The pain you identify at this point will be something like:

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First, find out what the administrative hurdles are. Then, find out how to fulfill each requirement, the paperwork turnaround time, and who needs to approve and sign what. Use resources at your own company, like the legal and finance teams, to get the best (and fastest) resolution for both sides.

It’s a drag, but trust me—you’ll be happy you handled this paper process proactively at the end of the deal cycle.

Qualifying questions during the paper process stage include:

What can I provide to help you with the procurement process?
Are there any legal or compliance requirements we should be aware of?
What's the typical timeline for your procurement and contract review process?
6. Implicate the Pain
The deal isn’t closed-won yet. Now is the time to double down on everything you’ve uncovered. To do that, you implicate the pain.

You’ve already uncovered their main pain points—now, magnify how destructive these problems could be, and show how your solution solves them best.


Lost revenue
Missed cost savings
Wasted resources
Overwhelmed staff
Missed opportunities for growth
Inefficient operations
After you’ve identified what’s causing pain, you need to show exactly how you’ll take that pain away. This might involve demonstrating certain product features, sharing testimonials from customers who've faced similar challenges, or showcasing the relevant value your solution brings.