The right question is a tool for uncovering the actual need.
UNDERSTAND THE NEED FIRST — THEN PROPOSE A SOLUTION
The right question is a tool for uncovering the actual need.
The goal is not to ask as many questions as possible. It is to choose the right question at the right time, to understand what the client actually needs, why they need it, what they consider important and what might prevent them from proceeding.
PV5: A good question can reveal a need, a priority, a decision criterion, the cost of inaction or the actual cause of an objection.
Four stages to understand the need more deeply and reduce objections before they arise.
HOW TO USE THE 101 QUESTIONS
Four stages to understand the need more deeply and reduce objections before they arise.
01 / UNDERSTANDING
I understand
The current situation, problem, needs, priorities, motivations and decision process.
02 / VALUE
I reveal value
The desired outcome, benefit, impact and cost of making no change.
03 / HANDLING
I prevent & and explore objections
Through effective exploration, I prevent many objections. If a concern arises, I first discover exactly what lies behind it.
04 / COMMITMENT
I define the next step
I explore what is needed for a decision, commitment or specific follow-through.
Do not present a solution before you understand the client’s reality.
01 • UNDERSTANDING
Do not present a solution before you understand the client’s reality.
Use the questions selectively. They are not a list you must exhaust.
NEED & PROBLEM
“What is the most important problem you want to solve right now?”
Goal: identify the actual issue, rather than merely the initial request.
CURRENT SITUATION
“How do you handle it today, and what is not working as you would like?”
Goal: understand the existing solution and its gaps.
PRIORITY
“How important is this compared with your other priorities?”
Goal: distinguish a genuine priority from simple interest.
DECISION
“How do you usually make decisions about a purchase like this, and who else is involved?”
Goal: know the process and the people who influence the decision.
Additional UNDERSTANDING questions
What would you change about the current process if you could?
What is preventing you from achieving your goal?
What have you already tried?
What did not work in previous solutions?
What are your main selection criteria?
Have you evaluated other alternatives?
What led you to consider a change now?
When would you ideally like the issue to be resolved?
Value becomes stronger when the client discovers it with you.
02 • VALUE
Value becomes stronger when the client discovers it with you.
DESIRED OUTCOME
“If you solved this problem, what would be the most important outcome for you?”
Moves the discussion from the feature to the outcome.
IMPACT
“How does this problem currently affect time, cost, productivity or sales?”
Helps give the problem a specific dimension.
COST OF INACTION
“If nothing changes, what will the consequences be over the coming months?”
Reveals the cost of not deciding, without artificial pressure.
INVESTMENT VALUE
“If you achieve the outcome you want, what value would that have for you or your business?”
Connects the investment with the desired outcome.
Take care: Do not “manufacture” a need or urgency. Value must arise from actual facts and what the client themselves considers important.
PRACTICAL USE
WHAT IT MEANS → WHAT TO DO → AN EXAMPLE
Do not try to remember dozens of questions. First understand what you want to discover, choose the right question and listen carefully to the answer.
101 questions to understand the client’s actual need before proposing a solution.
101 PV5 QUESTIONS • DISCOVERING THE ACTUAL NEED
101 questions to understand the client’s actual need before proposing a solution.
This is not a questionnaire you must exhaust. Choose the questions that suit the specific conversation, listen carefully and build on the client’s answers. The purpose is to understand their need precisely, so your proposal is more relevant and fewer objections arise.
Purpose of the 101 questions: DISCOVER to uncover needs and the current situation • VALUE to understand the desired outcome, value and priority • RESOLVE to identify concerns, risks and possible obstacles early • COMMIT to clarify the decision and next step. Better understanding leads to a more focused proposal and fewer objections.
DISCOVER • NEEDS & CURRENT SITUATION
001 What is the most important issue you want to improve at this time? ＋
Goal: Identifies the main need and avoids rushing to present a solution.
Example: The client says they “want to be better organised”. The question helps clarify whether the main problem is time, cost, sales or service.
PV5 • DISCOVER
002 If you could change one element of the current process, what would it be? ＋
Goal: Reveals the area with the greatest need for improvement.
Example: In a business experiencing delays, the client may answer: “I would first change how orders pass from one department to another”.
PV5 • DISCOVER
003 What are your main priorities for the coming months? ＋
Goal: Connects the discussion to actual business or personal priorities.
