Podcast episode
$3k vs $30k vs $300k Sales Close
30 Minutes to President's Club14 Oct 202527 min
Description
Mark's Kosoglow's Sales Leadership Course Armand Farrokh reveals how to close a $3K, $30K, and $300K sales deal — and why each one needs a different approach. He breaks down the five buyer agreements that drive every close and shows how to spot deal momentum to accelerate your cycle. Whether you’re closing SMB, mid-market, or enterprise deals, this video gives you real-world B2B sales tactics, SaaS closing strategies, and deal frameworks to help you sell faster, smarter, and bigger. RESOURCES DISCUSSED Join our weekly newsletter Things you can steal Save $50 on any 30MPC course with code “PODCAST” Free Sales Templates, Scripts and Guides 30MPC Training: 30mpc.com/training
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Okay, so oftentimes because we were selling to early stage companies, you'd want to close these like $3K, $5K, $10K deals in one call if you could. So let's walk through the five agreements and then I will whiteboard out what a one call close would look like. So the first agreement you're trying to get is problem agreement. “That's pretty straightforward. Do they agree that you have a problem that you can solve?” Number two, today's show is brought to you by 11X, your all-in-one digital GTM team handling, creating, qualifying, and converting pipeline across every channel. If you are still using stale triggers like congrats on the funding, you're getting blended in with everybody else. The best use unique signals,
So the way that this would play out is the first call would usually cover the first two. So you're on a discovery call and a lot of people are like, never show software in a discovery call. And I'm like, you are a moron unless you're selling like Oracle and an ERP cannot be demoed on the first call. “In my mind, if I get problem agreement very quickly in a discovery call, it makes sense” for me to start to work on solution agreement. So the way this would work is you'd have a 30 minute discovery call. And that discovery call would usually be like 20 minutes of disco plus five minute harbor tour. So what this allows me to do is it allows me to go to the champion and be like, Hey, so like, it sounds like this is the problem you wanted to solve.
discovery call. And I'm like, you are a moron unless you're selling like Oracle and an ERP cannot be demoed on the first call. In my mind, if I get problem agreement very quickly in a discovery call, it makes sense for me to start to work on solution agreement. “So the way this would work is you'd have a 30 minute discovery call.” And that discovery call would usually be like 20 minutes of disco plus five minute harbor tour. So what this allows me to do is it allows me to go to the champion and be like, Hey, so like, it sounds like this is the problem you wanted to solve. And you've gotten a good sense of what this solution looks like. How do you feel so far?
And if that goes well, you can actually show a shorter demo because you know that you've already pre floated the Harbor tour demo with your champion in the first call over here. And you know, they didn't have a million technical questions. If they had a million technical questions back here and they were like unsure about “it, that's a deal you have to slow down because you want to get solution agreement with the” champion first. Otherwise they're going to be like dragging this demo into the weeds. But if they're like gung ho at the end of the first call, try to get power on board. And so that brings you into the 20 minute demo. At the end of that demo, you ask power the same question that we asked the champion based on everything you know so far, how do you feel about moving forward? How do you feel about everything that we're doing independent of price?
So usually before you go into this disco with the director of talent, at this point you're usually doing a champion or a director of compensation game plan call where you're asking about what does this director of talent care about, what should I be showing in the demo, “and you're using the champion to make sure that these next parts of the sales cycle go well.” So you've got like five calls down here, you've got four calls over here, and if there was another department that would literally be another four or five calls, but at PAVE these were like the two major departments that needed to be on board. You had like HR and compensation and then you had
like building out the ROI of the solution, all that stuff. You're not doing as many deep dive demos as you did with your champions, but like at this point like the executive is like, okay, my team is pretty much on board. I want to see this thing, and then I want to see the proposal of like how it's going to change my business, and so usually it takes two or three calls to get the executive on board if “you've done a good job champion selling, and the reason for that is these two people should be like” pushing for you internally. Keep in mind at this point we have the director of talent and the director of compensation on board, so at this point hopefully I have the chief HR officer on board, and that finishes power agreement. So we had another three calls with power, so we're at what four, five,
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