Need
Do I need this?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Solution
Can it work for me?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Trust
Who else is using this?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Objections
And if it doesn't work?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Timing
Do I need it now?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Value
Is it worth the cost?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Need
Do I need this?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Solution
Can it work for me?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Trust
Who else is using this?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Objections
And if it doesn't work?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Timing
Do I need it now?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Value
Is it worth the cost?
Start with clarity, not features. Answer the fundamental questions in their head: what problem does this solve, why does it matter to someone in their role, and what changes if they use it. This isn't about convincing, it's about orientation. If they don't understand the basics, nothing else lands.
Solution
How can it work for me?
Address the specific doubts holding them back. Not general questions like "What is your pricing?" but the real hesitations like "Will this work with our existing systems?" or "How long until we see results?" Each answer should move them closer to yes by removing a specific barrier.
Urgency
Why now and not later
Anticipate the pushback before they voice it. "This sounds good, but we don't have time to implement" or "but our team won't adopt it." Surface these objections proactively and handle them with evidence, not deflection. Show you've thought through their concerns better than they have.
Trust
Who else is using this
Let proof come from peers, not you. Case studies, testimonials, and specific results from companies like theirs. The key is specificity—not "increased efficiency" but "reduced XYZ for a 50-person team" Their words carry weight yours never will. Use your customer stories as a vehicle to explain the value your customers get.
Trust
Who else is using this
Let proof come from peers, not you. Case studies, testimonials, and specific results from companies like theirs. The key is specificity—not "increased efficiency" but "reduced XYZ for a 50-person team" Their words carry weight yours never will. Use your customer stories as a vehicle to explain the value your customers get.
Trust
Who else is using this
Let proof come from peers, not you. Case studies, testimonials, and specific results from companies like theirs. The key is specificity—not "increased efficiency" but "reduced XYZ for a 50-person team" Their words carry weight yours never will. Use your customer stories as a vehicle to explain the value your customers get.
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