Example: If the client mentions growth, cost reduction and better service, the salesperson asks them to clarify which of the three comes first.
PV5 • DISCOVER
004 What outcome do you want to have achieved six months from today? ＋
Goal: Turns a general need into a specific desired outcome.
Example: The client may say: “In six months, I want us to have reduced service time from two days to one”.
PV5 • DISCOVER
005 What is preventing you from getting there today? ＋
Goal: Reveals obstacles, constraints and actual causes.
Example: If the goal is more sales, it may emerge that the main obstacle is not leads but poor follow-up.
PV5 • DISCOVER
006 How do you currently handle this particular issue? ＋
Goal: Shows the existing solution and starting point.
Example: The client explains that they currently use Excel and telephone reminders. The salesperson understands the actual starting point.
PV5 • DISCOVER
007 What works well in the current solution, and what does not? ＋
Goal: Avoids dismissing what already exists and reveals the actual gaps.
Example: The client says: “The solution is simple and the team knows it, but we waste time and lack a clear picture”.
PV5 • DISCOVER
008 What matters most to you: results, quality, speed, support or cost? ＋
Goal: Reveals the main evaluation criteria.
Example: The client may answer: “I do not want the cheapest solution; my main concern is immediate support when there is a problem”.
PV5 • DISCOVER
009 How do you usually make decisions about a purchase like this? ＋
Goal: Maps the decision process.
Example: The client explains that they first evaluate it themselves, then seek a technical opinion, and management gives final approval.
PV5 • DISCOVER
010 Who else needs to participate or agree? ＋
Goal: Identifies decision makers and influencers.
Example: The contact may say: “The finance director will also need to agree”. This prevents the salesperson reaching the end and suddenly hearing “I need to ask”.
PV5 • DISCOVER
DISCOVER • PROBLEM, IMPACT & MOTIVATIONS
011 How does the problem affect your everyday operations? ＋
Goal: Moves the discussion from the symptom to the actual impact.
Example: The client says the problem forces them to spend two hours a day on corrections. The need becomes specific.
PV5 • DISCOVER
012 What have you already tried to solve it? ＋
Goal: Shows previous efforts and the client’s level of readiness.
Example: The client mentions that they have already changed supplier and tried new software without the expected result.
PV5 • DISCOVER
013 What did not work in the previous efforts? ＋
Goal: Helps avoid making the same proposal in different packaging.
Example: If the previous solution failed because it was difficult to use, the salesperson knows ease of use must be a core part of the new proposal.
PV5 • DISCOVER
014 If it were resolved immediately, what would be the first benefit you would see? ＋
Goal: Reveals the most immediate desired outcome.
Example: The client answers: “I would stop wasting time on manual checks”. This shows which benefit has the greatest immediate value.
PV5 • DISCOVER
015 How would it positively affect your team, work or business? ＋
Goal: Connects the solution to a broader operational benefit.
Example: The client explains that a better solution would free up the team’s time and reduce customer complaints.
PV5 • DISCOVER
016 What does it currently cost you in time, money, lost opportunities or productivity? ＋
Goal: Gives the need a measurable dimension.
Example: If 10 working hours are lost each week, the salesperson can now connect the solution to an actual cost, rather than general promises.
PV5 • DISCOVER
017 If nothing changes, what do you think will happen? ＋
Goal: Reveals the cost of inaction without artificial pressure.
Example: The client says: “If we continue like this, we will need another person in six months”. The cost of inaction emerges from the client themselves.
PV5 • DISCOVER
018 What is the greatest challenge concerning this issue? ＋
Goal: Distinguishes the main problem from secondary ones.
Example: Among several problems, the client identifies delayed responses to customers as the greatest challenge.
PV5 • DISCOVER
019 What would make your everyday work noticeably easier? ＋
Goal: Reveals practical value that is often not expressed as a financial benefit.
Example: The client may say: “Not having to search three different files every time I need to find one piece of information”.
PV5 • DISCOVER
020 If you could remove one obstacle from the current process, which would you choose? ＋
Goal: Prioritises pain points.
Example: If there are five difficulties, the client chooses lost orders as the most important. This is where the proposal should focus first.
PV5 • DISCOVER
VALUE • BUDGET & VALUE
021 Has a budget been allocated to address this issue? ＋
Goal: Explores financial readiness without starting with price.
