specific pain point] was the tipping point. Not saying that's you, but worth exploring."

Proof point: Customer who switched from that specific competitor.

Follow-up question: "If you could change one thing about your current setup, what would it be?"

"What makes you different?"

Why they say it: They're evaluating options and want a clear differentiator. Sometimes a genuine question, sometimes a test.

Response approach:

1. Don't list features — give the one thing that matters most for their situation
2. Tie the differentiator to their specific pain
3. Back it up with proof
4. Offer to show, not just tell

Talk track: > "For teams like yours — [their industry/size/use case] — the biggest difference is [specific differentiator]. That matters because [connection to their pain]. For example, [Customer] was evaluating us alongside [Competitor] and chose us because [specific reason]. Want me to walk you through how that works?"

Proof point: Case study of a customer who chose you over alternatives.

Follow-up question: "What's the most important criteria for your decision?"

Authority Objections

"I need to check with my boss"

Why they say it: They may not be the decision maker, or they need internal buy-in to proceed. Could also be a stall tactic.

Response approach:

1. Support them, don't pressure them
2. Arm them with materials to sell internally
3. Offer to join a meeting with their boss
4. Understand what their boss cares about

Talk track: > "Absolutely — what would help you make the case? I can put together a one-pager that covers the ROI and addresses the concerns your boss is likely to have. Also happy to jump on a quick call with them if that would be helpful. What does your boss typically prioritize — cost savings, risk reduction, or efficiency?"

Proof point: Champion enablement one-pager, ROI calculator.

Follow-up question: "What questions do you think your boss will ask?"

"A committee decides this"

Why they say it: Enterprise buying involves multiple stakeholders. Genuine process, not a brush-off.

Response approach:

1. Map the buying committee — who's involved and what each person cares about
2. Provide persona-specific materials
3. Offer to present to the committee
4. Help your champion navigate the internal process

Talk track: > "That makes sense. Can you walk me through who's on the committee and what each person cares about? I can tailor materials for each stakeholder so you're not doing all the heavy lifting. I've also got a deck designed for executive presentations if that would be useful."

Proof point: Multi-stakeholder case study showing how different personas were addressed.

Follow-up question: "Who on the committee is most likely to push back, and what would their concern be?"

Status Quo Objections

"What we have works fine"

Why they say it: Inertia is real. The current solution may be adequate, and change has real costs.

Response approach:

1. Agree — don't argue with their experience
2. Shift from "broken vs. fixed" to "good vs. great"
3. Introduce the concept of opportunity cost
4. Show what peers are achieving

Talk track: > "It probably does work — and I wouldn't suggest changing something that's truly meeting your needs. The question I'd ask is: is 'works fine' the bar? Teams using [your product] are seeing [specific outcome]. If you're leaving [X% improvement] on the table, is that worth exploring?"

Proof point: Benchmark data showing what's possible vs. status quo.

Follow-up question: "If there were one area where your current approach could be better, what would it be?"

Technical Objections

"Does it integrate with X?"

Why they say it: Integration is a real requirement. They need to know your product fits their stack.

Response approach:

1. Answer directly — yes, no, or "let me check"
2. If yes, provide specifics (native, API, Zapier, etc.)
3. If no, explain alternatives or workarounds
4. Never bluff — they'll find out during evaluation

Talk track (if yes): > "Yes, we integrate with [X] natively. It takes about [time] to set up. [Customer] runs the same stack and here's how they have it configured."

Talk track (if no): > "We don't have a native integration with [X] today. Here's what customers typically do: [alternative]. We also have an open API that [description]. Would it help to get our technical team on a call to explore options?"

Proof point: Customer using the same tech stack, integration documentation.

Follow-up question: "What other tools are in your stack that we'd need to work with?"

"We have security concerns"

Why they say it: Legitimate concern, especially in regulated industries or enterprise. Non-negotiable for many buyers.

Response approach:

1. Take it seriously — never dismiss security concerns
2. Provide documentation proactively (SOC 2, security whitepaper)
3. Offer to loop in your security team
4. Ask about their specific requirements

Talk track: > "That's exactly the right question to ask. Here's our security overview — we're [SOC 2 Type II / ISO 27001 / etc.] certified, and I can share our full security documentation. We also have a security team that's happy to do a review call with your infosec team. What are your specific requirements?"

Proof point: Security certifications, compliance documentation, customers in regulated industries.

Follow-up question: "Do you have a security questionnaire you'd like us to fill out?"

