Produce a list of requirements, evidence, outstanding approvals and a realistic decision sequence.
The situation
In this fictional brief, opportunities lose their owner between discovery and proposal. The buyer wants a named owner and a dated next action on each active opportunity. Your offer is a CRM rollout for a 20-person sales team, but you must first establish whether its scope addresses the actual need.
A relevant delivery constraint is that the team cannot migrate data during quarter-end. Treat that as a fact in the exercise; do not remove it to make the sale easier.
| Your counterpart | a sales operations director |
|---|---|
| Offer under discussion | a CRM rollout for a 20-person sales team |
| Evidence available | a walkthrough using five anonymised opportunities from the buyer’s current workflow |
| Terms to clarify | Separate subscription, migration, support and training costs. |
How to approach procurement review
A useful question for this stage: “Which item is currently preventing approval, and what evidence would resolve it?” Ask it when the conversation creates a reason for it, rather than reciting every question in order.
- Separate mandatory requirements from preferences. Assign owners to unanswered questions. Compare commercial terms on a consistent basis.
- Ground the discussion in the buyer’s work. Ask: “Where does an opportunity most often stop moving, and who notices first?” Listen for a concrete example before making a claim.
- Use evidence relevant to the decision: a walkthrough using five anonymised opportunities from the buyer’s current workflow. Explain what it demonstrates and what remains unverified.
- Produce a list of requirements, evidence, outstanding approvals and a realistic decision sequence.
Example exchange
An illustrative exchange. Real conversations will take a different path.
SellerWhich requirements must be satisfied before procurement can approve the agreement?
BuyerOur concern is that opportunities lose their owner between discovery and proposal. Also, the team cannot migrate data during quarter-end.
SellerWhere does an opportunity most often stop moving, and who notices first?
BuyerWe already pay for a CRM.
SellerThen replacing the subscription is not the starting point. Let us compare how your team assigns and follows up five opportunities today.
SellerWhich item is currently preventing approval, and what evidence would resolve it?
An industry-specific concern
Buyer: “We already pay for a CRM.”
Possible response: “Then replacing the subscription is not the starting point. Let us compare how your team assigns and follows up five opportunities today.”
Why this response helps: it acknowledges the concern, brings the discussion back to a verifiable requirement and leaves room for a different decision. Adapt the wording to what the buyer actually said.
Run the practice
- Prepare for two minutes. One person takes the seller role and one plays a sales operations director. Read the offer and constraint separately from your preferred answer.
- Have a five-minute conversation focused on answer commercial and delivery questions with evidence and a clear approval process. The buyer should answer consistently with the brief and ask for evidence when a claim is vague.
- Add this challenge: Procurement asks for a new obligation late in the process. Explain that it needs review rather than accepting it to save the deal.
- Pause for feedback. Quote one useful question and one missed opportunity. Repeat the difficult exchange using a different response.
- Finish by writing the actual agreement. A sensible option, when it fits, is to test one pipeline with two volunteers before discussing a wider migration. A clear decision to pause is also a useful outcome.
What to avoid
| Common mistake | Promising exceptions that the delivery or legal team has not approved. |
|---|---|
| A stronger direction | I can record that request and confirm the answer with the responsible person before we change the agreement. |
| Scope and claim boundary | Do not promise a revenue uplift or an integration that has not been tested. |
| What to measure in real work | the share of active opportunities with a recorded next action. Establish a baseline and definition before interpreting a change. |
Your working sheet
Write your own version below. Notes are saved on this browser when local storage is available. Use Download to keep a separate copy; avoid adding confidential information on a shared device.
Example: opportunities lose their owner between discovery and proposal; the team cannot migrate data during quarter-end.
Example: Which item is currently preventing approval, and what evidence would resolve it? Industry question: Where does an opportunity most often stop moving, and who notices first?
Example: a walkthrough using five anonymised opportunities from the buyer’s current workflow. Do not promise a revenue uplift or an integration that has not been tested.
Example: Propose a clear next step, such as: test one pipeline with two volunteers before discussing a wider migration. Confirm the owner and date.
Review your work
Tick only what you can support with your answer or practice. This is a reflection checklist, not an automated assessment.
Questions about this resource
Who is this b2b saas exercise for?
Founders, salespeople and account managers preparing for a conversation about a CRM rollout for a 20-person sales team. Adapt the brief to your real offer and authority before using it at work.
Can I use the example as a script?
Use the questions as prompts. Listen and respond to the buyer’s actual meaning. The target is to answer commercial and delivery questions with evidence and a clear approval process, not to deliver a memorised speech.
How should I assess the result?
Produce a list of requirements, evidence, outstanding approvals and a realistic decision sequence. Use the three review questions below. The checklist is for reflection; it is not a validated prediction of sales performance.
Fictional training scenario. The dialogue illustrates response choices; it is not a customer testimonial or a record of a real sale. About these resources.