Example: The client answers that an amount has already been approved for the project. The salesperson knows the need has moved beyond initial exploration.
PV5 • VALUE
022 What level of investment could you consider if the solution demonstrates its value? ＋
Goal: Connects budget and outcome.
Example: The client says: “If we can demonstrate that we save 30 hours a month, we can consider up to X amount”.
PV5 • VALUE
023 How do you usually assess the return on an investment like this? ＋
Goal: Reveals the client’s ROI criteria.
Example: One company may measure the investment by payback time, while another measures it by fewer errors. The proposal must address their own measure.
PV5 • VALUE
024 What is the financial consequence if the problem remains as it is? ＋
Goal: Turns inaction into a comparable cost.
Example: The client calculates that delays cost around €1,000 per month. Comparing this with the investment becomes meaningful.
PV5 • VALUE
025 If a clear financial or operational benefit were demonstrated, would investing make sense? ＋
Goal: Checks whether value can overcome the initial resistance to price.
Example: If the client answers “yes, provided the savings are proven”, the discussion moves from price to value.
PV5 • VALUE
026 When evaluating cost, what matters most: initial price, quality, speed or the overall result? ＋
Goal: Clarifies what 'expensive' means to the client.
Example: The client says: “I will pay more if I have reliability and fast support”. “Expensive” acquires a specific meaning.
PV5 • VALUE
027 Have you chosen a lower price in the past? What was the result? ＋
Goal: Reveals experiences that affect the current attitude.
Example: The client recalls that a cheaper option required many corrections. This helps them evaluate the overall result rather than just the initial price.
PV5 • VALUE
028 Who approves the budget or final expenditure? ＋
Goal: Maps financial approval.
Example: The contact explains that they make the recommendation, but the owner gives final financial approval.
PV5 • VALUE
029 Are you more concerned with the initial price or the total cost of use and ownership? ＋
Goal: Moves the discussion from price to total value.
Example: For long-term equipment or services, the client may see that a lower purchase price with high maintenance costs ultimately costs more.
PV5 • VALUE
030 If you achieve the outcome you want, what value would that have for you? ＋
Goal: Helps the client define value in their own words.
Example: The client says: “If we gain an hour a day per person, the value to us is far greater than the price difference”.
PV5 • VALUE
DISCOVER • DECISION PROCESS
031 What steps do you usually follow before approving a purchase like this? ＋
Goal: Maps the entire decision process.
Example: The client describes technical review, quotation, comparison and management approval. The salesperson knows how to organise the next steps.
PV5 • DISCOVER
032 Who participates in the evaluation, and who has final responsibility? ＋
Goal: Distinguishes the user, influencer and final decision maker.
Example: It emerges that the user evaluates functionality, IT evaluates security and the CEO gives final approval.
PV5 • DISCOVER
033 What criteria must the solution meet? ＋
Goal: Reveals essential requirements.
Example: The client defines the essentials as compatibility with the existing system, training and support within 24 hours.
PV5 • DISCOVER
034 How much time does a decision like this usually take? ＋
Goal: Helps plan realistic follow-up.
Example: If the internal process takes three weeks, the salesperson does not press for a decision “by tomorrow” and plans appropriate follow-up.
PV5 • DISCOVER
035 Are there contracts or commitments that affect the timing? ＋
Goal: Reveals external constraints.
Example: The client explains that the existing contract expires in December. This determines when a transition makes sense.
PV5 • DISCOVER
036 What would help you decide with greater confidence? ＋
Goal: Reveals missing information or evidence.
Example: The client says: “I want to see a real case and exactly how the transition will happen”. The salesperson now knows what evidence is missing.
PV5 • DISCOVER
037 What might delay or block the decision? ＋
Goal: Brings potential obstacles to the surface early.
Example: The client mentions that the decision may be blocked if IT does not approve the integration. The obstacle appears before the final proposal.
PV5 • DISCOVER
038 Have you made a similar decision in the past? What did you learn from that experience? ＋
Goal: Reveals expectations and fears.
Example: The client explains that they previously bought a solution that the team did not adopt. The salesperson understands why they now fear implementation.
PV5 • DISCOVER
039 What would make this decision easier for you? ＋
Goal: Shows what is needed to reduce perceived risk.
Example: The client answers: “A clear implementation plan and a support contact”. This shows how risk can be reduced.