One Pager Templates

one-pager-templates.md

One-Pager Templates

Templates for different one-pager use cases, with layout guidance and copy prompts.

Product Overview One-Pager

The default one-pager. Introduces your product to someone who knows nothing about you.

Structure

B0

Copy Prompts

• Headline: "What do you do, in one sentence, that makes someone say 'tell me more'?"
• Problem: "What is your buyer struggling with before they find you?"
• Differentiators: "If you could only tell them 3 things, what would make them choose you?"

Use-Case Specific One-Pager

Tailored to a specific workflow, vertical, or problem. More targeted than the product overview.

Structure

B1

When to Use

• Different buyer personas need different one-pagers
• Industry-specific versions (healthcare, fintech, e-commerce)
• Use-case versions (reporting, onboarding, security)

Post-Meeting Leave-Behind

Designed to reinforce a conversation that already happened. Summarizes what you discussed and proposes next steps.

Structure

B2

Tips

• Send within 24 hours of the meeting
• Reference specific things they said (shows you listened)
• Keep proposed next steps concrete and time-bound
• This is the asset your champion forwards to their boss

Champion Enablement One-Pager

Designed specifically for your internal champion to share with their team and leadership. Written to make them look smart.

Structure

B3

Why This Works

• Written in the champion's voice, not yours
• Answers the questions their boss will ask
• Includes peer proof from companies they respect
• Clear ask and timeline to drive internal momentum

Layout Guidance

Visual Hierarchy

1. Headline — Largest text, top of page, immediately communicates value
2. Section headers — Bold, clear, act as scannable anchors
3. Body text — Short sentences, bullet points preferred over paragraphs
4. Proof elements — Metrics and quotes should visually stand out (larger font, color, or callout box)
5. CTA — Prominent placement, bottom of page or bottom-right

Whitespace

• Margins: at least 0.75" on all sides
• Space between sections: enough to visually separate (don't cram)
• If it feels crowded, cut content. Never shrink font below 9pt.

Font Sizing

Color

• Use brand colors for headers and accents
• Keep body text dark (black or near-black) on white
• Limit accent colors to 1-2 for visual consistency
• Use color to draw attention to metrics and CTAs

File Format

• PDF for email attachments and leave-behinds
• Google Slides / PowerPoint for editable versions reps can customize
• Always include both — reps will customize, prospects want clean PDFs

Win Loss Analysis

win-loss-analysis.md

Win-Loss Analysis

How to turn deal outcomes into evidence about why you win and lose, and against whom.

Sources and Their Bias

When sources disagree, prefer the buyer's words over the rep's summary. "Price" in the CRM often turns out to be "didn't see enough value for the price" in the interview.

Coding Scheme

Code each deal with one primary reason, optional secondary reasons, a supporting quote or note, and the source.

Rules:

• One primary reason per deal, so counts add up to the number of deals.
• No reason without a source. If a deal has only a one-word CRM reason, code it but mark it low-confidence.
• Name the competitor that won, or "no decision" or "built in-house." Don't infer it from who was mentioned once.

Interview Questions

Ask within 2-4 weeks of the decision. Have someone other than the deal's rep do it if possible.

• Walk me through how the evaluation started. What triggered it?
• Who else did you look at, and how did the shortlist form?
• What were the 2-3 criteria that mattered most by the end?
• Where did we come out ahead? Where did we fall short?
• Was there a moment the decision tipped? What happened?
• If we'd changed one thing, would it have changed the outcome?

For lost deals, push past "price": "What would you have needed to see to choose us at that price?" Avoid "If we'd been the same price, would you have chosen us?" Polite buyers say yes.

Reading the Results

• Segment before counting: by competitor, segment, deal size, and the stage the deal was lost at.
• Report counts, not percentages, at small sizes. "6 of 9" tells the reader how much to trust it. "67%" hides it.
• Under ~5 deals in a slice, it's a signal to watch. Don't put it on a battle card as a finding yet.
• Separate competitive losses from no-decision. Losing to inaction calls for different fixes than losing to a competitor.
• Look at wins too. The reasons you win against a competitor are what reps should lead with against them.

Report Format

1. Scope: date range, number of deals (won / lost / no decision), sources used
2. Headline findings: 3-5, each with a count, a quote, and the segment it applies to
3. By competitor: win rate where known, top reasons won, top reasons lost
4. Confidence notes: which findings rest on thin or one-sided data
5. Actions: battle card updates, new or revised objection responses, discovery questions, product gaps

Feeding Other Assets