The discovery phase of a sales call isn't a generic interrogation or a prelude to a demo. Its only goal is to understand the customer's PULL: their specific Project, its Urgency, the other Options they've considered, and the Limitations of those options. Only then can you effectively position your product.

Structure discovery into two distinct conversations for maximum effect. The first meeting should focus exclusively on uncovering the customer's blocked goals (demand), without mentioning a product. Use the second meeting to validate if a high-level solution sketch (supply) gets ripped out of your hands.

Instead of waiting until the end to close, establish the meeting's potential outcomes upfront. Get the prospect's permission to deliver a 'no' if it's not a fit, and pre-agree on a specific next step if neither party says 'no'. This eliminates the buyer's power to stall later on.

At the beginning of a sales engagement, tell the prospect, "Our number one overriding through line... is collaboration." This sets expectations, frames the relationship as a partnership, and differentiates you from transactional sellers. You must, however, live up to this promise.

Instead of asking generic discovery questions, present prospects with a framework of common problems (e.g., '15 GTM challenges'). This immediately turns the sales call into a collaborative working session, building credibility and accelerating the path to a deal.

Mark Casaglo advises against process stages like "discovery call" or "demo call," which are seller-centric. Instead, structure the process around securing five key buyer agreements: problem agreement, solution agreement, power agreement, commercial agreement, and vendor approval. This reframes selling around buyer commitment rather than seller activity.

Many buyers are purchasing a specific solution for the first time. Sellers must act as consultants, providing a clear buying process map (a mutual action plan) to guide their champion and accelerate the deal, preventing stalls caused by uncertainty.

Most first sales calls fail because they jump to a generic "Harbor Tour" product demo. A top-performing first call dedicates 60% of the time to discovery. Only after deeply understanding the customer's pain should you show the single feature that solves it. This provides immediate value and guarantees a follow-up meeting.

Closing isn't a singular event at the end of a sales process. Instead, it's the natural outcome of a successful discovery phase. By asking the right questions and building a relationship, top salespeople guide the prospect to their own conclusion, making the final commitment a simple, logical next step.