PV5 • DISCOVER
040 If everything were right, when would you ideally like to start? ＋
Goal: Defines the desired timeframe.
Example: The client wants to start on 1 November. The proposal can now include a realistic schedule.
PV5 • DISCOVER
DISCOVER • ALTERNATIVES & COMPETITION
041 What other options have you already considered? ＋
Goal: Shows the competitive context.
Example: The client has already considered two competing solutions and the option of making no change. The salesperson sees the full context.
PV5 • DISCOVER
042 What did you like and dislike about the other options? ＋
Goal: Reveals criteria the client is already using.
Example: The client says they liked the price but not the support in one solution, and the reverse in the other. The actual criteria become visible.
PV5 • DISCOVER
043 Have you previously worked with a supplier on the same issue? ＋
Goal: Reveals previous experiences.
Example: The client previously worked with a supplier who was slow to respond. This experience explains why they now give weight to support.
PV5 • DISCOVER
044 What made you consider new options rather than continuing as you are? ＋
Goal: Reveals the trigger for change.
Example: The client says: “We managed until now, but the volume has doubled”. This is the actual trigger for change.
PV5 • DISCOVER
045 What would we need to do better for you to choose us? ＋
Goal: Directly asks about differentiation criteria.
Example: The client answers: “I want faster support and clearer training”. The salesperson knows where they actually need to differentiate.
PV5 • DISCOVER
046 Is there a solution or supplier you consider a benchmark? Why? ＋
Goal: Reveals the benchmark and expectations.
Example: The client considers a supplier a benchmark because of reliability rather than price. This reveals the benchmark.
PV5 • DISCOVER
047 How do you compare our proposal with the others so far? ＋
Goal: Shows perception gaps before closing.
Example: The client says: “Your solution seems more comprehensive, but I still do not understand how easy it is to implement”. A gap becomes specific.
PV5 • DISCOVER
048 What is the most important criterion when choosing a supplier? ＋
Goal: Prioritises differentiating factors.
Example: The client answers that reliable delivery matters above all else. The presentation must demonstrate exactly that.
PV5 • DISCOVER
049 What would you like to work differently compared with what you have seen? ＋
Goal: Reveals unmet needs.
Example: The client says: “All the solutions I have seen require a lot of training time”. This reveals an unmet need.
PV5 • DISCOVER
050 How important are reliability and support after purchase to you? ＋
Goal: Reveals value beyond price.
Example: The client may say: “I want to know that after the purchase, I can reach a person when I need one”. Support becomes part of the value.
PV5 • DISCOVER
RESOLVE • EVIDENCE, RISK & TRUST
051 Would a trial or pilot implementation help before you commit? ＋
Goal: Checks whether evidence can reduce risk.
Example: The client hesitates to commit for a year but accepts a one-month pilot. Risk is reduced without pressure.
PV5 • RESOLVE
052 What would you need to see in a trial to feel confident? ＋
Goal: Defines success criteria in advance.
Example: Before the pilot, you agree that success means 20% less processing time and a positive evaluation from the team.
PV5 • RESOLVE
053 If we demonstrate that the solution meets your requirements, what will the next step be? ＋
Goal: Connects evidence and commitment.
Example: After a successful trial, the client agrees that the next step will be a presentation to the finance director.
PV5 • RESOLVE
054 Do you have experience with a similar solution? What did you like or find difficult? ＋
Goal: Reveals preconceptions from the past.
Example: The client had a similar system that was complicated. The salesperson knows they must demonstrate simplicity and training.
PV5 • RESOLVE
055 Would seeing real implementation examples help you? ＋
Goal: Explores the need for social proof.
Example: The client asks to see how a similar company used the solution and what results it achieved.
PV5 • RESOLVE
056 What is preventing you from feeling ready to decide today? ＋
Goal: Looks for the actual objection.
Example: The client says: “I like the solution, but I fear the transition”. The actual objection is implementation rather than price.
PV5 • RESOLVE
057 What is the biggest obstacle to investing? ＋
Goal: Distinguishes financial, technical, organisational or political obstacles.
Example: The client answers that the greatest obstacle is the team’s available time rather than the budget.
PV5 • RESOLVE
058 What would make the decision feel safer for you? ＋
Goal: Turns fear into a specific request.
Example: The client says: “I would feel safer if there were a clear support plan for the first month”.
PV5 • RESOLVE
059 Would it help to speak with someone who has already implemented a similar solution? ＋
Goal: Checks whether peer validation has value.
Example: A prospective client may ask to speak with an existing client who had similar needs before deciding.
PV5 • RESOLVE
060 What is the one thing we must demonstrate for you to proceed? ＋
Goal: Reveals the decisive piece of evidence.
Example: The client answers: “You must demonstrate that the system connects to our ERP”. This becomes the critical piece of evidence.
PV5 • RESOLVE
RESOLVE • TIME & PRIORITY
061 How urgent is this particular issue really? ＋
Goal: Distinguishes genuine urgency from simple interest.
Example: The client says the issue is important but not urgent. The salesperson avoids artificial pressure and explores its actual priority.
PV5 • RESOLVE
062 What will the consequences be if it remains unresolved for another six months? ＋
Goal: Reveals the impact of postponement.
Example: The client calculates that six more months mean further delays and two lost major opportunities.
PV5 • RESOLVE
063 When would be the ideal time to start the change? ＋
Goal: Defines realistic timing.
Example: The client explains that the best time is after the high season ends, when the team will have time for implementation.
PV5 • RESOLVE
064 What other priorities compete with this decision? ＋
Goal: Shows where the issue sits in the internal ranking.
Example: The client is dealing simultaneously with a new shop, recruitment and a system change. The purchase must be assigned the right priority.
PV5 • RESOLVE
065 Is there a specific deadline that must be considered? ＋
Goal: Identifies actual deadlines.
Example: It emerges that the solution must be working before the new season starts. There is an actual deadline.
PV5 • RESOLVE
066 How long have you been looking for a solution? ＋
Goal: Shows the level of readiness and fatigue from the search.
Example: The client has been searching for a solution for eight months. This suggests specific reasons may explain why they have not yet decided.
PV5 • RESOLVE
067 If you do not proceed now, what timing would be more realistic? ＋
Goal: Turns vague postponement into a specific time.
Example: If the client says “not now, perhaps in January”, the salesperson can agree on a specific time to reconnect.
PV5 • RESOLVE
068 Are time and resources available for implementation? ＋
Goal: Checks implementation capacity.
Example: The company wants the solution but has no person available for the project. Implementation must be planned around this constraint.
PV5 • RESOLVE
069 Are there events or projects that affect the decision date? ＋
Goal: Connects timing with the actual business calendar.
Example: The client explains that the office relocation must first be completed. Timing connects with an actual event.
PV5 • RESOLVE
070 What has held you back from proceeding until now? ＋
Goal: Looks for the actual cause of the delay.
Example: The client reveals that they are delaying because they fear the team’s reaction. The salesperson can now address the actual cause.
PV5 • RESOLVE
VALUE • PERSONAL IMPACT & MOTIVATION
071 How would a successful solution affect you personally? ＋
Goal: Reveals personal benefit and motivation.
Example: The client says: “I would stop receiving daily complaints and have more time for my team”.
PV5 • VALUE
072 If you achieve this goal, what would it mean for your role? ＋
Goal: Connects the outcome with personal success.
Example: A manager may answer: “If it succeeds, I can show that my department achieved its target without additional staff”.
PV5 • VALUE
073 Which concern about this issue matters most to you? ＋
Goal: Reveals an emotional driver without dramatisation.
Example: The client says their greatest concern is whether the change will interrupt operations. The discussion must address that fear.
PV5 • VALUE
074 Which indicators are used to measure your success? ＋
Goal: Connects the solution to personal KPIs.
Example: If the manager is evaluated by delivery time and error rate, the solution’s value must connect with those indicators.
PV5 • VALUE
075 What matters most to you in a supplier relationship? ＋
Goal: Reveals relationship value.
Example: The client says they want a supplier who responds quickly and takes responsibility when a problem occurs.
PV5 • VALUE
076 What is your biggest fear concerning this decision? ＋
Goal: Brings perceived risk to the surface.
Example: The client answers: “I fear we will pay and the team will not use it in the end”. This is the actual perceived risk.
PV5 • VALUE
077 If the solution proves successful, what will change in the long term? ＋
Goal: Reveals strategic value.
Example: The client sees that a successful solution would allow them to handle twice the volume without a corresponding cost increase.
PV5 • VALUE
078 What concerns you most about implementation? ＋
Goal: Reveals adoption concerns.
Example: The client worries that the transition will require many days of downtime. The salesperson must explain the implementation plan specifically.
PV5 • VALUE
079 What would make the process easier for you and your team? ＋
Goal: Shows where support is needed.
Example: The client requests training in small groups and support during the first two weeks. These must be included in the proposal.
PV5 • VALUE
080 Is there something important we have not yet discussed? ＋
Goal: Gives space for an unexpressed need or objection.
Example: Shortly before the proposal, the client says: “We have not discussed what happens if we need additional users”. A potential future obstacle appears in time.
PV5 • VALUE
COMMIT • PURCHASING PROCESS & APPROVAL
081 What is the standard internal process for approving a new solution? ＋
Goal: Defines specific steps after agreement.
Example: The client describes that after agreement, technical review, legal review and management signature are required.
PV5 • COMMIT
082 Who will participate in final approval? ＋
Goal: Identifies all stakeholders.
Example: It emerges that IT, the finance director and the general manager participate in final approval. Communication must address everyone’s needs.
PV5 • COMMIT
083 Who has final responsibility for selection? ＋
Goal: Clarifies authority.
Example: The contact says: “I make the recommendation, but the CEO decides”. The salesperson does not confuse influence with final authority.
PV5 • COMMIT
084 Have you completed a similar purchase before? What should we watch for? ＋
Goal: Uses previous experience for a smoother process.
Example: The client recalls that legal review delayed a previous purchase. This time, it can start earlier.
PV5 • COMMIT
085 What obstacles might arise during the approval process? ＋
Goal: Prepares proactive resolution.
Example: The client mentions that data security policy may be an obstacle. The review takes place before the agreement reaches its final stage.
PV5 • COMMIT
086 Who will take responsibility for implementation on your side? ＋
Goal: Identifies the implementation owner.
Example: The company assigns a project manager on its side. The salesperson knows who to coordinate implementation with.
PV5 • COMMIT
087 Is there already a specific budget for the purchase? ＋
Goal: Confirms the financial framework before the final proposal.
Example: The client confirms an approved budget of €15,000. The final proposal is designed within the actual framework.
PV5 • COMMIT
088 How flexible is the budget if additional value is demonstrated? ＋
Goal: Checks flexibility without pressure.
Example: The client says they can increase the budget if training is demonstrably included and working time is substantially reduced.
PV5 • COMMIT
089 Are there legal, technical or contractual requirements that must be met? ＋
Goal: Prevents late-stage blockers.
Example: Before the final quotation, a requirement for a specific certification or contract term emerges. This avoids a blockage at the end.
PV5 • COMMIT
090 What else do you need to feel comfortable proceeding? ＋
Goal: Final readiness check.
Example: The client answers: “I only need final technical confirmation”. The last obstacle becomes clear and specific.
PV5 • COMMIT
COMMIT • AFTER THE DECISION & IMPLEMENTATION SUCCESS
091 How will you measure whether the solution succeeded after implementation? ＋
Goal: Defines success criteria from the start.
Example: You agree in advance that success means 25% fewer errors within the first three months.
PV5 • COMMIT
092 What level of support do you expect after the purchase? ＋
Goal: Aligns service expectations.
Example: The client expects telephone support on the same day, rather than simply an email within 48 hours. The expectation is clarified before purchase.
PV5 • COMMIT
093 Who will evaluate the results after implementation? ＋
Goal: Assigns ownership of the evaluation.
Example: You designate the operations manager to review results after 60 days. There is a specific person responsible for evaluation.
PV5 • COMMIT
094 What can we do to make the implementation experience smooth? ＋
Goal: Reveals onboarding needs.
Example: The client requests data transfer over the weekend and training before launch. Onboarding adapts to actual needs.
PV5 • COMMIT
095 Does your team need training or onboarding? ＋
Goal: Anticipates adoption support.
Example: It emerges that ten users have never used a similar system. Training becomes part of implementation rather than a later surprise.
PV5 • COMMIT
096 How often would follow-up be useful? ＋
Goal: Agrees the communication cadence.
Example: The client prefers weekly follow-up in the first month, then once a month. A specific rhythm is agreed.
PV5 • COMMIT
097 If there is a problem, which communication channel do you prefer? ＋
Goal: Defines the service approach.
Example: The client says they want a telephone call for urgent problems and prefer email for simple questions. Service adapts accordingly.
PV5 • COMMIT
098 What would make your experience with us excellent rather than simply satisfactory? ＋
Goal: Reveals expectations beyond the minimum.
Example: The client answers: “Not having to chase you for updates”. This becomes a clear expectation for an excellent experience.
PV5 • COMMIT
099 Would you like to give us feedback so we can improve our collaboration? ＋
Goal: Builds a continuous improvement mechanism.
Example: You agree on a brief evaluation each quarter, so problems are corrected in time and the collaboration improves.
PV5 • COMMIT
100 If the collaboration delivers as you expect, would you feel comfortable recommending us? ＋
Goal: Explores advocacy without taking it for granted.
Example: After successful implementation, the client says they would be willing to recommend you to an associate — without this being a condition of purchase.
PV5 • COMMIT
101 Is there anything else you want to clarify before we agree on the next step? ＋
Goal: Gives a final opportunity for an unresolved objection to emerge.
Example: Before the discussion ends, the client says: “I just want to clarify the delivery time”. The last open issue is resolved before the next step is agreed.
PV5 • COMMIT
The 101 questions help prevent many objections through better understanding. When an objection does arise,…
WHEN AN OBJECTION ARISES
The 101 questions help prevent many objections through better understanding. When an objection does arise, first discover what it actually means.
QUERY
“I did not understand…”
Requires clarification or better information.
CONCERN / RISK
“What if it does not work?”
Requires understanding the fear and providing evidence.
POSTPONEMENT
“I will think about it.”
May conceal an actual objection or a lack of priority.
A REAL NO
“I am not interested.”
Respect the decision. Selling is not coercion.
Even with an objection, first ask. Then respond.
03 • EXPLORING THE CONCERN
Even with an objection, first ask. Then respond.
An objection may indicate that something has not yet been understood, substantiated or properly connected to the client’s need. Do not respond mechanically; use questions to find the actual cause.
01
I LISTEN
I do not interrupt. I let the client finish.
02
I CLARIFY
“When you say expensive, what are you comparing it with?”
03
I CONFIRM
“So your main concern is… Correct?”
04
I EXPLORE
I check whether something deeper lies behind the first objection.
05
I RESPOND
I address the actual issue with evidence, value and clarity.
06
I CHECK
“Does this address your concern?”
The right questions reduce objections; they do not eliminate them all. When one arises, do not memorise…
WHEN AN OBJECTION STILL REMAINS
The right questions reduce objections; they do not eliminate them all. When one arises, do not memorise responses. Ask questions to find the actual cause.
“IT IS EXPENSIVE”
Clarify first.
Ask: “When you say expensive, do you mean it exceeds the available budget, or that you do not yet see enough value relative to the price?”
“I WANT TO THINK ABOUT IT”
Discover what needs thought.
Ask: “Of course. What is the main point you want to evaluate further before deciding?”
“IT IS NOT THE RIGHT TIME”
Check whether it is timing or priority.
Ask: “What would need to change for it to become the right time?”
“WE HAVE NO BUDGET”
Do not assume this means “no”.
Ask: “Is the issue that no budget is available now, or that this particular need does not yet have enough priority?”
“WE ARE SATISFIED WITH WHAT WE HAVE”
Respect the existing solution.
Ask: “What do you value most in your current solution, and what would you improve if you could?”
“I WANT TO SEE OTHER QUOTATIONS TOO”
Learn the comparison criteria.
Ask: “Which 2–3 criteria will carry the greatest weight when you compare the options?”
“I NEED TO SPEAK WITH…”
Understand the decision process.
Ask: “What will that person need to know to evaluate the proposal properly?”
“SEND ME INFORMATION”
Do not send general material without direction.
Ask: “Gladly. Which topic should the information mainly cover to be truly useful to you?”
20 common objections and the clarifying question that helps you understand what actually lies behind each one.
20 COMMON OBJECTIONS • SUPPLEMENTARY TOOL
20 common objections and the clarifying question that helps you understand what actually lies behind each one.
OBJECTION 01
“It is too expensive.”
Clarifying question: “When you say ‘expensive’, is it a matter of available budget, or is the value relative to the price not yet clear enough?”
OBJECTION 02
“I want to think about it.”
Clarifying question: “What is the main point you want to evaluate further before deciding?”
OBJECTION 03
“It is not the right time.”
Clarifying question: “What would need to change for it to become the right time?”
OBJECTION 04
“We have no budget.”
Clarifying question: “Is no budget available now, or does the issue not yet have enough priority?”
OBJECTION 05
“We are satisfied with what we have.”
Clarifying question: “What do you value most in the current solution, and what would you improve if you could?”
OBJECTION 06
“I want to see other quotations too.”
Clarifying question: “Which 2–3 criteria will carry the greatest weight in the comparison?”
OBJECTION 07
“I need to speak with my associate / CEO / management.”
Clarifying question: “What will that person need to know to evaluate the proposal properly?”
OBJECTION 08
“Send me information.”
Clarifying question: “Which topic should the information mainly cover to be truly useful to you?”
OBJECTION 09
“The competitor is cheaper.”
Clarifying question: “Beyond price, which criteria will determine which solution offers greater overall value for you?”
OBJECTION 10
“I want a better price.”
Clarifying question: “If the price remains the same, which part of the value do we need to substantiate better for the investment to make sense?”
OBJECTION 11
“I do not want to change supplier.”
Clarifying question: “What keeps you satisfied with the current relationship, and what would need to happen for you to consider a change?”
OBJECTION 12
“We have no time for implementation.”
Clarifying question: “Which part of implementation concerns you most, and what would make the transition manageable?”
OBJECTION 13
“I am not sure we need it.”
Clarifying question: “What outcome would need to be missing today for you to consider that there is an actual need?”
OBJECTION 14
“We have other priorities.”
Clarifying question: “Where does this issue sit compared with other priorities, and what would move it higher?”
OBJECTION 15
“I fear it will not work.”
Clarifying question: “Which specific outcome or risk do you want us to demonstrate before you feel confident?”
OBJECTION 16
“We tried something similar and failed.”
Clarifying question: “What exactly did not work then, so we can ensure it will not be repeated?”
OBJECTION 17
“I do not want a commitment.”
Clarifying question: “Which aspect of the commitment concerns you most: duration, cost, flexibility or something else?”
OBJECTION 18
“I want a trial first.”
Clarifying question: “What must the trial demonstrate for you to consider it worth proceeding?”
OBJECTION 19
“I am not the decision maker.”
Clarifying question: “Who makes the final decision, and how can we help them evaluate it properly?”
OBJECTION 20
“I will call you.”
Clarifying question: “To avoid pressuring you, when would it be reasonable for me to follow up if we have not spoken by then?”
Closing is not pressure. It is a clear agreement on the next step.
04 • COMMITMENT
Closing is not pressure. It is a clear agreement on the next step.
READINESS
“Is there anything important we have not yet covered?”
DECISION
“Based on what we have discussed, what do you consider the right next step?”
OBSTACLE
“What might still prevent you from proceeding?”
NEXT STEP
“If we agree that this is the right solution, when would you like us to start?”
Four directions worth remembering to understand the need before proposing a solution.
QUICK GUIDE • NEED BEFORE SOLUTION
Four directions worth remembering to understand the need before proposing a solution.
UNDERSTANDING
What is really happening?
“What is the most important problem you want to solve?”
VALUE
Why is it worth changing?
“What will change for you if you achieve the outcome you want?”
HANDLING
What lies behind the objection?
“What exactly is the point that concerns you?”
COMMITMENT
What is the next step?
“What is needed for us to proceed?”
After your next meeting, do not evaluate only what the client said. Evaluate what you asked as well.
APPLYING IT IN PRACTICE
After your next meeting, do not evaluate only what the client said. Evaluate what you asked as well.
Which question gave me the most useful information?
At what point did I speak more than I should have?
Did I respond to an actual objection or to my own assumption?
What different question will I ask in the next discussion?
Knowledge becomes more useful when you know what you need to improve first.
WANT TO SEE WHERE YOU NEED TO FOCUS?
Knowledge becomes more useful when you know what you need to improve first.
The FREE PV5 SALES ASSESSMENT helps you see the areas worth focusing on. You can then use the questions and tools on this page in a more targeted way.
FREE PV5 Sales AssessmentA professional salesperson does not start with the solution. They start with the client’s actual need. The…
REMEMBER
A professional salesperson does not start with the solution. They start with the client’s actual need. The better they understand, the more accurately they recommend — and the fewer objections they create.
UNDERSTANDING → VALUE → HANDLING → COMMITMENT